The Project on Establishment of End-To-End Early Warning System for Natural Disaster in the Republic of the Union of Myanmar

Home , Dedaye Township, Hinthada Township, Labutta District, Labutta Township, Pathein District

RELIEF AND RESETTLEMENT DEPARTMENT, MINISTRY OF SOCIAL WELFARE, RELIEF AND RESETTLEMENT DEPARTMENT OF METEOROLOGY AND HYDROLOGY, MINISTRY OF TRANSPORT AND COMMUNICATION THE REPUBLIC OF THE UNION OF MYANMAR

THE PROJECT ON ESTABLISHMENT OF END-TO-END EARLY WARNING SYSTEM FOR NATURAL DISASTER IN THE REPUBLIC OF THE UNION OF MYANMAR

PROJECT COMPLETION REPORT

FEBRUARY 2017

JAPAN INTERNATIONAL COOPERATION AGENCY

ORIENTAL CONSULTANTS GLOBAL CO., LTD. PACIFIC CONSULTANTS CO., LTD. GE FUKKEN CO., LTD. JR 17-029

THE PROJECT ON ESTABLISHMENT OF END-TO-END EARLY WARNING SYSTEM FOR NATURAL DISASTER IN THE REPUBLIC OF THE UNION OF MYANMAR

PROJECT COMPLETION REPORT

FEBRUARY 2017

JAPAN INTERNATIONAL COOPERATION AGENCY

ORIENTAL CONSULTANTS GLOBAL CO., LTD. PACIFIC CONSULTANTS CO., LTD. FUKKEN CO., LTD.

Contents

Abbreviations List of Figures and Tables Project Area Photo

Page

1. Outline of the Project ...... 1

2. Progress of Activities ...... 6 2.1 Progress of activities ...... 6 2.2 Preparatory Activities ...... 9 2.2.1 Existing Data and Information Collection and Analysis ...... 9 2.2.2 Examination of Project Approaches, Contents and Methodologies ...... 9 2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan ...... 9 2.2.4 Submission and Discussion of IC/R & Organizing a Workshop ...... 10 2.2.5 Collection of Existing Data and Information ...... 10 2.2.6 Field Survey ...... 10 2.2.7 Damage condition chart and categorization of target area ...... 10 2.2.8 Baseline data collection for capacity assessment (CA) ...... 16 2.2.9 Preparation of risk report ...... 18 2.2.10 Development of overall plan ...... 18 2.3 Activities related to Output 1 ...... 19 2.3.1 Overview of Activities and Outcomes...... 19 2.3.2 Governance and Institutional Arrangement ...... 21 2.3.3 Monitoring and Warning Service ...... 22 2.3.4 Dissemination and Communication ...... 34 2.3.5 Risk Knowledge ...... 41 2.3.6 Issues, Initiatives and Lessons Learned ...... 45 2.4 Activities related to Output 2 ...... 48 2.4.1 Overview of Activities and Outcomes...... 48 2.4.2 Implementation of Human Resource Development activity ...... 49 2.4.3 Early Warning manual ...... 53 2.4.4 Preparation of Human Resource Development Program ...... 55 2.4.5 Implementation of information transmission exercise ...... 58 2.4.6 Issues, Initiatives and Lessons Learned ...... 61 2.5 Activities related to Output 3 ...... 62 2.5.1 Overview of Activities and Outcomes...... 62 2.5.2 Implementation of the TOT workshop ...... 65

2.5.3 Implementation of the CBDRM workshop ...... 71 2.5.4 Community Infrastructure Support Project ...... 80 2.5.5 Developing material related to CBDRM ...... 86 2.5.6 Implementation of follow up activities ...... 88 2.5.7 Issues, Initiatives and Lessons Learned ...... 97 2.6 Activities related to Output 4 ...... 104 2.6.1 Overview of Activities and Outcomes...... 104 2.6.2 Preparation of Expansion Plan ...... 105 2.7 Overall Activities ...... 112 2.7.1 Monitoring of output ...... 112 2.7.2 Implementation of Annual Seminar ...... 113 2.7.3 Implementation of Training in Japan ...... 114 2.7.4 Equipment procurement ...... 117 2.7.5 Suggestions for the activities in the next year ...... 117 2.7.6 Assistance with mid-term review ...... 117 2.7.7 Assistance with terminal evaluation ...... 118 2.7.8 Preparation of project brief note ...... 118 2.7.9 Issues, Initiatives and Lessons Learned ...... 119

3. Issues, Initiatives and Lessons Learned for Project Implementation ...... 120

4. Achievement of Project Purpose ...... 123

5. Recommendations for Achievement of Overall Goal ...... 125 5.1 Efforts taken by the Project for Achievement of Overall Goal ...... 125 5.2 Recommendations for Achievement of Overall Goal ...... 125

ANNEXES (a) Technical outcomes ...... A-1  Timeline ...... A-1  Expansion Plan ...... A-7  Early Warning manual...... A-21  Human Resource Development Program ...... A-71  CBDRM manual ...... A-99  Survey Report on 2015 Floods ...... A-175  Risk Report ...... A-275 (b) Minutes of JCC meeting ...... A-277 (c) Reference documents on CBDRM activities ...... A-357 (d) Dispatch of Experts...... A-364 (e) List of the procured equipment ...... A-367 (f) The Project related information ...... A-369 (g) Counterpart list ...... A-377

(h) Project Brief Note ...... A-379 (i) List of Collected materials ...... A-387 (j) The latest PDM ...... A-392

Abbreviations

ADPC Asian Disaster Preparedness Center ASEAN Association of South‐East Asian Nations CA Capacity Assessment CBDRM Community-Based Disaster Risk Management CDA Community Development Association CDMA Code Division Multiple Access CP Counterpart DCP Data Collection Platform DEG Diesel Engine Generator DL Danger Level DM Disaster Management DMH Department of Metrology and Hydrology DRR Disaster Risk Reduction EOC Emergency Operations Center EWS Early Warning System GAD General Administration Department GPS Global Positioning System GSM Global System for Mobile Communications GTS Global Telecommunication System HF High Frequency HRD Human Resource Development HWL High Water Level IDDR International Day for Disaster Reduction IEC Information, Education and Communication JCC Joint Coordinating Committee JICA Japan International Cooperation Agency JMA Japan Meteorological Agency JTWC Joint Typhoon Warning Center LWL Low Water Level MEPE Myanmar Electric Power Enterprise MIMU Myanmar Information Management Unit MMK Myanmar Kyat MPT Myanmar Post Telecommunications MRCS Myanmar Red Cross Society MRTV Myanmar Radio and Television MTSAT Multi-functional Transport Satellite NDMC National Disaster Management Committee

NGOs Non-Governmental Organizations NHK Nihon Housou Kyoukai NPT Nay Pyi Taw OCD Office of Civil Defense OJT On-the-Job Training PIC Project Implementation Committee PTN Pathein RRD Relief and Resettlement Department SATREPS Science and Technology Research Partnership for Sustainable Development SAR Search and Rescue SMS Short Message Service SSB Single Side Band TOT Training-of-Trainers TTX Table-Top Exercise UHSLC University of Hawaii Sea Level Center UNDP United Nations Development Programme UN-HABITAT United Nations Human Settlements Programme UTC Coordinated Universal Time VDPC Village Disaster Preparedness Committee VTDPC Village Tract Disaster Preparedness Committee WL Water Level

List of Figures

Page

Figure 2.1.1 Project Flowchart ...... 8 Figure 2.2.1 Classification Chart regarding Disaster Management ...... 15 Figure 2.3.1 Range of Technical Training in the project ...... 23 Figure 2.3.2 Location of Tide Gauge ...... 26 Figure 2.3.3 Location of Simple Tide Gauges ...... 28 Figure 2.3.4 Result of Improvement of Cyclone Warning ...... 31 Figure 2.3.5 Role Allocation of Three Agencies ...... 32 Figure 2.3.6 Procedure for Warning Improvement (draft) ...... 33 Figure 2.3.7 Information Dissemination Routes and Methods ...... 34 Figure 2.3.8 Network between DMH and MRTV ...... 39 Figure 2.3.9 Plan View of Storm Surge Anomaly ...... 42 Figure 2.3.10 Tide Level Variation at Kyauk Phyu ...... 43 Figure 2.3.11 Plan View of Storm Surge Anomaly (Left: Course of Cyclone Giri, Right: Course shifted 150km westwards) ...... 43 Figure 2.4.1 Contents and appendix materials of Early Warning manual ...... 54 Figure 2.4.2 Send / Receive Format of EW information ...... 55 Figure 2.4.3 Results of questionnaire for HRD Program ...... 57 Figure 2.4.4 Scenario of information transmission exercise (Example in the 3rd year) ...... 59 Figure 2.5.1 Location of Hlwa Zar Village Tract, pilot village tract in Ayeyarwaddy Region ...... 72 Figure 2.5.2 Location of pilot villages in Thea Tan Village Tract ...... 73 Figure 2.5.3 Table of contents of the CBDRM manual ...... 87 Figure 2.5.4 Updated educational material for villagers for cyclones ...... 88 Figure 2.5.5 Location of Kin Myauk Village Tract ...... 94

List of Tables

Page

Table 2.1.1 Comparison between Work Items in Specification and Activities in PDM ...... 6 Table 2.2.1 Relation between work items and section numbers of the report ...... 9 Table 2.2.2 Selected Townships and Village Tracts ...... 11 Table 2.2.3 Types of 71 villages by category ...... 14 Table 2.2.4 Criteria to Evaluate Disaster Management Capacity at Village Level ...... 15 Table 2.2.5 Target of capacity assessment(Nay Pyi Taw and Ayeywarwaddy Region) ...... 16 Table 2.2.6 Target of capacity assessment (Rakhine State) ...... 17 Table 2.3.1 Relation between work items and section numbers of the report ...... 19 Table 2.3.2 Summary of Outcomes for Output 1...... 20 Table 2.3.3 Workshops on TIMELINE ...... 22 Table 2.3.4 Training on Astronomical Tide and Data Management ...... 29 Table 2.3.5 Color Code of Myanmar ...... 32 Table 2.3.6 List of Frequencies (disaster management communication only) ...... 37 Table 2.3.7 Activities for Mass Media ...... 41 Table 2.3.8 Sharing of Survey Result ...... 45 Table 2.4.1 Chapters in this report corresponding to the activity in the TOR ...... 48 Table 2.4.2 Working Group members ...... 50 Table 2.4.3 HRD activities in Ayeyarwaddy Region ...... 51 Table 2.4.4 HRD activities in Rakhine State ...... 52 Table 2.4.5 Contents of HRD Program ...... 56 Table 2.4.6 Information transmission exercise ...... 58 Table 2.4.7 Results of information transmission exercise ...... 60 Table 2.5.1 Activity number in the TOR corresponding with the chapter in the report ...... 62 Table 2.5.2 Overview of capacity enhancement of CP and villagers through the Output 3 activities ...... 65 Table 2.5.3 Rationales for selection for participation in the TOT workshop other than CP officers ...... 66 Table 2.5.4 Program of the TOT Workshop ...... 67 Table 2.5.5 Selection of the lecturers based on the characteristics of Rakhine State ...... 69 Table 2.5.6 Program of the TOT Workshop ...... 70 Table 2.5.7 Characteristics of Pilot Villages in Ayeyarwaddy Region ...... 72 Table 2.5.8 Characteristics of Pilot Villages ...... 73 Table 2.5.9 Result of the CBDRM workshops in the pilot villages...... 73 Table 2.5.10 Program of first and second CBDRM workshops ...... 74 Table 2.5.11 Program of the 3rd CBDRM workshop ...... 76 Table 2.5.12 Program of 4th workshop ...... 77 Table 2.5.13 Number of participants of the evacuation drill in each pilot village ...... 78

Table 2.5.14 List of infrastructure approved in Ayeyarwaddy Region ...... 85 Table 2.5.15 Kin Myauk Village Tract member village ...... 94 Table 2.5.16 RRD’s budget for human resource and development project (2016-2017) ...... 97 Table 2.6.1 Relation between work items and section numbers of the report ...... 104 Table 2.6.2 Discussion for Expansion Planning ...... 106 Table 2.6.3 Model Activity and Contents of Activity to be Conducted A Year ...... 108 Table 2.6.4 Five Year Expansion Plan (Ayeyarwaddy Region) ...... 109 Table 2.6.5 Five Year Expansion Plan (Rakhine State) ...... 109 Table 2.7.1 Chapter in this report corresponding to activity in the TOR ...... 112 Table 2.7.2 List of main meeting ...... 113 Table 2.7.3 List of annual seminars ...... 114 Table 2.7.4 List of Training in Japan ...... 115 Table 2.7.5 Recommendations in mid-term review ...... 117 Table 2.7.6 Recommendations in terminal evaluation ...... 118 Table 2.7.7 Publicity activities in the Project ...... 119 Table 3.1.1 Coordination with Related Projects / Agencies ...... 122 Table 4.1.1 Achievements of Verifiable Indicators (at the time of Terminal Evaluation) ...... 123 Table 4.1.2 Achievement of Project Purpose (at the time of Terminal Evaluation) ...... 124 Table 4.1.3 Five Evaluation Criteria (At the End of Terminal Evaluation) ...... 124

Rakhine State

Ayeyarwaddy Region

Project Area

Photo 1

SSB wireless radio Satellite communication antenna

Loud speaker in village Automatic tide gauge

Tide observation data Storm surge simulation

Early Warning manual Human resource Development Program

Photo 2

Cyclone shelter in Hlwa Zar village Monastery as evacuation shelter in Than Kha Yae village

Village level Disaster Management Plan Village level Hazard map

Evacuation drill Community infrastructure support project (Evacuation route)

CBDRM manual Expansion Plan

1. Outline of the Project

(1) Background and Necessity of the Project

Myanmar is experiencing a number of natural disasters every year in various regions that cause casualties, and damage has occurred accordingly. Cyclone Nargis in 2008 struck the southwestern edge of the Ayeyarwaddy delta and crossed the delta to Yangon. Nargis resulted in around 13.8 thousand deaths and missing people and destroyed people’s lives. The ASEAN Secretariat reported that the total financial damage was more than 40 billion dollars. Additionally, “Giri”, the cyclone that hit Rakhine State in western Myanmar, caused 45 deaths and 10 million refugees. Financial damage was calculated at 5.7 million dollars.

After Nargis, JICA conducted a project formulation survey in August 2008. As a result of the survey, it was found that information on the cyclone had not been provided to people in the affected area because of insufficient communication systems. It was recognized that establishment of a natural disaster early warning system is urgent.

Weather warning messages are issued by the Department of Meteorology and Hydrology, Ministry of Transport and Communication (DMH). Information transfer to the community level is under the responsibility of the Relief and Resettlement Department, Ministry of Social Welfare, Relief and Resettlement (RRD). Preparation and enhancement of the cooperation system by both agencies is essential.

As mentioned above, an appropriate warning issuance and end-to-end early warning system for natural disasters is an urgent issue. The Myanmar government requested assistance from the Japanese government on the capacity enhancement of weather forecasts and warning issuance, community-based disaster management, etc. In response to the official request of the GOM, JICA conducted a Detailed Planning Survey on the Project, confirmed and signed the minutes of meetings (M/M), had a meeting on the Project Description on the 23rd of August 2012, and signed the Record of Discussion (R/D) on the 10th of December 2012.

(2) Target Areas

Ayeyarwaddy Region and Rakhine State of Myanmar

(3) Counterparts

Implementing Agencies

 Relief and Resettlement Department, Ministry of Social Welfare, Relief and Resettlement (RRD).  Department of Meteorology and Hydrology, Ministry of Transport and Communication (DMH)

Relevant Agencies

 Local Disaster Management Committee members at each level (local government level, district level, township level and community level)

(4) Project period

March 2013 to March 2017

(5) Overall Goal, Project Purpose, Output

1) Overall Goal

End-to-end early warning systems for natural disaster are expanded to coast line areas, especially in Ayeyarwaddy Region and Rakhine State, based on the expansion plan.

2) Project Purpose

The improved model of end-to-end early warning systems for natural disaster with an expansion plan is set up in pilot areas.

3) Output

 Output 1:Information management and emergency communication systems for natural disaster are improved.

 Output 2:Response capacity for natural disasters at various levels (central level including National Disaster Management Committee (hereinafter referred to as “NDMC”)), local government level and township level) is enhanced.

 Output 3:Response capacity for natural disasters of the community is enhanced.

 Output 4:The expansion plan to other regions, which include lessons learnt through activities under Output-1 to Output-3, is prepared.

(6) Target Disasters

 The Project basically targets all disasters caused by climatic phenomena (mainly cyclones, high tides and floods) and tsunami.

 Pilot projects target those that occur in the target areas among the disasters mentioned above.

(7) Content of activities

Contents of activities of each Output are shown below.

1-1 Early warning information distribution through an administrative line is improved

1-1-1 Identify the responsibilities and roles of each organization related with early warning dissemination in Myanmar and their problems

1-1-2 Clarify appropriate mandates/responsibility for each organization related with early warning system in Myanmar based on the Activity 1-1-1

1-1-3 Review the current weather forecast and early warning contents such as standards for issuing/clearing early warning, and identify the bottleneck

1-1-4 Improve the current weather forecast and early warning contents such as standards for issuing/clearing early warning based on the Activity 1-1-3

1-1-5 To prepare an operation and maintenance plan of the emergency road networks including methodology of clearing the roads after an earthquake, and methodology of revising and expanding the emergency road networks in the future

1-1-6 Install a simultaneous information distribution system through the administrative line

1-2 Information distribution system for community in a township or in a lower level area is developed

1-2-1 Select target township(s) and communities as pilot project sites, village tract and villages, in order to conduct the pilot project

1-2-2 Provide communication facilities to the communities

1-2-3 Consider or study the means of electricity generation at community level for securing the sustainability of early warning system for natural disaster.

1-2-4 Conduct drills on information distribution in pilot project sites

1-3 Information distribution through mass media from DMH is improved

1-3-1 Review the current information distribution system to community through mass media from DMH and the contents of information, and identify and improve the bottleneck

1-3-2 Cooperate with a FM station which has been jointly established by the Government of Myanmar and private companies for early warning

1-3-3 Prepares a certain line for broadcasting real-time disaster information and assist DMH to make an agreement with TV station for information distribution

2-1 Identify needs of training based on activities 1-1-1 to 1-1-4

2-2 Conduct training on natural disaster and end-to-end early warning system, including a simulation exercise, for the staff of RRD and DMH from central government, and for the member of State/Region disaster management committees

2-3 Develop manuals and other information, education and Communication (IEC) materials on end-to-end early warning system at all levels (central level, local government level, district level, township level and community level)

2-4 Reflect lessons learned from 2-2 into manuals and other IEC materials

3-1 Prepare/revise the community-based disaster management plan including guidance on how to utilize early warning such as when, where, how to evacuate, what items should be brought with in pilot project sites selected 1-2-1

3-2 Prepare a manual for drafting a community-based disaster management plan

3-3 Select and secure evacuation centers and routes

3-4 Conduct community-based disaster management activities such as evacuation drills based on the community-based disaster management plan

3-5 Implement training of township officers to improve community-based disaster risk management

4-1 Summarize and compile a model on information distribution system through the administrative line into the expansion plan to other regions, through 1-1-1 to 1-1-6.

4-2 Summarize and compile a model on information distribution system at township/village level into the expansion plan to other regions, through 1-2-1 to 1-2-4

4-3 Compile the manuals drafted in 2-3 and 2-4 into expansion plan to other region

4-4 Summarize and compile lessons learnt in 3-1 and 3-4 into expansion plan to other regions

4-5 Finalize the expansion plan

The Project conducted some activities related to Output 1 (Improvement of Early Warning System), Output 2 (Enhancement of capacity of government officer on disaster response), Output 3 (Enhancement of capacity on community level disaster response) targeting RRD and DMH as main Counterpart organizations in the pilot areas, Ayeyarwaddy Region and Rakhine State. In output 4, the model activity to improve the Early Warning System was prepared based on the results of the

pilot activities conducted in the both areas. Also the expansion plans were prepared to expand the model to the other areas in Ayeyarwaddy Region and Rakhine State. Counterparts of RRD and DMH at union and local level participated in the Project activities through cooperation with the JICA Expert Team. As for the local level, GAD under the Ministry of Home Affairs who has an administrative service down to village level, proactively participated in the Project activities. Also, CBDRM activity in Output 3 such as TOT Workshop, CBDRM Workshop, and follow up activity was conducted by Community Development Association (CDA: local NGO) under the subcontract with the JICA Expert Team.1

The administration in Myanmar is divided into 14 States/Regions under the union government, 75 Districts, 414 Townships/Sub-Townships, which have the government offices. There are 13,241 village tracts and 3,059 wards in Township/Sub-Township, and 70,560 villages in them1. There are ten or hundred house hold leaders under the leader of village tract/ward and village who is called administrator .

1 Myanmar Information Management Unit (MIMU) HP

2. Progress of Activities

2.1 Progress of activities

A comparison between work items in specification and activities in PDM is shown below.

Table 2.1.1 Comparison between Work Items in Specification and Activities in PDM

Work items in Specification Activities in PDM (1) Existing data and information collection and analysis - (2) Examination of Project approaches, contents and - methodologies (3) Preparation of Inception Report and Technical Transfer - Plan (4) Submission and discussion of Inception Report & - organizing a workshop (5) Collection of existing data and information - (6) Field Survey - (7) Damage condition chart and categorization of target - area (8) Baseline data collection for capacity assessment (CA) - (9) Preparation of risk report - (10) Development overall plan - (11) Early warning information distribution through an 1-1 Early warning information distribution through administrative line is improved an administrative line is improved (12) Establishment of information communication system 1-2 Information distribution system for community for communities below township level in a township or in a lower level area is developed (13) Information distribution through mass media from 1-3 Information distribution through mass media DMH is improved from DMH is improved (14) Identify needs of training based on activities through 2-1 Identify needs of training based on activities (8) and (11). 1-1-1 to 1-1-4 (15) Conduct training on natural disasters and end-to-end 2-2 Conduct training on natural disaster and early warning systems, including a simulation exercise, end-to-end early warning system, including a for the staff of RRD and DMH from the central simulation exercise, for the staff of RRD and government, and for the members of state/region DMH from central government, and for the disaster management committees. member of State/Region disaster management committees (16) Develop manuals and other information, education and 2-3 Develop manuals and other information, communication (IEC) materials on end-to-end early education and Communication (IEC) materials warning systems at all levels (central level, local on end-to-end early warning system at all levels government level, district level, township level and (central level, local government level, district community level) level, township level and community level) (17) Reflect lessons learned from Task (15) into the manuals 2-4 Reflect lessons learned from 2-2 into manuals and other IEC materials and other IEC materials (18) Prepare/revise the community-based disaster 3-1 Prepare/revise the community-based disaster management plan management plan including guidance on how to utilize early warning such as when, where, how to evacuate, what items should be brought with in pilot project sites selected 1-2-1 (19) Prepare a manual for drafting a community-based 3-2 Prepare a manual for drafting a disaster management plan community-based disaster management plan

Work items in Specification Activities in PDM (20) Select and secure evacuation centers and routes 3-3 Select and secure evacuation centers and routes (21) Conduct community-based disaster management 3-4 Conduct community-based disaster management activities such as evacuation drills based on the activities such as evacuation drills based on the community-based disaster (Outsourced to community-based disaster management plan subcontractors) (22) Implement training of township officers to improve 3-5 Implement training of township officers to community-based disaster risk management improve community-based disaster risk Implementation of training of township officers management (Outsourced to subcontractors) (23) Summarize and compile a model of the information 4-1 Summarize and compile a model on information distribution system through the administrative line into distribution system through the administrative the expansion plan for other areas line into the expansion plan to other regions, through 1-1-1 to 1-1-6. (24) Summarize and compile a model of the information 4-2 Summarize and compile a model on information distribution system at township/village level distribution system at township/village level into the expansion plan to other regions, through 1-2-1 to 1-2-4 (25) Compile the early warning model and reflect it in the 4-3 Compile the manuals drafted in 2-3 and 2-4 into expansion plan for other areas expansion plan to other region (26) Summarize and compile lessons learned regarding 4-4 Summarize and compile lessons learnt in 3-1 and CBDRM activities into the expansion plan for other 3-4 into expansion plan to other regions areas (27) Finalize the expansion plans to other regions 4-5 Finalize the expansion plan (28) Monitoring of output - (29) Implementation of seminars - (30) Training in Japan - (31) Equipment procurement - (32) Suggestions for the activities in the next year - (33) Assistance with mid-term review - (34) Assistance with terminal evaluation - (35) Revision of project brief note -

7 YEAR 2013 2014 2015 2016 2017 PHASE Preparation 1st Phase 2nd Phase 3rd Phase 4th Phase MONTH 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3

Project Formulation For Output 4

【８】【５】【５】【８】 The expansion plan to other regions which include lessons learnt through 【１】【４】 activities undet Output-1 to Output-3 is prepared. Collection of Data Collection Collection of Data Document Reviews Submission Baseline Data Collection Baseline Data Summarize and compile a model on information distribution system through the 【２４】 for the Capacity for the Capacity administrative line into the expansion plan to other regions and Assessment 【６】 Assessment 【６】 Discussion of (CA) (CA) Field Surveys Field Summarize and compile a model on information distribution system at Inception Surveys 【２５】【９】 township/village level into the expansion plan to other regions Report & 【９】【７】 Preparation or Risk Organizing of Preparation or 【７】 Report 【２６】 Compile the manuals drafted in (15) and (16) into the expansion plan to other region a Workshop Damage Risk Report Damage 【２】 condition chart condition chart and 【１０】【１０】 Summarize and compile lessons learnt in (17) and (20) into the expansion plan to Examination of and 【２７】 other regions Project Strategies categorization of Project categorization of Project target area Formulation target area Formulation

Information management and emergency communication 【２８】 Finalize the expansion plan. system for natural disaster is improved

【９】【３】【１１】 Early warning information distribution through an administrative line is improved Preparation Development of or Risk Inception Report 【１２】 Information distribution system for community in a township or in a lower level areas is developed and JICA Project Brief Note For Output 1 【１３】 Information distribution through mass media from DMH is improved

Response capacity for natural disasters at various levels (central level including Myanmar Disaster Preparedness Agency (MDPA), local government level and township level) is enhanced

Identify needs of training based on activities Identify needs of training based on activities 【１４】 through (7) to (10) 【１４】 through (7) to (10)

Conduct trainings on natural disaster and end-to-end early warning system, Conduct trainings on natural disaster and end-to-end early including a simulation excercie, for the warning system, including a simulation excercie, for the staff 【１５】 staff of RRD and DMH from central 【１５】 of RRD and DMH from central government, and for the government, and for the member of member of State/Region disasster management committee. State/Region disasster management For Output 2

A C T I V I T I E S committee.

Develope and other information, Edcation and Communication (IEC) materials on end-to-end early warning system at all levels 【１６】 (central level, local government level, district level, township level and community level)

【１７】 Reflect lessons learned from (15) into manuals and other IEC materials.

Response capacity of community for natural disaster is enhanced Prepare/revise the community-based disaster management 【１８】 plan 【１８】 Develop/Revise the community based disaster management

【１９】 Prepare a manual for drafting a community-based disaster management plan

Select and secure Select and secure Conduct 【２０】 evacuation centers and 【２０】 evacuation centers and Conduct routes community-based routes community-based disaster disaster management management activities such as activities such as 【２１】 evacuation drills 【２１】 evacuation drills based on the based on the community-based community-based disaster disaster For Output 3 management plan management plan

Implement training of township officers to 【２３】 improve community-based disaster risk Implement training of township officers to improve 【２２】 management community-based disaster risk management

【２７】 Project Monitoring Activities

Ayeyawaddy Region Follow Up Pilot Rakhain Region Project Follow Up ▲ ▲ ▲ 【３２】 Equipment Procurement 【３２】 Equipment Procurement 【３２】 Equipment Procurement Expansion to the other Regions

△ Project Plan △ Inception Report 【３３】 Develop Plan for the following year 【３３】 Develop Plan for the following year 【３３】 Develop Plan for the following year △ Final Report (February, 2017) Report △ Progress Report (Phase 1) △ Progress Report (Phase 2) △ Progress Report (Phase 3)

△ Pilot Project Report (Phase 1) △ Pilot Project Report (Phase 2) △ Pilot Project Report (Phase 3) ▲ ▲ ▲ 【３０】 The 1st Seminar 【３０】 The 2nd Seminar ▲ 【３０】 The 3rd Seminar Seminar ▲ ▲ 【３１】 Training in Japan 【３１】 Training in Japan 【３１】 Training in Japan

【３６】 Update the Project Summary Report Update the Project 【３６】 Update the Project Summary Report 【３６】 Update the Project Summary Report 【３６】 Summary Report (Final) Review ▲ ▲ 【３４】 Support for the Mid-Term Review (May 2015) 【３５】 Support for the Final Evaluation (July 2016)

Figure 2.1.1 Project Flowchart

2.2 Preparatory Activities

(1) Existing Data and Information Collection and Analysis (2) Examination of Project Approaches, Contents and Methodologies (3) Preparation of Inception Report (IC/R) and Technical Transfer Plan (4) Submission and Discussion of IC/R & Organizing a Workshop (5) Collection of Existing Data and Information (6) Field Survey (7) Damage Condition Chart and Categorization of Target Area (8) Baseline data collection for capacity assessment (CA) (9) Preparation of Risk Report (10) Development of Overall Plan

The relation between above work items and section numbers of this report is shown below.

Table 2.2.1 Relation between work items and section numbers of the report

Work Items Section Numbers of the Report (1) 2.2.1 Existing Data and Information Collection and Analysis (2) 2.2.2 Examination of Project Approaches, Contents and Methodologies (3) 2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan (4) 2.2.4 Submission and Discussion of IC/R & Organizing a Workshop (5) 2.2.5 Collection of Existing Data and Information (6) 2.2.6 Field Survey (7) 2.2.7 Damage Condition Chart and Categorization of Target Area (8) 2.2.8 Baseline data collection for capacity assessment (CA) (9) 2.2.9 Preparation of Risk Report (10) 2.2.10 Development of Overall Plan Source: JICA Expert Team

2.2.1 Existing Data and Information Collection and Analysis

The JICA Expert Team analyzed the existing materials related to the project and discussed with JICA about the work items of the field survey and other important items. The JICA Expert Team also prepared a list of additional data to be collected during the field survey.

2.2.2 Examination of Project Approaches, Contents and Methodologies

The JICA Expert Team investigated the basic approach to the project, content of activities, composition of experts, implementation system, work procedures, and targeted area of the Project, and investigated a detailed work plan and methodology of the field surveys.

2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan

The JICA Expert Team compiled an IC/R which indicated the basic approach to the project, content of activities, composition of experts, implementation system, work procedure, and targeted area, and detailed work plan and methodology of field surveys.

The Technical Transfer Plan which indicated the areas, items, contents methods, and duration of technical transfer to the Myanmar side, and the JICA Project Brief Note which describes the overview of the project have been prepared.

2.2.4 Submission and Discussion of IC/R & Organizing a Workshop

An inception meeting, in which a draft IC/R was submitted to the Myanmar side and explanations of its content were given, was held on March 12, 2013. Necessary items in the report were discussed and content of the IC/R was approved.

2.2.5 Collection of Existing Data and Information

The JICA Expert Team collected existing data on organization, condition of disaster, regional characteristics, social characteristics, data related to development planning, and data of related facilities.

2.2.6 Field Survey

The JICA Expert Team conducted filed surveys to know the present situation of the Ayeyarwaddy Region and Rakhine State, and to select the pilot areas to conduct the pilot activities. Discussion with RRD, DMH and GAD, and the field surveys at the candidate sites of pilot areas were conducted.

2.2.7 Damage Condition Chart and Categorization of Target Area

(1) Selection of Pilot Areas

Pilot activities were conducted at the first pilot area in the Ayeyarwaddy Region and at the second pilot area in the Rakhine State. Pilot districts, townships, village tracts and villages where the pilot activities were conducted both in Ayeyarwaddy and Rakhine were selected according to the following procedures.

1) Ayeyarwaddy Region

Selection of a pilot area in the Ayeyarwaddy Region was conducted with the following two step process based on the existing data and information, field survey and baseline survey etc.

a) The First Step

The JICA Expert Team selected ten townships and eleven village tracts in the Ayeyarwaddy Region based on the following criteria:

① Areas heavily affected by Nargis (six townships such as Nga Pu Taw, Labutta, Mawlamyinggyun, Bogalay, Pyapon, Dedaye)

② Areas where Cyclone Shelters were constructed by the Japanese Government (two townships such as Labutta and Bogalay) ③ Areas affected by flood, tsunami etc. (four townships such as Hinthada, Lay Myat Hnar, Kan Gyi Daung, Pathein) ④ Village Tracts from each ten township representing areas which have general characteristics ⑤ Recommendation by Region / District / Township Government

Table 2.2.2 Selected Townships and Village Tracts

* Yellow Colored Area: Cyclone Shelters have been constructed by Japanese Grant Aid Source: JICA Expert Team b) The Second Step

Pilot villages were selected based on the following selection criteria.

① Villages heavily affected by Nargis ② Villages where cyclone shelters were constructed by the Japanese Government (Labutta and Bogalay) ③ Effect and issues of the pilot activities in the villages are tangible (size, ethnic group, religion, solidarity) ④ Villages which are suitable for conducting pilot activities (Accessibility, solidarity of community, leadership) ⑤ Recommendation by Region / District / Township Government

As the pilot area for the first pilot activity, Labutta District, Labutta Township, Hlwa Zar Village Tract, Hlwa Zar Village, Kwa Kwa Lay Village and Shwe Kyun Thar Village were selected. The characteristics of these three villages are summarized as follows:

 Hlwa Zar village has a relatively large population with 1,479 people, compared with Kwa Kwa Lay village with 602 people and Shwe Kyun Thar with 677 people.  All three villages had heavy damage from Cyclone Nargis.

 All three villages are geographically isolated from major towns; it takes more than two hours by boat to reach a major town  Hlwa Zar Village and Kwa Kwa Lay Village have cyclone shelters supported by JICA.  Some awareness activities related to disaster management have been conducted in all three villages after Cyclone Nargis.

2) Rakhine State

Selection of a pilot area in Rakhine State was conducted with the following three step process based on the existing data and information, field survey and baseline survey, etc.

a) The First Step

Among the seventeen townships in Rakhine State, three townships (Kyauk Phyu, Thandwe, Myebon) were selected based on the following criteria.

① Townships which were damaged by a cyclone in recent years, which would indicate continuing high risk, were selected. ② Districts located in Northern part, Maungdaw, Sittwe, Mrauk-U districts were removed from the target areas due to political unrest. ③ Since support of Township GAD, district level RRD and DMH is necessary to conduct CBDRM activities, Kyauk Phyu and Thandwe were selected based on their discussions. ④ Myebon Township, which has a high risk of disaster, was selected as the target for only a baseline survey, not selected as a pilot area due to a strong request from the Myanmar side.

b) The Second Step

Through discussions with the governmental officials, including township GAD, RRD and DMH staff, a total of nine village tracts were identified within the three townships. The basic criteria for selection of the village tracts are as follows.

① Vulnerability to natural hazards such as cyclone, storm surge, flood and tsunami ② History of damage by disaster ③ Capacity of disaster management at village tract level ④ Distance from major town ⑤ Development of cyclone shelter or evacuation facilities ⑥ Discussion with township GAD and village tract administrator

c) The Third Criteria

A base line survey was conducted in all the villages in the selected nine village tracts and detailed information regarding the current situation of disaster management was collected. Through the analysis of data and information of each village, one village tract is selected. Major criteria for selection are as follows.

 Damage from Cyclone Giri  Community’s interest in disaster management  Geographical Location of village

As the pilot area for the second pilot activity in Rakhine State, Kyauk Phyu District, Kyauk Phyu Township, Thea Tan Village Tract, Thea Tan Village, Kon Baung Village, Tan Kha Yoe Village and Let Nyot Ngon Village were selected. The characteristics of these four villages are summarized as follows:

 All the villages are located close to the sea.  Kon Baung Village has the largest population of about 600 people, followed by Thea Tan Village with 280 people, Tan Kha Yoe Village with 260 people and compared with Kwa Kwa Lay Village with 602 people and Let Nyot Ngon Village with 220 people.  Major livelihoods of all four villages are fishery and agriculture.  All these villages had damage from Cyclone Giri, although there was no human loss.  All these villages are geographically isolated; it takes about one to two hours by boat from the major town of Kyauk Phyu  Rakhine State government has a plan to construct a cyclone shelter at Thea Tan Village.  Awareness activities related to disaster management have not been conducted in any of the villages.

(2) Implementation of Baseline Survey

1) Ayeyarwaddy Region

Summary of the baseline survey conducted in the Ayeyarwaddy Region is shown below.

 Survey of township: Conducted survey on natural condition, social environment, record of disaster damage, record of donors’ assistance and so on in the ten selected townships.  Village survey: Compiled chart showing natural condition, social condition, existence of evacuation facility (shelter) of all the villages in the eleven selected village tracts.  Damage condition survey: At the same time as the survey in the village, the past disaster records of the villages were investigated and complied in the chart. This survey included interviews with villagers. The interviews with the villagers were videotaped to convey the lessons learned to the next generation.

Results of the survey in 71 villages were compiled in a chart. Based on the result of the survey, the JICA Expert Team categorized 71 villages by types of disaster resilience. The result was utilized to finalize the activities in the pilot area and to expand the pilot activity to other areas. A summary of the classification is shown below.

The classification of villages was conducted from the following three perspectives in relation to disaster management: a) early warning transmission, b) awareness and institutional set up, and c) evacuation or disaster management facility. The results of the classification of the 71 villages using

those three perspectives are shown below. The table shows that out of the 71 villages, fifteen villages are classified as (A) which fill all perspectives, and fourteen villages are classified as (H) which fills none of the perspectives. Based on the classification by type, the JICA Expert Team investigated the content of the project and methodology of pilot activities.

Table 2.2.3 Types of 71 villages by category

Villages received Villages that have Villages with at early warning Type of experienced DRR least one facility No. of from village tract Pilot Village Village activities after related to disaster villages or township by Cyclone Nargis management phone A ● ● ● 15 Hlwa Zar, Kwa Kwa Lay B ● ● - 11 Shwe Kyun Tar C ● - ● 5 - D ● - - 14 - E - ● ● 5 - F - ● - 2 - G - - ● 4 - H - - - 14 - Total 71 - Source: JICA Expert Team

2) Rakhine State

Summary of the baseline survey conducted in the Rakhine State is shown below.

 Survey of township: Conducted survey on natural condition, social environment, record of disaster damage, record of donors’ assistance and so on in the three selected townships.  Village survey: Compiled chart showing natural condition, social condition, existence of evacuation facility (shelter) of all the selected villages in the nine selected village tracts.  Damage condition survey: At the same time as the survey in the village, the past disaster history of the villages were investigated and compiled in the chart. This survey included interviews with villagers. The interviews with the villagers were videotaped to convey the lessons learned to the next generation.

Results of the survey in 33 villages were compiled in a chart. In addition, the Project classified 33 villages by type based on the result of the survey. This was utilized to decide the contents of the activities in the pilot village and expand the activities to other areas.

Classification was done by 1) ease of information transmission during disaster, 2) conditions of CBDRM activities, and 3) availability of evacuation facilities utilizing the result of the baseline survey implemented in the Project.

Table 2.2.4 Criteria to Evaluate Disaster Management Capacity at Village Level

Perspective of High Medium Low Disaster Evaluation Criteria ◎ Management ○ △ Distance from Main Transmission of From 1 kilometer to 3 More than 3 Village to the subject Less than 1 kilometer Warning Message kilometers kilometers Village (1) Practice of Disaster Conducted awareness Awareness of Disaster Regularly conducted Management activities after Nil Management awareness activities Activities (2) cyclone Giri Existence of Monastery/school are There is a cyclone Evacuation Facilities Evacuation Facilities used for evacuation Nil shelter in the village (2) facilities Source: (1) MIMU, March 2014(P codes) (2) Report of sub consultancy work

Below is the result of baseline survey of four pilot villages.

Thea Tan Village Kon Baung Village

Tan Kha Yoe Village Let Nyot Ngon Village

Source: JICA Expert Team Figure 2.2.1 Classification Chart regarding Disaster Management

2.2.8 Baseline Data Collection for Capacity Assessment (CA)

As for the government officers from Nay Pyi Taw and the Ayeyarwaddy Region, capacity assessment (CA) was conducted for the 66 government officers shown in the table by interview survey.

Table 2.2.5 Target of capacity assessment(Nay Pyi Taw and Ayeyarwaddy Region) Department No. of Officers Officers of RRD and DMH 10 Union Government Officers of NDMC member organizations 20 Officers of RRD and DMH 10 Ayeyarwaddy Region Officers of DM committee member organizations 5 Officers of RRD and GAD 5 Labutta District Officers of DM committee member organization 5 Administrator and officers of Township 2 Labutta Township Officers of DM committee member organizations 3 Administrator 1 Hlwa Zar Village Tracts DM committee members 3 Villages Administrator, 100 households 2 Total 66 Source: JICA Expert Team

The questionnaire consists of two types of questions: 1) general knowledge of disaster management and 2) roles and responsibilities in disaster management for individuals and at the organizational level.

The results of the interviews are summarized below.

 RRD and DMH officials at the national level show a high level of disaster management knowledge. The reasons for the high level of knowledge are RRD and DMH have clear roles and responsibilities regarding disaster management, and have had opportunities to attend seminars, workshops, and training courses both internally and outside of the country.

 Capacity assessment results show that for the RRD and DMH officials in other than disaster management organizations, the knowledge regarding disaster management is low. One of the reasons is that disaster management activities are not well defined as their ordinary work activities. The opportunities for national and international training related to disaster management are limited.

 The capacity assessment survey showed that the disaster management knowledge level of regional and local government officials are relatively lower than national level officials. The reasons for the lower level are the limited number of RRD and DMH government officials, the roles and responsibilities regarding disaster management are not clearly defined, and the limited opportunity for national and international training.

As for the government officers from Rakhine State, capacity assessment (CA) was conducted for the 40 government officers shown in the table by interview survey. Table 2.2.6 Target of capacity assessment (Rakhine State) Department No. of Officers Officers of RRD and DMH 10 Rakhine State Officers of DM committee member organizations 5 Officers of RRD and GAD 5 Kyauk Phyu District Officers of DM committee member organization 5 Administrator and officers of Township 2 Kyauk Phyu Township Officers of DM committee member organizations 3 Administrator 1 Thea Tan Village Tracts DM committee members 3 Villages Administrator, 100 households 6 Total 40 Source: JICA Expert Team

The results of the interviews are summarized below.

 Generally, RRD, DMH and GAD officials show a high level of capacity for disaster management. The capacity of other agencies is relatively low.  The capacity for disaster management lowers from the state level to district and township level.  District and township administrators in Kyauk Phyu District have worked in the Ayeyarwaddy Region in the past. They have a high level of knowledge on the DRM

The results of the evaluation from other answers are shown below.

 There is less opportunity for the agencies except for RRD and DMH to receive training on disaster risk management.  Working period in the present position of most of the officers is less than ten years. The working period in the present position of GAD officers is less than two years.  The level of understanding of the roles on disaster risk management is higher for the district and township level officers than the state level officers.  There is limited equipment for disaster risk management and early warning in most of the organizations.

The major challenges received from interviewees are shown below.

 Lack of communication equipment  Not enough awareness activities for the people  Necessity of training and exercises  Transportation methods for evacuation  Correct and prompt information: people do not believe warning messages and do not evacuate.

2.2.9 Preparation of Risk Report

Regarding the process and response of issuing warning information, transmission, judgment of information, transmission to villagers, and evacuation, the JICA Expert Team compiled the risk report which indicates the reasons and risk of failures regarding the above response process. The risk report prepared in the Project was shown in the annex.

2.2.10 Development of Overall Plan

The overall plan is the summary of the activities mainly conducted in pilot areas in the second and third year. Below is the structure of the overall plan

Structure of overall plan

1. Overview 1.1 Purpose and content 1.2 Pilot site (Name of township, village tract, village)

2. Improvement of early warning system 2.1 Organization and legal framework (Roles and responsibilities of related agencies) 2.2 Monitoring and warning service (Content of warning, criteria for evacuation, installation of tide gauge) 2.3 Information transmission and communication (Route of communication and method of communication (including mass media)etc.) 2.4 List for procurement of equipment (Including procurement and installation schedule)

3. HRD activities

4. CBDRM activities

2.3 Activities related to Output 1

“Information management and emergency communication systems for natural disasters are improved”

(11) Early warning information distribution through an administrative line is improved (12) Establishment of an information communication system for communities below township level (13) Information distribution through mass media from DMH is improved

The relation between the above work items and section numbers of this report is shown below

Table 2.3.1 Relation between work items and section numbers of the report

Work Items Section Numbers of this Report (11) 2.3.2 Governance and Institutional Arrangement 2.3.3 Monitoring and Warning Service 2.3.4 Dissemination and Communication 2.3.5 Risk knowledge (12) 2.3.4 Dissemination and Communication (13) 2.3.4 Dissemination and Communication Source: JICA Expert Team

2.3.1 Overview of Activities and Outcomes

(1) Summary

“Developing Early Warning Systems: A Check List” (Checklist) was formulated at the Third International Conference on Early Warning held in Bonn, Germany, March 2006. The Checklist consists of five elements and lists the items to be considered on the formulation of an early warning system covered from government to community levels. The five elements are; Governance & Institutional Arrangements, Risk Knowledge, Monitoring & Warning Service, Dissemination & Communication and Response Capacity. Activities for Output 1 of this project covered “Governance & Institutional Arrangements”, “Risk Knowledge”, “Monitoring & Warning Service” and “Dissemination & Communication”. Activities for Output 2 and Output 3 covered “Response Capability”.

As for “Governance & Institutional Arrangements”, there is an issue such that the roles and responsibilities of agencies related to DRR are not allocated properly in Myanmar. In this project, the realistic role allocation was discussed by utilizing the ideas of the Disaster Mitigation Matrix and TIMELINE developed in Japan as well as the existing data and information.

As for “Monitoring & Warning Service”, capacity enhancement was conducted for the installation of tide gauges, monitoring the tide level, and analysis of tide data in order to improve the cyclone warning system especially on storm surge warning, targeting the officers of DMH which is responsible for the monitoring and warning service.

As for “Dissemination & Communication”, a major issue at the time of Cyclone Nargis was that the warning message was not disseminated to the people properly. In this project, re-confirmation of

the information dissemination route, proposal and installation of information dissemination equipment were conducted. Improvement of information dissemination through media such as MRTV and Pyinsawadi FM was also conducted.

As for “Risk Knowledge”, there are issues in Myanmar such that detailed hazard and risk assessment has not been conducted yet and the importance to implement DRR activities based on the result of hazard and risk assessment has not been understood properly. In this project, enhancement of awareness of counterparts and village people for risk knowledge was conducted by implementing the storm surge simulation and flood damage survey.

(2) Outcome

There are various Outcomes by the activities for Output 1 of this Project. The table below shows the summary of Outcomes.

Table 2.3.2 Summary of Outcomes for Output 1

Work Items Main C/Ps Summary of Outcomes Preparation of RRD and other TIMELINE was expressed by two sheets of A0 size paper. One paper shows TIMELINE related agencies the flow chart of information and activities. The other paper shows the chart to clarify the roles of agencies to conduct the identified activities. TIMELINE will be distributed to the related agencies and utilized in the case of emergency. At present, the standing order which defines the roles of agencies for overall DRR activities is being revised. The process and experiences to create TIMELINE together with related agencies can be utilized for the revision of the standing order. Capacity DMH Automatic tide gauge was installed at Haing Gyi Kyun and three simple tide enhancement of gauges were installed at Labutta, Pyapon and Gwa. The following capacities tide monitoring of DMH were enhanced through the project activities. and tide analysis  Installation and maintenance of the real time radio wave tide gauge and simple tide gauge  Prediction of the astronomical tide level using observed tide data by the harmonic analysis (10 constituent and 60 constituent)  Clarification of the storm surge and an astronomical tide level every day, and recognition of the storm surge at the time of a cyclone.  Understanding of the necessary actions to be taken to improve storm surge forecast and relation with the above actions Improvement of DMH and other Outcomes from this activity are improvement of warning message, proposal Early Warning related agencies for its further improvement, and discussion on its procedure and role message allocations. As is described above, cyclone warnings issued in 2015 and 2016 have been improved to some extent. Although it has to be improved more, it can be said that DMH understands the necessity of its improvement and necessary actions for it, since the officer of DMH HQs could present the above activities at the final seminar held on January 2017. Improvement of Nay Pyi Taw and The system to disseminate the information issued by DMH HQs to residents information pilot areas was proposed and established in the pilot areas by installing the equipment. dissemination The effectiveness of the proposed system was confirmed through the system information transmission exercises. The installed equipment is operated and maintained properly by using the operation and maintenance manual prepared by this project. Responsible officers could get used to using the equipment through the information transmission exercises.

Work Items Main C/Ps Summary of Outcomes Utilization of MRTV、 Awareness for DRR of officers of MRTV and Pyinsawadi FM, especially the mass media for Pyinsawadi FM and officers who had participated in the training program in Japan, was enhanced DRR other related through the project activities. In the meeting held after the training program agencies in Japan, some ideas to improve their activities were raised such as the real time broadcasting from the affected areas by disasters, interviews with affected people, improvement of programs to be easily understood, and awareness enhancement program during normal period etc. Some of the officers presented their ideas actively in the PIC and JCC meetings and “Improvement of Disaster Broadcasting” was selected as one of the major activities in the on-going “MRTV Capacity Enhancement Project” conducted by JICA. Implementation DMH and pilot The result of the storm surge simulation will be utilized in the following HRD of Storm Surge areas Activity and CBDRM activity. In addition to these activities, explanation Simulation meetings were held for DMH officers in March 2015. It has been understood very well by the DMH officers that the scientific based risk assessment is very effective for the education of people, and the effects of the normal tidal changes to the inundation by the storm surge are very big. Therefore, the understanding of the importance of tide monitoring has been increased Implementation RRD, DMH and Survey report on 2015 floods was prepared consisting of of Flood Survey related agencies “Hydro-Meteorological Survey” and the “Interview Survey”. The importance 2015 to prepare and accumulate the disaster reports after the disasters, and to utilize the reports to the next disasters was understood by the participants very well through the workshop participated by related agencies. Source: JICA Expert Team

2.3.2 Governance and Institutional Arrangement

(1) Clarification of Role Allocation

1) Background and Objective

The roles and responsibilities of related agencies on DRR in Myanmar are set forth in the Standing Order at national and state/region levels as well as set forth in Disaster Management Plans at district and township levels. These existing guidelines and plans were studied in the first year of the project and the pilot activities were conducted based on these roles and responsibilities.

On the other hand, it was found through the project activities that these guidelines, however, showed only the list of the roles of the organizations in the preparedness stage as a whole and did not offer much information on the required disaster management activities in a further detailed time series nor the allocation of the roles of each disaster management organization therein. In order to enhance the organizational capacities, it was necessary to show the allocation of roles clearly for every organization involved in disaster management, in terms of “who does what and when”, and thereby make disaster management activities “visible” to all the players involved.

The objective of this work was to improve the early warning system and enhance organizational capacities for disaster management by way of clarifying and making “visible” the allocation of roles among disaster management organizations in the preparedness and emergency response stages in the event of cyclone impacts.

2) Contents of Work

The disaster management activities which require close coordination among disaster management organizations both at national and local (state/region as well as district and township) levels are subdivided into concrete actions to take in the event of a cyclone impact, and the TIMELINE is prepared so that it will show the differentiation of responsible and supporting organizations for those actions in a time series both in the preparedness and emergency response stages.

Workshops on TIMELINE were conducted twice in Nay Pyi Taw and once in Pathein. Although the workshops were planned to be conducted by only three main agencies such as RRD, DMH and GAD, TIMELINE was finalized in November 2016 by involving the various agencies, since such a request was made at the meeting with the above three agencies in July.

Table 2.3.3 Workshops on TIMELINE

Date and Time Venue Participants Contents 2016/7/5 EOC, RRD Nay Pyi 9 officers from RRD, DMH, Introduction of TIMELINE and 10:00 – 15:00 Taw GAD discussion based on the draft. 2016/7/13 RRD Pathein Office 6 officers from RRD,DMH, Introduction of TIMELINE and 9:30 – 14:00 GAD including two officers discussion based on the draft targeting from township level officers in Ayeyarwaddy Region. 2016/11/18 EOC, RRD Nay Pyi 37 officers from 25 related Introduction of TIMELINE to various 10:00 – 15:00 Taw agencies agencies and discussion for finalizing TIMELINE Source: JICA Expert Team

3) Outcomes

TIMELINE was expressed by two sheets of A0 size paper. (A3 sized TIMELINE is shown in the annex.) One paper shows the flow chart of information and activities. The other paper shows the chart to clarify the roles of agencies to conduct the identified activities. TIMELINE will be distributed to the HQs and local offices in the Ayeyarwaddy Region and Rakhine State, the pilot districts and townships of RRD, DMH and GAD and utilized in the case of an emergency.

At present, the standing order which defines the roles of the agencies for overall DRR activities is being revised. The process and experiences to create TIMELINE together with related agencies can be utilized for the revision of the standing order.

2.3.3 Monitoring and Warning Service

(1) Capacity Enhancement of Tide Monitoring and Analysis

1) Background and Objective

The high tide forecast by DMH contains only the storm surge and the estimated time of landing of the cyclone; and the relationships between DMH’s high tide forecast and increasing water level in each region are unclear. Thus, DMH’s high tide forecast is not satisfied with making a decision on the starting time of the evacuation. The water level in each region can be estimated by adding the

22 astronomical tide level and the storm surge of each point. Inundated areas can be re-estimated precisely using the observed real time water level. However, DMH had not predicted the astronomical tide level and not conducted the observation of the tide level in the coastal area. Therefore, the real time radio wave tide gauge in Haing Gyi Kyun, and the simple tide gauges in Gwa, Labutta, and Pyapon were installed and the technical training of how to use the tide data was conducted. (Range of the technical training is marked in the figure below with red dotted line.) The simple tide gauges were installed to achieve the above target as a more economical alternative of a real time tide gauge.

Range of the Technical Training in this project

Collection of the analyzed data (Haing Gyi Kyun, Labutta, Phapon, Information of the Cyclone and Gwa)

Harmonic Analysis Analysis on the high tide

Prediction of the astronomical tide level Prediction of the storm surge

Observation on the water level (as required) Estimation of the water level

Real time observation on the water level Comparison (real time) In case analyzed water level is different, re-analysis is required

Dangerous water level

Comparison

Prediction of inundation in each region (Depth, Location, Time)

Evacuation

Source: JICA Expert Team Figure 2.3.1 Range of Technical Training in the project

DMH officers would obtain the following abilities through the training. a) Maintain the installed real time radio wave tide gauge and simple tide gauge appropriately b) Select location and equipment of newly installing tide gauge, and be able to install the equipment appropriately c) Predict the astronomical tide level using observed tide data by the harmonic analysis (10 constituent and 60 constituent) d) Clarify the storm surge and an astronomical tide level every day, and recognizes the storm surge at the time of a cyclone.

e) Understand the necessary actions to be taken to improve high tide forecast and how the above actions will be utilized.

2) Installation and Maintenance of Automatic Tide Gauge

a) Objective

Tide monitoring in the Ayeyarwaddy Region was conducted only by the manual reading of a water level gauge three times a day in Pathein by DMH at the beginning of this project. Pathein is located 120 kilometers from the coast and the water level at Pathein is affected by the river flow although it is regarded as a tidal area. Myanmar Port Authority (MPA) also observes the water level at Yangon, but the water level at Yangon is also affected by the river flow. The actual condition of tidal change in the Ayeyarwaddy Region was unclear because the closest station for tide monitoring which is not affected by the river flow is located in Sittwe, Rakhine State.

In this project, automated tide monitoring facilities with a telemeter system was installed in the Ayeyarwaddy Region for the following purposes:

 To understand the actual condition of tidal change in the Ayeyarwaddy Region. (Creation of tide table)  To utilize the monitored data for the issue and cancellation of storm surge and tsunami warnings by real-time monitoring.  To transfer the technology of tide monitoring for the selection of a suitable location for installation and the tide monitoring and data analysis.

b) Selection of Place for Installation

In order to select the place for installation, five candidate locations (Pathein, Labutta, Pyinsalu, Kone Gyi and Haing Gyi Kyun) were selected based on the criteria such as distance from the coast, size of the town, and accessibility etc., and the JICA Expert Team conducted site surveys. Haing Gyi Kyun was selected from the points such that the place would not be affected by the river flow, and the water depth could be secured.

As for the concrete location, three candidate sites (two jetties and one pier) were selected in Haing Gyi Kyun from the following points of view.

 Water depth: Select the site which does not dry up during lower low water  Wind: Avoid the site where the strong winds blow or strong winds blow toward offshore  Base: Select a firm base (concrete) and avoid sand beaches  Wave: Avoid the site where the waves are high  River Mouth: Avoid the site which is affected by river flow

From the points of security and accessibility, the pier was selected for installation.

c) Selection of Monitoring Equipment

The sensors for tide monitoring are classified into two types; the contact type and non-contact type. The contact type sensor is installed in the water or on the water surface, and observes the change of water surface or water pressure. The non-contact type sensor observes the water level indirectly by the radio wave etc. The following points should be considered for the installation.

 To select a method, which is not affected by sedimentation over a long time, which means that the main composition of the seabed should be sand.  To select a method that is not affected by high temperature or strong wind, because the site is located at a low altitude and in a coastal area.  To set up the measuring range (5m to 10 m) in order to observe the water level continuously during the storm surge.

The radio wave type was selected for the tide monitoring in this project based on the above considerations. d) Selection of Communication Line

The available communication line in this area is only satellite communication or mobile phone network (CDMA450). Satellite communication is provided by a private company (IP-STAR etc.) and a public institution (Meteorological Satellite such as MTSAT). From the point of reliability and cost, the DCP line by MTSAT is selected as the communication line for the tide monitoring. In order to use the DCP line of MTSAT, permission from JMA and the construction of DCP were necessary. The JICA Expert Team held a meeting with JMA to explain the objectives to use DCP and the necessary transmission capacity etc. on September 13, 2013 and got the permission. e) Overview of the System

A radar water level gauge, using solar panels as an energy source, was installed at the pier section (P4: north side) of Haing Gyi Kyun Bridge in October 2014, which was located at the river mouth of the Pathein River roughly 160 km south of Pathein in the Ayeyarwaddy Region. A lightning rod was also installed to avoid lightning damage. The coordinates of this tide gauge are 15° 59' 27.23" N lat, 94° 16' 29.52" E long.

Source: JICA Expert Team Figure 2.3.2 Location of Tide Gauge

The overview of the system is shown as follows.

The tide gauge sends mean tide levels occurring over a 60 second period, which are measured in one second intervals, to the Japan Meteorological Agency via Japanese meteorological satellite 'Himawari', which in turn sends the data to DMH headquarters via a global telecommunications system (GTS).

Tide Gauge Data Logger

Source: JICA Expert Team Photo 2.3.1 Overview of Tide Gauge Station f) Operation and Maintenance of Automatic Tide Gauge

The automatic tide gauge was installed in October 2014, and the monitored tide data was transmitted to DMH through MTSAT and GTS. However, since some noise was generated on the observed data, the JICA Expert Team adjusted the reflex response on February 26, 2015. Yet, a small amount of noise was still being generated. Since noise might be caused by the diffused reflection from the bridge column, the arm length of the sensor armor was extended another 1.0

m away from the bridge column, and some measures were also taken to prevent water penetration into the pipe. The DCP antenna and data logger were also renewed in November 2016, and currently, the observed data is being transmitted without any problems.

As for the operation and maintenance of the automatic tide gauge station, an operation and maintenance manual was developed, which compiled the periodical actions to be taken for maintenance, and on the job training was conducted for the officers of DMH at Haing Gyi Kyun. In addition, when some problems occurred to the tide gauge station, the JICA Expert Team requested DMH to dispatch some officers from DMH HQs and DMH Pathein office to carry out the trouble shooting activities which were conducted by the JICA Expert Team.

3) Installation, Operation and Maintenance of Simple Tide Gauge

a) Objective

Although the automatic tide gauge was installed in Haing Gyi Kyun in October 2014, more tide gauges are necessary in order to locally forecast the storm surge in the future. To install the automatic tide gauge is desirable, however it is expensive. The JICA Expert Team proposed and installed the simple tide gauges as the alternate way to achieve the objective.

b) Overview of the System

Three simple tide gauges were installed at Pyapon, Labutta and Gwa in January 2016. Their locations were selected from the points such as existence of DMH office, accessibility from the office, and locations to be installed/monitored easily such as jetty etc.

Gwa

Pyapon Labutta

Source: JICA Expert Team Figure 2.3.3 Location of Simple Tide Gauges

c) Operation and Maintenance of Simple Tide Gauge

Twenty-four hours monitoring was conducted during the fifteen days just after the installation. At present, officers of DMH are monitoring the tide data three times a day and report the results to DMH HQs. An operation and maintenance manual was developed and utilized for training on the operation and maintenance of simple tide gauge.

4) Astronomical Tide Prediction and Data Management

a) Objective

Since the observation of tide level is not conducted regularly by DMH as their designated service, the knowledge and the technology regarding the tide gauge, tidal changes, harmonic analysis, tide level forecasting, etc. have not been accumulated in DMH. Therefore, it was decided that the training should focus on the basic knowledge regarding tides, storm surges and tsunamis, and to how to monitor tide data and identify any anomaly and its cause. In this Project, training on the software was introduced and provided on how to carry out harmonic analysis and tide estimation based on the observed data.

b) Contents of Activities

Training sessions for the astronomical tide prediction and data management were conducted from the second year to the fourth year of the Project as follows.

Table 2.3.4 Training on Astronomical Tide and Data Management

Year Location Contents 2nd Year Nay Pyi Taw,  Rough estimation of tide table for the area without any monitored data by utilizing and Yangon existing tide table.  Confirmation of accuracy of estimated tide table through monitoring tide level for a few days by utilizing the staff gauge.  Basic lecture on tide analysis, and training on how to calculate the tide table from the monitored tide data. 3rd Year Yangon,  Definition of wave height and time period by zero-up-cross method Kyauk Phyu,  Identification of waves, storm surges and tsunamis based on the characteristics of and Nay Pyi their heights and time periods Taw  Monitoring of tide data and identification of the storm surge anomaly in Cyclone Mahasen  Introduction and training regarding software for harmonic analysis and tide estimation based on the observed data  Response activity to cyclones (coordination among officers responsible for monitoring service and warning service) 4th Year Nay Pyi Taw,  Training for harmonic analysis (10 constituent) from the short term monitored and Yangon data (15 days)  Training to calculate the hourly astronomical tide for a year by SP line method based on the tide table issued by Navy, and calculation of 60 constituent. (Tamila Kyun, Sittwe, Yangon, Gwa)  Harmonic analysis of data monitored at Haing Gyi Kyun Source: JICA Expert Team

It was confirmed through the fourth year activity that the officers of DMH who participated in the training program have been able to conduct the harmonic analysis and tide prediction by themselves.

5) Outcomes

An automatic tide gauge was installed at Haing Gyi Kyun and three simple tide gauges were installed at Labutta, Pyapon and Gwa. The following capacities of DMH were enhanced through the project activities.

 Installation and maintenance of the real time radio wave tide gauge and simple tide gauge  Prediction of the astronomical tide level using observed tide data by the harmonic analysis (10 constituent and 60 constituent)  Clarification of the storm surge and an astronomical tide level every day, and recognition of the storm surge at the time of a cyclone.  Understanding of the necessary actions to be taken to improve storm surge forecast and in relation to the above actions

At present, the tide gauges are operated and tide level deviation is confirmed every day. Since the officer of DMH was able to explain the above activities properly at the final seminar held on January 2017, it can be said that the planned capacity enhancement was successfully implemented.

(2) Improvement of Warning Messages

1) Background and Objective

Since the current contents of warning messages issued by DMH does not specifically mention when and where to give a warning and its danger level, the information is not always useful for the recipients. Improvement of the contents of cyclone warning was discussed with the officers of DMH HQs in this Project. The procedure to improve the warning message continuously and the system in which RRD, DMH and GAD will cooperate each other were also discussed.

2) Improvement of Warning Message

The Project investigated ideas for improving the warning messages for cyclones, heavy rain, strong wind, storm surges and tsunamis with officers in DMH HQs. The following items were proposed to be added in the cyclone warning message:

 Information Number: It is necessary to clarify the number of issued warnings to ensure the information dissemination.  Position of cyclone: Coordinates of center, past track and predicted route of center of cyclone and strong wind area are described.  Landfall point: Predicted location and estimated time of landfall are described.  Strong wind area: Areas where the strong wind is more than the threshold value are described. (District wise is expected.)

 High storm surge area: Areas where the deviation from the astronomical tide is more than threshold value are described.

Most of these proposals have been accepted and reflected to the present warning message. However, the illustration of cyclone position and description of risk areas by district wise have not been reflected yet.

Source: JICA Expert Team Figure 2.3.4 Result of Improvement of Cyclone Warning

3) Proposal for Improvement of Warning Message

a) Objective

As is shown in the above sample message, for example, only the maximum deviation is shown for the storm surge warning, and such deviation does not specifically mention when and where to give a warning and its danger level. In order to issue the effective storm surge warning, it is necessary to conduct several activities such as astronomical tide prediction, real time tide monitoring, accurate storm surge forecasting, comparison with danger level, and decision of risk areas. DMH can conduct up to the storm surge forecasting by itself, however, the definition of danger tide level and decision of risk areas, etc. have to be conducted in cooperation with GAD and RRD. The role allocation of these three agencies for the improvement of warning message was proposed in the figure below by referring to the Japanese example. DMH commented that

DMH understood the relations and importance of the figure, however DMH cannot realize the proposal due to the lack of technical capacity.

• Role of DHM ⇒ Clarification of alert level • Role of GAD ⇒ Clarification of actions to be taken • Role of RRD ⇒ Clarification of actions to be taken It is necessary for DMH and RRD to define the alert level by which GAD can judge whether to issue evacuation information. Cabinet office (RRD) JMA Local government (DMH) (GAD) Weather Alert level Actions to be taken by resident Information • Emergency warning • Evacuation order • Wind speed, Tide • Warning • Evacuation advisory level, etc. • Advisory • Evacuation preparation • Alert area information • Alert period

Source: JICA Expert Team Figure 2.3.5 Role Allocation of Three Agencies

The threshold value of weather information or alert level to judge the actions to be taken such as evacuation is not defined in Myanmar at present. The cyclone color code, which is well-known in Myanmar and shows the imminence of a cyclone by the five colors, is utilized for the decision of evacuation activity. Table 2.3.5 Color Code of Myanmar

Color Code Situation Yellow Stage The formation of a tropical storm in the Bay of Bengal and the Andaman Sea. Orange Stage When a tropical storm has formed in the Bay of Bengal and the Andaman Sea and begins moving toward the Myanmar coast. Red Stage When a storm moving towards Myanmar coast is expected to make landfall in 12 hours Brown Stage When a storm makes landfall on the Myanmar coast Green Stage When a storm has weakened and the storm hazard has passed Source: JICA Expert Team based on the information from DMH

The disadvantage of the cyclone color code system is that the color code is given to the cyclone by the location and behavior of the cyclone, and it does not show the risks in relevant areas to be caused by the cyclone. If the cyclone is forecast to landfall around Sittwe in Rakhine State within twelve hours, the cyclone color code is “Red” and this information will be widely disseminated all over the country. When people in the Ayeyarwaddy Region, who do not know or do not understand the detailed information receive such “Red” information, they will take the evacuation action, even though this cyclone will not cause significant damage to the Ayeyarwaddy Region.

The JICA Expert Team repeatedly explained the disadvantage of the cyclone color code system, and emphasized the necessity to define the threshold value for each area and to show the alert level by introducing the cases in Japan and the Philippines.

b) Procedure for Improvement of Warning Message

The flowchart shown below shows the process (draft) to improve the warning message.

Source: JICA Expert Team Figure 2.3.6 Procedure for Warning Improvement (draft)

It is necessary to show the information in the warning message by which the recipients can judge the actions to be taken properly. For example, if the people suffered damages because of the lack of information, the related agencies have to discuss the issues and necessity of improvement of the warning messages. DMH considers improving the contents of the message based on this discussion. In this Project, the meeting to review the contents and dissemination condition of warning messages on cyclone ROANU was conducted in cooperation with RRD, DMH, GAD and other donor agencies. It will be possible to deliver the expectations for the warning message and requests for its improvement to DMH through this kind of meetings.

4) Outcome

The outcomes from this activity are the improvement of the warning message, proposal for its further improvement, and discussion on its procedure and role allocations. As is described above, cyclone warnings issued in 2015 and 2016 have been improved to some extent. Although it has to be improved more, it can be said that DMH understands the necessity of its improvement and necessary actions for it, since the officer of DMH HQs could present the above activities at the final seminar held in January 2017.

2.3.4 Dissemination and Communication

(1) Improvement of Information Dissemination System

1) Background and Objective

a) Information Dissemination Routes and Methods

Based on the results of survey conducted in the first year of the project, the information dissemination routes and methods from DMH to the people are summarized as follows.

Tel/Fax/Mobile Tel/Fax/Mobile/ President Office DMH Messenger Line Ministries / Departments Ministry of Defense Media Tel/Fax GAD National RRD Tel/Fax/Mobile /Mobile Tel/Fax/Mobile /SSB Chief Minister Regional Office Tel/Fax Tel/Fax/Mobile /Mobile /SSB District Tel/Fax/Mobile Township TV/Radio Tel/Mobile/Messenger Village Tract Mobile/Messenger Village Mobile/Messenger/Speaker Residents

Source: JICA Expert Team Figure 2.3.7 Information Dissemination Routes and Methods

b) Challenges on Information Dissemination

Challenges on information dissemination in Myanmar are summarized below based on the actual dissemination condition of the warning message regarding cyclone MAHASEN generated in May 2013, and the present communication conditions in Myanmar.

 It takes time to send and receive a fax, and faxes are sometimes not properly sent or received.  The confirmation of the receipt of a fax from sender is not often conducted.  Memos should be taken during the telephone conversation of warning messages. However, memos are not kept (or memo is not made).  The system relies on the landline telephone and mobile telephone. In this situation, communication may not be conducted due to the congestion and the condition of radio waves.  Created video tape is delivered to MRTV from DMH. During the delivery, weather news is sometimes updated, so that information dissemination is not conducted timely.

c) Policy for Improvement of Information Dissemination

Information dissemination routes and methods were proposed based on the following policy.

 Information dissemination system for the government organizations are strengthened → vertical information dissemination by each department and horizontal information sharing at each local level will be strengthened.  Main communication line is the dissemination of written message by fax or telephone memo. (Operational issue can be solved through the training programs)  Backup line or redundancy is secured in case there is trouble with the telephone and/or fax.  The system can be expanded to other areas by the Myanmar government from the points of technology and budget.  Tsunami warning has to be disseminated to the resident people more promptly than a cyclone or storm surge warning. It is necessary to consider the means of dissemination of a tsunami warning with putting an emphasis on promptness.

2) Strengthening of the information dissemination system at government level

Based on the above policy, the information dissemination system was improved by installing the following communication equipment for related agencies at pilot areas in Nay Pyi Taw, Ayeyarwaddy Region and Rakhine State

a) Strengthening of information dissemination at each department

The dedicated networks to enhance the vertical information dissemination system for each department were established.

 SSB Radios (RRD: Nay Pyi Taw office, Regional/State offices, District offices, GAD: Nay Pyi Taw office, Regional/State offices, District offices, Township offices, Village Tracts)  C Band Satellite System (RRD: Nay Pyi Taw office, Regional/State offices)

b) Strengthening of information sharing at central level

The network to enhance the horizontal communication system at the central level was established.

 IP telephone system by utilizing the existing optical fiber network at central level (RRD, DMH, GAD)

Source: JICA Expert Team Photo 2.3.2 SSB Radio

Source: JICA Expert Team Photo 2.3.3 Satellite Communication (left) and IP Telephone System (right) c) Specification of Equipment

SSB Radio

The Project has selected a relevant model that generates output signals to sufficiently cover the distance between these agencies, while also providing reasonable usability for staff who handle it. In addition, staff should be able to carry out maintenance work on antennas for radio transmission and reception. A half-wave dipole antenna will be then suitable for outside installation. The main antenna elements are two small, 20 meter high guyed-masts formed with 22-meter antenna wire (equivalent to half wave length at 7MHz). Where a commercial power supply is available, a power source has been stabilized against voltage fluctuations with an AC-DC converter. With no AC power supply, independent solar power systems and a diesel power generation system have been selected for villages smaller than village tracts where an AC power supply is unavailable.

The installed SSB radio system in this Project would apply a new frequency for disaster communication only. At the beginning of the 2nd year, in March 2014, RRD applied to MPT for a new frequency for disaster management purposes, and MPT finally approved this new frequency in October 2015. The following shows the new frequency given by MPT.

Table 2.3.6 List of Frequencies (disaster management communication only)

CH Number Frequency CH1 4,750kHz CH2 6,305kHz CH3 8,752kHz CH4 9,205kHz Source: JICA Expert Team

One of the characteristics of high-frequency communication is that the accessible frequency changes because the state of the ionosphere changes depending on whether it is day or night. Frequencies above 7 MHz can be used during the daytime, while those below 7 MHz can be used during the night. The testing conducted under the Project demonstrated and verified this at the sites.

C-band satellite communication equipment

In Myanmar, IPSTAR provides satellite communication services throughout the country. In addition to related services, its agencies work on the installation and adjustment of equipment. Most of the transceivers are leased by IPSTAR at the time of installation, included in the initial costs.

IP communication over an optical fiber network

In recent years in Nay Pyi Taw, MPT has been rapidly developing an infrastructure for optical transmission networks. Communication networks using a general application (Skype) are composed of PCs set up with LAN at the offices via a wireless router and a switching hub (L2).

3) Information Dissemination Equipment for Residents

Based on the above policy, an information dissemination system was improved by installing the following equipment to pilot villages in the Ayeyarwaddy Region and Rakhine State. The system to disseminate the information from DMH to residents through media such as MRTV and Pyinsawadi FM was also improved.

a) Improvement of information provision to villages

Fixed type telephones with reinforced antennas were installed in pilot villages in order to strengthen the capacity to disseminate information from village tracts to villages.

 Fixed type telephone with reinforced antennas (CDMA for three villages in the Ayeyarwaddy Region and GSM for four villages in Rakhine State)

b) Improvement of information provision to residents

Speakers were installed in pilot villages in order to disseminate the information from village leaders to residents.

 Loudspeakers and Handy speakers (seven villages in the Ayeyarwaddy Region and Rakhine State)

Source: JICA Expert Team Photo 2.3.4 Communication Equipment for Villages c) Improvement of information provision through the media

The system to transfer the weather forecast program from DMH to MRTV was established.

 Dedicated line by optical fiber cable

Optical Fiber

Source: JICA Expert Team Photo 2.3.5 Connection between DMH (left) and MRTV (right) d) Specification of Equipment

Fixed Type Telephone with Reinforced Antenna

This system is intended to deliver weather alerts and evacuation information to villages through village tracts. Given that the population of the target area is small and dispersed geographically, installation of extensive electric communication networks is inefficient in practical terms, possibly taking considerable time to complete the work. Instead, the Project will utilize an existing mobile phone network provided by MPT, CDMA in the Ayeyarwaddy Region and GSM in Rakhine State. While the JICA Expert Team tested to ensure the actual signal strength in the pilot villages, a fixed-line telephone terminal with an external antenna has been selected to boost potentially weak signals and make communication more reliable.

Loudspeakers and Handy Speakers

Loudspeakers and handy speakers are terminal devices to inform village residents of an alert and evacuation notice issued from DMH, guiding them to shelters as necessary. Considering the size and population distribution of the pilot villages, external loudspeakers have been installed at two points in each pilot village to announce alert messages. In distant areas where sound does not reach sufficiently, volunteer residents directly call out the warning with handy speakers. The external loudspeakers need to be attached to poles above roof height, preferably at the residences of a village chief and his counterpart. The two speakers should maintain a reasonable distance between them to cover across a wider area.

In the target village tracts and the pilot villages in the Ayeyarwaddy Region, solar power systems are set up, since the power supply is unavailable in these areas. In Rakhine State, a diesel power generation system was also installed due to insufficient sunshine during the rainy season.

Optical Fiber Cable Network between DMH and MRTV

The video file of the weather forecast used to be delivered from DMH to MRTV by motorbike. Updates of the information sometimes occurred during such delivery. Thus, timely communication was yet to be established. Therefore, the optical fiber network which enables users to send the video of the weather forecast to MRTV has been developed in the fourth year of this project. This system could shorten the necessary time for transmitting the file from several hours to one second. The figure of the network among related agencies and the equipment provided are as shown in the figure below.

Source: JICA Expert Team Figure 2.3.8 Network between DMH and MRTV

Consultation with DMH, MRTV and MPT was promptly conducted after starting the fourth year of this project. Responsible agencies for the overall system, ownership of the equipment, and ownership of the optical cable which will be newly installed etc. were agreed.

4) Operation and Maintenance of Information Dissemination Equipment

a) Background and Objective

All of the above communication equipment were installed by the end of the third year of this project, and each agency and village has started their operations. As for the equipment for the village level, the operation rules of equipment were discussed and defined in the CBDRM activity. As for the equipment for government agencies, some of the installed equipment especially at Nay Pyi Taw HQs of RRD, DMH and GAD were not properly operated at the time of cyclone in May 2016. Therefore, the operation rules of equipment for use during normal time and an emergency situation were discussed and compiled as a manual in the project.

b) Contents of Activity

A meeting with RRD, DMH and GAD was held in July 2016 in order to confirm the operation condition of the communication equipment by each agency and to discuss the daily operation rules and detailed contents of information to be disseminated through SSB during an emergency situation. Based on this discussion, a draft operation and maintenance manual and checklist were developed. In November 2016, another meeting was held to confirm the operation condition and operation and maintenance manual were finalized.

5) Outcome

The system to disseminate the information issued by DMH HQs to residents was proposed and established in the pilot areas by installing the equipment. The effectiveness of the proposed system was confirmed through the information transmission exercises. The installed equipment is operated and maintained properly by using the operation and maintenance manual prepared by this project. Responsible officers could get used to using the equipment through the information transmission exercises. List of installed communication equipment is shown in the annex.

(2) Utilization of Mass Media for DRR

1) Background and Objective

Activities for “Improvement of Information Dissemination System” were conducted in order to disseminate the information issued by DMH to residents promptly and surely. Activities for “Improvement of Warning Message” were conducted in order to improve the contents of warning message to be utilized by the recipients.

In Japan, TV companies try to broadcast the information issued by the Japan Meteorological Agency to be understood easily by audiences. This project involved the mass media to the project activities from the points how to broadcast the information to be understood easily and how to enlighten the audiences even during the normal period.

2) Contents of Activity

The major broadcasting stations in the Ayeyarwaddy Region and Rakhine State are the MRTV and Pyinsawadi FM. The project invited the officers from these two companies to enhance the awareness for DRR. Table 2.3.7 Activities for Mass Media

Year Activity Contents Second Invite to HRD  The officers of mass media were invited to the working group meetings to develop the Year activity in early warning manual and HRD program in the activities for output 2 “HRD Rakhine State activities”, and their awareness for DRR was tried to be enhanced through the discussion Third Year Invite to  The expert for DRR broadcasting in Japan was invited to the annual seminar to annual seminar present “Role of Media on DRR in Japan”  The officer of mass media was invited to the annual seminar to present “Efforts by mass media for DRR in Myanmar” Third Year Invite to  Officers from the mass media were invited to the training program in Japan in training addition to the officers from RRD, DMH, GAD, and studied the role of mass media program in for DRR in Japan and efforts for DRR by a TV company. Japan  Activities for DRR to be conducted by MRTV in the near future were discussed after the training program. Whole Invite to PICs  Awareness for DRR was enhanced through inviting the officers of mass media to Years and JCC PICs and JCCs Source: JICA Expert Team

3) Outcome

Awareness for DRR for the officers of MRTV and Pyinsawadi FM, especially the officers who had participated in the training program in Japan, was enhanced through the project activities. In the meeting held after the training program in Japan, some ideas to improve their activities were raised such as the real time broadcasting from the affected areas by disasters, interviews to affected people, improvement of programs to be understood easily, and awareness enhancement program during normal period etc. Some of the officers presented their ideas actively in the PIC and JCC meetings and “Improvement of Disaster Broadcasting” was selected as one of the major activities in the on-going “MRTV Capacity Enhancement Project” conducted by JICA.

2.3.5 Risk Knowledge

(1) Implementation of Storm Surge Simulation

1) Background and Objective

People in the Ayeyarwaddy Region are highly aware of DRM and evacuation based on the experience of Cyclone Nargis. On the other hand, it was found that people in Rakhine State do not understand the risk of cyclones like the people in the Ayeyarwaddy Region. One of the reasons is that the people in Rakhine State have suffered from the cyclones more often than the people in Ayeyarwaddy Region; however, they have not experienced devastating damage like the aftermath of Cyclone Nargis. Although Cyclone Giri caused damage to Rakhine State in 2010, the damage was much smaller compared to the damage by Cyclone Nargis.

In order to improve the awareness of people in the pilot areas in Rakhine State, a storm surge simulation was implemented to make people understand what will happen in the villages if a strong cyclone like Nargis hits the villages.

2) Outline of Storm Surge Simulation

The typhoon model is used for calculating the wind, and the Myers model is used for calculating the storm surge. The 30 seconds grid data from the British Oceanographic Data Centre is used for the topographic data.

Regarding the cyclone data, the worst case scenario for the pilot villages is assumed, which is the case if Cyclone Giri maintains its center pressure of 922 hPa for two hours before its landing and the course is the same as the actual Cyclone Giri. It is found that this cyclone is stronger than Cyclone Nargis. It is assumed that the storm surge hits when the tidal phase is at mean sea level. The water level of the storm surge which hits at the time of the high tide is also estimated by using the result of the simulation.

3) Result of Storm Surge Simulation

The result of the storm surge simulation (plan view of maximum storm surge anomaly) is shown in the figure below. According to this figure, the maximum storm surge anomaly at Myebon is 4m, where the devastating damage occurred during a Cyclone, and 1.8m at Kyauk Phyu where the pilot villages exist.

Source: JICA Expert Team Figure 2.3.9 Plan View of Storm Surge Anomaly

The time series of the storm surge anomaly and the tide level at Kyauk Phyu if the storm surge hits at the time of high tide are shown in the figure below. Normally, the high tide level is about 1m above the mean sea level, however the tide level will reach about 4m above the mean sea level according to the simulation. And also, the tide level will rapidly increase within four hours.

Source: JICA Expert Team Figure 2.3.10 Tide Level Variation at Kyauk Phyu

The difference in the plan views of the storm surge anomaly is shown below for when the course of the cyclone is shifted from the original course of Cyclone Giri to 1.5 degrees (about 150km) westwards. In this case, the area around Sittwe will be affected heavily by the storm surge. If the course is shifted eastwards, the southern area of Rakhine State such as Thandwe will be heavily affected by the storm surge.

Source: JICA Expert Team Figure 2.3.11 Plan View of Storm Surge Anomaly (Left: Course of Cyclone Giri, Right: Course shifted 150km westwards)

4) Outcome

The above result of the storm surge simulation will be utilized in the following HRD Activity and CBDRM activity. In addition to these activities, explanation meetings were held for DMH officers in March 2015. It has been understood very well by the DMH officers that the scientific based risk assessment is very effective for the education of people, and the effects of the normal tidal changes

to the inundation by the storm surge are very big. Therefore, the understanding of the importance of tide monitoring has been increased.

(2) Survey on 2015 Floods

1) Background and Objective

Torrential rains and the onset of Cyclone Komen triggered severe and widespread floods and landslides from June to August 2015 across twelve out of fourteen states and regions in Myanmar. An estimated 1.6 million individuals were recorded as having been temporarily displaced from their homes by the disaster, and 132 people lost their lives.

In Japan, whenever disaster occurs, the actual damage, the disaster characteristics, the actions taken for response, the issues and recommendations, etc., are summarized as a “Disaster Report” in order to utilize the experience of disaster to better prepare and respond to future disasters. Also in Myanmar, the preparation of this kind of disaster report in cooperation with the related agencies is believed to reduce the damages caused by future disasters. In order to show an example of a disaster report, a survey on the 2015 floods was conducted in the Project. Although the disaster report should cover the above mentioned contents such as the actual damage, the disaster characteristics, the actions taken for response, issues and recommendations, etc., this survey covers only the disaster characteristics and the issues and recommendations from the point of early warning and evacuation, such as information dissemination and its promptness and certainty, which were prioritized among other analysis and were not conducted by other donors due to the constraints of time and human resources. (The details are shown in the annex.)

2) Outline of Survey

The survey consists of the “Hydro-Meteorological Survey” and the “Interview Survey”. The characteristics of disasters and their causes were studied in the “Hydro-Meteorological Survey” from the various available data and information such as rainfall amounts and water levels, weather charts and satellite images, etc. owned by DMH and JMA, and the actual damage data owned by the Ministry of Social Welfare, Relief and Resettlement (MSWRR). The interviews with government officers and residents in the affected areas (Chin State, Sagain Region, Rakhine State, Magway Region and Ayeyarwaddy Region were selected.) were also conducted in the “Interview Survey” on the actual situation of response activities, especially the communication and evacuation activity. Based on the results of these surveys, the issues and recommendations, especially for the improvement of the early warning system for flood disasters, were reported.

3) Sharing of Survey Result

This survey began early in December 2015, and the progress of the survey was presented to the counterpart members in late December. Also, a summary of the survey results was presented at JCC and the lessons learned workshop on the 2015 floods was held in February 2016.

Table 2.3.8 Sharing of Survey Result

Meeting Date Contents Progress Report 18 December 2015  RRD, DMH and MRTV participated in the meeting. Meeting  The objective of the survey was explained and the example of a disaster report in Japan was introduced by the JICA Expert Team. It was followed by the presentation on the progress of the hydro-meteorological survey on the 2015 floods. JCC 5 February 2016  The result of survey was presented.  There were some comments saying that the language and education problems in the remote areas, such as Rakhine, Chin and Sagain, had to be considered carefully. Lessons 9 February 2016  Workshop was jointly hosted by JICA, USAID, UNOCHA and WFP. Learned  The officers from most of the government agencies related to DRM, Workshop especially to the disaster response, the local level officers of RRD and GAD from affected areas, and the staff from donors and NGOs who took actions in the actual disaster response period participated in the workshop. (Total number of participants is 68.)  In the morning session, followed by a presentation on the summary of this survey, the group discussion on the Early Warning “What kind of information is expected by EOC and local government and local residents?” was held.  More issues on information dissemination to local residents were raised than the issues on the contents of information and warning message. Source: JICA Expert Team

4) Outcome

A survey report on the 2015 floods was prepared consisting of “Hydro-Meteorological Survey” and the “Interview Survey”. The importance to prepare and accumulate the disaster reports after the disasters, and to utilize the reports for the next disasters was understood by the participants very well through the workshop participated by related agencies.

2.3.6 Issues, Initiatives and Lessons Learned

(1) Improvement of TIMELINE

The importance to define the roles of agencies on DRR was recognized by the participants through the discussion on TIMELINE. On the other hand, there were some challenges that not all the related agencies participated in the workshops and this TIMELINE could only be applied to cyclone disasters.

It is urgently required that all the related agencies will be involved, TIMELINE for other disasters will be prepared, the NDMC and working committees of NDMC will be involved, information sharing routes with outside agencies such as NGOs or donor agencies will be clarified, and activities for damage assessment will be included in order to improve TIMELINE. Continuous efforts by the Myanmar side are expected for the further improvement of TIMELINE.

(2) Monitoring Tide Level and Data Analysis

The automatic tide gauge and simple tide gauges installed in this project are operated and maintained by the Myanmar side properly based on the training conducted in the project by utilizing the operation and maintenance manuals prepared by the project. On the other hand, malfunctions of the equipment, such as sensor or data logger etc., which are not produced in Myanmar or which cannot be maintained in Myanmar, have to be supported by the Japanese side. In addition, it is necessary to operate and maintain the equipment by several officers in preparation for the transfer of the responsible officers.

The capacity for the astronomical tide prediction had not been enhanced for a long time by the third year of the project, since the responsible division for this work had not been defined in DMH. But in the fourth year of the project, the capacity for the astronomical tide prediction was smoothly enhanced, because the responsible officers were nominated from the newly established “Marine and Radar Division”. It is expected that the marine and radar division will take an initiative to confirm the deviation between actual monitored data and the predicted astronomical tide data every day. However, through the project activities, only the deviation has been known at this moment. It is necessary to predict the storm surge accurately and to define the threshold tide level, and to increase the number of tide gauge stations constantly etc. in order to forecast the storm surge and to issue warning effectively.

(3) Effects by Information Transmission Equipment and System

The SSB radio system was highly evaluated by the counterpart agencies, and RRD have purchased 30 additional radio equipment units and among them, fifteen units of the radio equipment have been installed at the local offices of RRD. The Fire Service Department and Myanmar Red Cross are considering to install a SSB radio system in their organization. One of the reasons of this success can be the acquisition of frequencies only for the DRR purpose by this project. Efficient information sharing can be possible by related agencies including donor agencies by using the SSB radios with the same frequencies. On the other hand, the installation of SSB radios at the village tract level in a short period of time seems not effective at this moment, from the points of expanding nationwide and less capacity to operate and maintain the equipment, though the radio equipment was installed at the pilot village tracts in this project.

The satellite communication system is not utilized in a positive manner due to the high communication cost. IP telephone system is also not used positively. It does not seem practical for the counterpart officers to use these communication tools during the normal time when the mobile phones can be used. However, these tools are effective during the emergency period and it will be difficult to use these tools during an emergency period if they are not used during normal period. Periodical operation check should be conducted the same as with the SSB radio system.

The video files prepared by DMH HQs can be transmitted at once by installing the optical fiber network between DMH and MRTV, though it took several hours to transmit files before the project.

DMH and MRTV have already started discussions to utilize this network. DMH has decided to increase the number of times the meteorological information is provided to MRTV, from once a day to three times a day. MRTV has decided to broadcast the received information during the news programs following the forecast. Technically, the real time broadcasting from DMH can be possible by using this network, and this real time broadcasting will be discussed in the on-going technical cooperation project for MRTV “MRTV Capacity Enhancement Project” by JICA.

(4) Understanding of Importance of Disaster Record

More than six months have passed since the 2015 disaster occurred. No similar reports have been found up to know which are science-based and widely-covered. As a “Disaster Report”, the contents of this report do not include the damage analysis or the actions taken for response activity, etc. which would be prepared by RRD, and the issues are raised mainly for the early warning and evacuation system, not for the overall DRM. Therefore, this report is not sufficient as a disaster report to be utilized effectively for future disasters. The actions taken by related organizations for the response activity including donor agencies were presented in “the Lessons Learned Workshop for 2015 Floods and Landslides” held on February 9, 2016, and the findings, issues and recommendations were shared among the participants. However, in order to avoid forgetting the results of the workshop, it is highly recommended that the Myanmar side prepare a report on the actions taken by the related agencies.

The Project activities, such as the improvement of an early warning system, and the capacity enhancement of government officers and residents, have been conducted mainly for cyclone disasters along the coastal areas for the last three years. It was found that these experiences and the lessons learned from the experiences are basically applicable to flood disasters. This is because most of the reasons for the disaster damages this time were the same as the issues at coastal areas, such as an insufficient information dissemination system, lack of knowledge and experience on DRR for government officers, and lack of a response capacity by residents etc. However, it should be noted that it is not easy to forecast floods, to communicate with remote areas, or to enhance the capacity of government officers and residents on flood disasters, compared to cyclone disasters, since floods may occur anywhere in Myanmar and sometimes very locally. This kind of report can be prepared by observing the rainfall amount and water levels continuously, and by conducting a survey to report the disaster records and damage situation whenever a disaster occurs. It was explained repeatedly by the project that the damage of future disasters would be reduced by accumulating this kind of disaster report. The counterpart members understood the importance to prepare the disaster report, but the steady efforts to continue the activity would be necessary, since the accumulation of reports would be effective for reducing disaster damages.

2.4 Activities related to Output 2

(14) Identify needs of training (15) Conduct training on natural disasters and end-to-end early warning systems, including a simulation exercise, for the staff of RRD and DMH from the central government, and for the members of state/region disaster management committees. (16) Develop manuals and other information, education and communication (IEC) materials on end-to-end early warning systems at all levels (central level, local government level, district level, township level and community level) (17) Reflect lessons learned from Task (15) into the manuals and other IEC materials

Below is the list of activities corresponding above mentioned activity items.

Table 2.4.1 Chapters in this report corresponding to the activity in the TOR

Activity in the Chapter in the this report TOR (14) 2.4.2 Implementation of Human Resource Development activity (15) 2.4.2 Implementation of Human Resource Development activity 2.4.5 Implementation of information transmission exercise (16) 2.4.3 Preparation of Early Warning Manual 2.4.4 Preparation of Human Resource Development Program (17) 2.4.3 Preparation of Early Warning Manual 2.4.4 Preparation of Human Resource Development Program Source; JICA Expert Team

2.4.1 Overview of Activities and Outcomes

(1) Overview of activities

In order to establish an effective Early Warning System, it is essential to enhance the response capacity of government officers. It is necessary for the government officer related to DRM to get general knowledge on DRM, and on the roles and responsibilities of each organization and office. However, according to the results of the capacity assessment conducted in the 1st and 2nd year targeting the government officers, it was confirmed that especially local government officer do not have enough knowledge on DRM though they have real experience on actual disaster response. It’s due to the limitation of the number of RRD and DMH officers at the local level, unspecified roles and responsibilities on DRM of each organization and office, and a limitation of opportunities to participate in training. Therefore, the human resource development activity for the government officers was necessary.

In the 2nd and 3rd year, the human resource deployment activities related to early warning including some meetings, seminars, and exercises were conducted as pilot activities targeting Working Group members (ten officers in the Ayeyarwaddy Region and nine officers in Rakhine State from RRD, DMH, and GAD)

In the 3rd and 4th year, the effectiveness of the pilot activity was verified as a follow up activity through the implementation of HRD Program (refer to 2.4.4) and an information transmission

exercise (refer to 2.4.5) by the initiative of the Working Group members in the Ayeyarwaddy Region and Rakhine State.

The HRD activity which was prepared through the pilot activity and the follow up activity was integrated into the expansion plan (refer to 2.6). As one of the activities in the expansion plan, the HRD Program will be conducted for the government officers at region/state, district, and township level in the Ayeyarwaddy Region and Rakhine State, also the information transmission exercise will be conducted once a year in the Ayeyarwaddy Region and Rakhine State.

(2) Outcomes

The following outputs were prepared through the implementation of the HRD activity.

 Early Warning manual: refer to 2.4.3  IEC materials (HRD Program): refer to 2.4.4  Essential part of expansion plan: refer to 2.6

By preparing the Early Warning manual, the Working Group members received the necessary knowledge on the information transmission route and equipment for early warning, and actions to be taken at each stage before a cyclone approaches. Also, it is expected that the related organizations have the common understanding for the Early Warning System.

By preparing the HRD Program, the Working Group members received the general knowledge on DRM, Early Warning System, and lessons learned from recent huge disasters in Japan, the Philippines, and Myanmar. Also, through the implementation of the follow up activity, they came to be able to work as the lecturer of the HRD Program.

2.4.2 Implementation of Human Resource Development activity

(1) Background and Objectives

Background of HRD activity is described in 2.4.1 (1).

The objectives of the HRD activity were designed as follows:

 Establishment of early warning systems in the Ayeyarwaddy Region and Rakhine State, and prepare manuals and materials that can be understood by everybody  Preparation of an expansion plan based on the experience from the pilot activity  Improve the capacity of national and local governments regarding early warnings  Those activities will be done by on-the-job training and human development presented by a person who can implement disaster management activities

The Working Group members were nominated for the purpose to conduct activities in the pilot area in collaboration with JICA Expert Team and government officers in the pilot area, to develop human resources who proactively implement the Project, and to expand the activities of the Project after the pilot project activities. The Working Group members had been chosen from RRD, DMH,

and GAD of the pilot area in the Ayeyarwaddy Region and Rakhine State as shown in the table below. However, any related officers, especially the junior level officers, are requested and expected to participate in the activity.

Table 2.4.2 Working Group members

Organization Members in Ayeyarwaddy Region Members in Rakhine State Relief and Resettlement Ms. Win Pa Pa Kyaw Mr. Myint Soe Department (RRD) Mr. Han Lin Htut Mr. Sani Mr. Kyaw Kyaw Win San Ms. Nan Moe Nwe Ms. Htay Myat Mon Mr. Maung Maung Gyi Department of Meteorology and Mr. Tin Maoung Yi Mr. Htun Aye Kyaw Hydrology (DMH) Mr. Aung Myint Kyi Mr. Than Tun Win Mr. Than Htike Ko General Administration Ms. Myat Myat Khine Mr. Moe Naing Tun Department (GAD) Mr. Kyaw Thet Htoo Mr. Soe Lwin Mr. Soe Myat Thu Mr. Aung Naing Thu Oo Source: JICA Expert Team

In the 2nd year and 3rd year, the HRD activity was conducted in the Ayeyarwaddy Region and Rakhine State as the pilot activity.

 On the job training (OJT) of Working Group members  Implementation of Human Resources Development Seminar  Implementation of Information Transmission Exercise

In the third year and fourth year, the effectiveness of the pilot activity was verified in the Ayeyarwaddy Region and Rakhine State through the follow up activities as shown below.

 Implementation of Human Resources Development Program by the Working Group members  Implementation of Information Transmission Exercise by the initiative of the Working Group members

(2) Outcomes

The following activities were conducted in the Ayeyarwaddy Region and Rakhine State

Table 2.4.3 HRD activities in Ayeyarwaddy Region

Year Date Meeting/Seminar Participant 1st Working Group Working Group members 2014/3/18 meeting 2nd Working Group Working Group members 2014/5/6 meeting 3rd Working Group Working Group members 2014/7/22 meeting 4th Working Group Working Group members 2014/10/22 Second year meeting (Pilot activity) HRD Seminar About 50 people (Pathein) • Working Group members 2014/7/24 • RRD, DMH, GAD (Regional and District office) • DMH HQs • Other DRM agencies HRD Seminar About 50 people (Nay Pyi Taw) • Working Group members 2014/10/27 • RRD, DMH, GAD (HQs) • Other DRM agencies HRD follow up Lecturer: Working Group members 2015/4/30 meeting (Labutta Participants: 104 people (GAD Township officer, Village Tract Township) Administrator, etc.) HRD follow up Lecturer: Working Group members 2015/5/22 meeting (Bogalay Participants: 100 people (GAD Township officer, Village Tract Township) Administrator, etc.) Third year HRD follow up Lecturer: Working Group members (Follow up 2015/6/15 meeting (Nga Pu Participants: 79 people (GAD Township officer, Village Tract activity) Taw Township) Administrator, etc.) HRD follow up Lecturer: Working Group members 2015/7/15 meeting (Pathein Participants: 70 people (GAD Township officer, Village Tract Township) Administrator, etc.) HRD follow up Lecturer: Working Group members 2015/7/15 meeting (Thar Pao Participants: 200 people (GAD Township officer, Village Tract Township) Administrator, etc.) Source; JICA Expert Team

Table 2.4.4 HRD activities in Rakhine State

Year Date Meeting/Seminar Participant 1st Working Group Working Group members, DMH HQs 2015/5/21 meeting 2nd Working Group Working Group members, DMH HQs 2015/6/2 meeting 3rd Working Group Working Group members 2015/7/21 meeting 4th Working Group Working Group members, Trainers in Japan from GAD Kyauk 2015/10/16 meeting Phyu District and Township Third year HRD Seminar About 40 people (Pilot activity) (Sittwe) • Working Group members 2015/7/23 • RRD, DMH, GAD (State office) • DMH HQs • Other DRM agencies (MRTV, etc.) HRD Seminar About 50 people (Kyauk Phyu) • Working Group members • RRD, DMH, GAD (District and Township office) 2015/10/20 • Kyauk Phyu District and Township Disaster Management Committee • Other DRM agencies HRD follow up Lecturer: Working Group members 2016/9/22 meeting (Myebon Participants: 50 people (GAD Township officer, Township Township) Disaster Management Committee members, etc.) HRD follow up Lecturer: Working Group members 2016/10/6 meeting (Pauk Taw Participants: 56 people (GAD Township officer, Township Fourth year Township) Disaster Management Committee members, etc.) (Follow up activity) HRD follow up Lecturer: Working Group members 2016/11/6 meeting (Thandwe Participants: 53 people (GAD Township officer, Township Township) Disaster Management Committee members, etc.) HRD follow up Lecturer: Working Group members 2016/11/25 meeting (Ann Participants: 70 people (GAD Township officer, Township Township) Disaster Management Committee members, etc.) Source: JICA Expert Team

The contents of the activities in each meeting and seminar conducted by the Working Group members are shown below.

 Main challenges for early warning (Roles and responsibilities, warning contents, information transfer, CBDRM activities etc.) were discussed and an early warning system manual was developed. Consultation with the national level of RRD and DMH was conducted as needed.

 Installation of equipment in the pilot area, training for the use of the equipment, operation of early warning systems etc., were conducted.

 Proactively participated in the activities such as the preparation for human resource development seminars, development of materials, and presentations in the seminars.

 Experience learned from training in Japan was shared by the trainees.

 Expansion plan for activity after the completion of the Project was considered.

The details of the information transmission exercise conducted in the pilot activity and follow up activity are described in 2.4.5.

(3) Outcomes

The outcomes of HRD activity are described in 2.4.1 (2).

2.4.3 Early Warning manual

(1) Background and objectives

The purpose of the Early warning manual is to clarify the roles and responsibilities of each level from the central government to local governments of RRD, DMH, and GAD, and to contribute in the establishment of the effective Early Warning System. Also, it is expected that the above related organizations have the common understanding for the Early Warning System.

This manual basically conforms with the “Standing Order on Natural Disaster Management in Myanmar”, since the roles and responsibilities on DRM of each Ministry are stipulated in the Standing Order. In addition, this manual focuses on the detailed action by RRD, DMH, and GAD in the Early Warning stage.

Also, this manual is unified from the union level to the township level except for the action list of each organization and office since it is important for all organizations and levels to have a common understanding to take early warning actions. As for the community level, CBDRM manual prepared in Output 3 is utilized.

(2) Contents of Early Warning manual

This Early Warning manual is expected to be utilized by related organizations involved in early warning, RRD, DMH, and GAD in the Ayeyarwaddy Region and Rakhine State. The target disasters are cyclones and storm surges.

The contents and appendix materials of this manual are shown in the figure below. (The details are shown in the annex.)

Appendix materials  Contact list  Installation location list Contents  Operation manual for SSB radio wave 1. Purpose of Early warning manual  Operation manual for PC(Skype) 2. Information transmission route and equipment  Operation manual for IP-STAR 2.1 Information transmission route  Maintenance manual for SSB radio wave 2.2 Contact list  Daily check list for SSB radio wave 2.3 Manual of equipment  Weekly check list for PC(Skype) 3. Actions to be done by each organization  Weekly check list for IP-STAR 3.1 Decision and implementation of actions  Action check list 3.2 Consideration of actions to be taken  Designation of Flag Signals Indicating Storm 4. Send / Receive Format of EW information Hazards for Display in Wards/Villages 4.1 Warning message from DMH  Send/Receive Format of EW information 4.2 Instruction of action  Beaufort wind scale 4.3 Local situation  Rainfall scale Source: JICA Expert Team Figure 2.4.1 Contents and appendix materials of Early Warning manual

Chapter 1 is the purpose of this manual, and Chapter 2 is the information transmission route and equipment. Chapter 2 describes the target organizations and the route from which the Early Warning information is received or disseminated by each organization. Also, the contact list of each office, and the operation and maintenance manual for several equipment installed in the Project were included as the appendix materials.

Chapter 3 is the actions to be done by each organization. The Standard Operating Procedure (SOP) for the detailed actions of each office which was prepared through the implementation of an information transmission exercise was included as the appendix materials.

Each office has to decide and take suitable actions based on the warning message issued by DMH. In this manual, the detailed actions to be done by each organization and office were described corresponding to the yellow, orange, and red cyclone color code since most of the actions are decided based on the cyclone color code as the present situation in Myanmar. However, the actions are not always decided by the color code, it shall follow the detailed contents of DMH warning message except for the color code, the instruction of higher organizations, and local situation. Therefore, the items to be considered except for the color code were described in this manual. For example, it is necessary for each office to consider issuing an evacuation instruction to residents without waiting for the red color code stage through proactive collection of the necessary information.

Chapter 4 is the Send / Receive Format of the early warning information. The early warning information shall be recorded in this format as shown in the figure below.

Source: JICA Expert Team Figure 2.4.2 Send / Receive Format of EW information

It is expected that this format contributes not only to suitable information dissemination but also the improvement of an early warning system by analyzing the record in this format.

It is expected that this manual will be revised based on the actual situation through discussion and review among the related organizations after the event of each disaster. For example, another information transmission tool such as Social Network Service (SNS) like Facebook and Short Message Service (SMS) of mobile phones can be adapted to this manual based on the present situation and intention in Myanmar.

2.4.4 Preparation of Human Resource Development Program

(1) Objectives

The Human Resource Development Program was prepared as a teaching material to enhance the capacity of government officers involved in DRM and Early Warning.

Also, this program is unified from the union level to the township level except for the action list of each organization and office since it is important for the all organizations and levels to have a common understanding to take early warning actions. As for community level, the CBDRM manual prepared in Output 3 is utilized.

(2) Contents of HRD Program

The HRD Program consists of four kinds of presentations and five kinds of IEC materials, taking three hours. The detailed contents are shown in the table below. (The details are shown in the annex.) Table 2.4.5 Contents of HRD Program

Time Contents of Program 15 min Introduction of HRD Program 15 min IEC Material-1: Cyclone Nargis 20 min Program 1: General overview of Disaster Risk Reduction 15 min IEC Material-2: Interviews with Victims 20 min Program 2: General overview of Early Warning System 15 min IEC Material-3: Typhoon Yolanda 10 min (Coffee break) 15 min IEC Material-4: Great Indian Ocean Tsunami 20 min Program 3: Lessons Learned from Recent Disasters 15 min IEC Material-5: Great East Japan Earthquake Program 4: Simulation for Inundation due to Storm Surge, and 20 min Tsunami simulation Source: JICA Expert Team

The IEC Material-1 includes the experience of one of GAD officer who responded to Cyclone Nargis in Ayeyarwaddy Region in 2008. Also, the IEC Material-2 includes an interview with victims of Cyclone Nargis. The IEC Material-3, 4, and 5 are videos to learn about Typhoon Yolanda in Philippine, the Great Indian Ocean Tsunami, and the Great East Japan Earthquake.

Program 1 and 2 are presentations to learn about general overview of Disaster Risk Reduction and Early Warning System. Program 3 is a presentation to introduce some lessons learned from recent huge disasters in Japan and the Philippines by classifying the experience into four key elements, Risk Knowledge, Monitoring & Warning Service, Dissemination & Communication, and Response Capability. Program 4 is a presentation to learn about the mechanism of storm surges and tsunamis by showing the results of the simulation mentioned in 2.3.5.

The HRD Program was conducted by the Working Group members as shown in the photos below.

The HRD Program was conducted by the Working Group members through implementation of the HRD seminar and the follow up activities in order to verify the effectiveness of the HRD Program,. The results of the questionnaire given to the participants are shown in the table below.

56 Answer 1: Poor or No⇔4: Good or Yes 25 22

20 18 18 17 17 16 16 15 15 15 12 12 12 11 10 10 9 9 8 8 8 8 8 8 8 7 7 7 6 6 5 5 4 4 4 4 4 3 3 3 2 2 2 Pre-Evaluation Post-Evaluation 0 Answer 2 = Answer 3 = Answer 4 = Answer 1 = Answer 2 = Answer 3 = Answer 4 = Answer 1 = Answer 3 = Answer 4 = Answer 1 = Answer 2 = Answer 3 = Answer 4 = Answer 1 = Answer 2 = Answer 3 = Answer 4 = Answer 1 = Answer 2 = I have enough I can explain the I can explain the I can explain the four I can explain the knowledge on DRR DRM Cycle difference of key elements for Cyclone Color Code mechanism on developing Early in Myanmar Tsunami and Storm Warning System Surge

Source: JICA Expert Team FiguFigurere 2.42.4.3.3 RResultsesults of questionnaire for HRD Program

In the questionnaire given to the participants, five kinds of question related to DRR knowledge, DRM cycle, difference of the mechanisms of tsunamis and storm surges, the four key elements for EWS, and the cyclone color code were answered by the participants before and after the implementation of the HRD Program. The results of the questionnaire are showing that the capacity of the participants on DRR was enhanced since the negative answers 1 and 2 were decreased, and the positive answers 3 and 4 were increased after the implementation of the HRD Program. In this sense, it was confirmed that the proposed HRD Program can be one of the most effective tools for enhancement of government officers.

For the implementation of the HRD Program, it is necessary to dispatch lecturers to make presentations on the HRD Program. However, from the viewpoint of the current situation that many counterpart officers had been transferred to another office, the presentations and IEC materials in HRD Program were prepared with the script in the Myanmar language so whoever can be the lecturer.

It is expected that the HRD Program will be revised accordingly. Even though the current HRD Program includes the lessons learned from recent huge disasters, it is necessary to include the record of the latest disaster to hand it down to posterity.

Also, it is also expected that the HRD Program will be integrated into the existing framework such as the DMTC (Disaster Management Training Center) and the standard training program for GAD.

2.4.5 Implementation of information transmission exercise

(1) Background and Objectives

The information transmission exercise was conducted with the following objectives.

 Confirmation of information transmission routes and processes  Familiarization with the installed communication equipment  Utilization and improvement of Early Warning manual prepared by HRD activity  (Evacuation Drill) Community people understand the meaning of warning messages and take proper actions

(2) Contents of information transmission exercise

In this Project, the information transmission exercises were conducted as follows.

Table 2.4.6 Information transmission exercise

Participated organizations Participated organizations Year Date (Government level) (Village level) RRD、DMH、GAD Villages in Ayeyarwaddy Region Second 2014/10/30 (Nay Pyi Taw, Ayeyarwaddy Region, (Hlwa Zar Village Tract, Kwa Kwa Lay Labutta District, Labutta Township) Village, Shwe Kyun Thar Village) RRD、DMH、GAD Villages in Rakhine State (Nay Pyi Taw, Rakhine State, Kyauk (Thea Tan Village Tract, Let Nyot Ngon Phyu District, Kyauk Phyu Township, Village, Tan Kha Yae Village) Ayeyarwaddy Region, Labutta District, Villages in Ayeyarwaddy Region Third 2016/2/2 Labutta Township, Mawlamyaing (Hlwa Zar Village Tract, Salusait Village Kyawn Township) Tract, Kyaik Pe Village Tract, Zin Phyu EOC (Emergency Operation Center) Gone Village, Migyaung Aing Village, Kyaik Pe Village) RRD、DMH、GAD Villages in Rakhine State (Nay Pyi Taw, Rakhine State, Kyauk (Thea Tan Village tract, Kin Myauk Village) Phyu District, Kyauk Phyu Township, Fourth 2016/12/13 Ayeyarwaddy Region, Labutta District, Labutta Township, Phya Pon Township, Dedaye Township) FSD (Fire Service Department) Source; JICA Expert Team

The scenarios for the information transmission exercise were as follows.

 All kinds of cyclone color code are disseminated.  Villages start evacuation drill once a warning message with red cyclone code is disseminated by SSB.  The number of evacuees in villages is reported from villages to Nay Pyi Taw as local situation reports.  Each region, state, district, and township level call for an emergency meeting once the warning message with red cyclone code has arrived, and disseminate the results of the meeting. (Only in the 3rd year and 4th year)

National Regioin/State District Township Village Tract Village 9:15 Yellow 9:20 Yellow 9:25 9:30 Yellow 9:35 Orange 9:40 Orange Yellow 9:45 9:50 Orange Yellow 9:55 10:00 Orange Yellow 10:05 10:10 Orange 10:15 10:20 Red (SSB) Red (SSB) Red (SSB) Red (SSB) Red (SSB) Orange 10:25 Red Start Evacuation drill 10:30 Red 10:35 Coordination meeting Red 10:40 Red 10:45 Coordination meeting 10:50 Result of Meeting Red 10:55 Coordination meeting 11:00 Result of Meeting Red 11:05 11:10 Brown Brown Brown Brown Brown 11:15 Green 11:20 Green Result of Meeting 11:25 11:30 Green 11:35 Local situation Report 11:40 Green 11:45 Local situation Report 11:50 Green 11:55 Local situation Report 12:00 Green 12:05 Local situation Report 12:10 12:15 Local situation Report 12:20 Local situation Report Source; JICA Expert Team Figure 2.4.4 Scenario of information transmission exercise (Example in the 3rd year)

Also, the information transmission equipment are utilized as follows.

 Telephone and FAX are utilized as basic information transmission equipment.  SSB is utilized to disseminate the red and brown cyclone code. (Only in the 3rd year and 4th year since SSB was not installed in the 2nd year)  Skype communication through optical fiber connection installed in RRD, DMH, and GAD HQs is utilized.  Satellite communication installed in RRD HQs and Region/State offices is utilized.

According to the survey conducted for Cyclone Mahasen in the 1st year, it was very difficult to know the actual information flow, when, from whom, to whom, or what kind of information was disseminated, since there were no records kept in any of the organizations. In the HRD activity, the necessity to keep records was repeatedly explained in order to receive and disseminate the correct information and to evaluate the appropriateness of information flow. In this exercise, it was

requested to use the recording format which is an attachment of the EW manual and to take notes during the exercise.

Also, actions to be taken by the participants during the exercise were described in the action list of each agency. The information would be disseminated properly if all the participants took actions based on the action list. This action list can be utilized as the evaluation sheet during the exercise, and can also be the Standard Operation Procedures if its actions are generalized.

(3) Results of information transmission exercise

The results of the evacuation drills at the village level are described in the next chapter.

An average time to disseminate the information from Nay Pyi Taw to the village level, and from the village level to Nay Pyi Taw in each information transmission exercise are shown in the table below. Table 2.4.7 Results of information transmission exercise

Average time Average time Year （from Nay Pyi Taw to village level）（from village level to Nay Pyi Taw） Second 49 minutes 53 minutes Third 36 minutes 50 minutes Fourth 31 minutes 75 minutes Source: JICA Expert Team

It is observed that the average time from Nay Pyi Taw to village level is getting shorter year by year. According to the results of interview survey for Cyclone Mahasen, it was taking half a day to disseminate the information from Nay Pyi Taw to the village level. It is expected that the dissemination time will be shortened through the implementation of the information transmission exercise.

Also, it was confirmed that the information could be disseminated promptly by SSB since it was taking about ten minutes to disseminate the information from Nay Pyi Taw to the village level by SSB in the information transmission exercise.

As for the dissemination time from village level to Nay Pyi Taw, it was taking 75 minutes in the 4th year exercise. It is because some of the participants were not understanding the exercise scenario very well, then they forgot to disseminate the information properly. In the expansion plan prepared by the Project, Pre and Post meetings are proposed to be held for the implementation of information transmission exercise as one of the activities of Output 2. During the Project period, the JICA Expert Team shared the exercise scenario with the related officers in the pre-meeting, and collected and evaluated the results of exercise in the post meeting. For the future activities, it is necessary for the suitable implementation and evaluation of exercise to conduct the pre/post meeting by the initiative of Myanmar side.

2.4.6 Issues, Initiatives and Lessons Learned

1) Personal transfer of Working Group members

In the HRD activity, the technical transfer was conducted mainly targeting the Working Group members. However, half of them had been transferred to another office as of the end of the Project. Although the Early Warning manual and the HRD Program were prepared under the concept of easy to understand for new officers, it is expected that the rest of the Working Group members will proactively hand over their experience to the other officers.

2) Discussion on improvement of waring message to be able to make a judgment for evacuation actions

As one of the HRD activities, the content of a warning message issued by DMH was discussed with the Working Group members and DMH HQs officers. First of all, the JICA Expert Team introduced the relationship between meteorological warnings and evacuation actions in Japan. Then, DMH HQs and local government officers discussed the issues of an Early Warning at the local level and the present capacity of DMH HQs related to warning messages for the purpose to be able to make a judgment for evacuation actions by a GAD officer and resident. Finally, the JICA Expert Team proposed the system to be able to make the judgment for evacuation actions through setting the alert level by district wise in addition to operation of the cyclone color code. However, the idea could not be integrated into a warning message due to the limitation of the present capacity of DMH HQs.

In the information transmission exercise conducted in the 2nd year, RRD could not use the fax and RRD tried to disseminate the exact same message that they received from DMH by telephone. It shall be discussed whether it is necessary to disseminate the same message or only the summary of the message. On the other hand, the Labutta Township disseminated only the color code to the village tract without disseminating the detailed information. It shall be discussed what kind of information should be disseminated to the people. There have been several discussions with DMH on the improvement of warning messages, especially on the district-wise warning issuance. It is expected that the warning message will be improved by considering the above findings from this exercise.

2.5 Activities related to Output 3

“Response capacity for natural disasters of the community is enhanced.”

(18) Prepare/revise the community-based disaster management plan (19) Prepare a manual for drafting a community-based disaster management plan (20) Select and secure evacuation centers and routes (21) Conduct community-based disaster management activities such as evacuation drills based on the community-based disaster management plan (22) Implement training of township officers, village tract and village leaders to improve community-based disaster risk management as a follow-up activity in the Ayeyarwaddy Region. (23) In Rakhine State, select a pilot village in a new village tract, and implement the same activity with the pilot activity as a follow up activity in Rakhine State.

Below is the list of activities corresponding with the above mentioned activity items.

Table 2.5.1 Activity number in the TOR corresponding with the chapter in the report

Activity in Chapter in the this report the TOR (18) 2.5.2 Implementation of the TOT Workshop 2.5.3 Implementation of the CBDRM Workshop (19) 2.5.5 Preparation of the CBDRM Manual (20) 2.5.2 Implementation of the TOT Workshop 2.5.3 Implementation of the CBDRM Workshop 2.5.4 Community Infrastructure Support Project (21) 2.5.2 Implementation of the TOT Workshop 2.5.3 Implementation of the CBDRM Workshop (22) 2.5.6 Implementation of follow up activities (23) 2.5.6 Implementation of follow up activities Source: JICA Expert Team

2.5.1 Overview of Activities and Outcomes

(1) Current conditions and issues related to CBDRM activities in Myanmar

After the Cyclone Nargis, various development partners have been implementing CBDRM activities at the village level after the recovery and reconstruction phase. These CBDRM activities have been implemented by the methodologies of each organization and a variety of manuals have been developed2. There is no unified text of CBDRM activities authorized by the Myanmar government. RRD, in cooperation with DRR Working Group (DRR WG) which is a consortium of development partners, prepared an official disaster management education textbook called “Disaster Management Course3”. Although the textbook covers the CBDRM, it is only covered as a

2 For the list of the manuals developed by the donors, please refer to Annex list of collected documents 3 USAID funded a project called “Myanmar Consortium for Capacity Development on Disaster Management (MCCDDM)” which started in June 2015 and covers the construction of Disaster Management Training Center (DMTC) which is designed for RRD to provide DRR Education and development of curriculum including CBDRM. Disaster Management Course was updated to “Basic Disaster Management Course” as a part of the project activities, and a training program for government officers to provide TOT trainings called “CBDRM TOT course” was also developed. As of February 2017, no curriculum for CBDRM targeting to community level has been developed by MCCDDM.

45 minute lecture without detailed explanations of practical skills such as methodology and holding workshops partly because it is designed for the government officials. It should be noted that new disaster related law and regulations have been enforced in Myanmar during the Project period. Therefore, it is essential to develop a framework of CBDRM activities in line with the new law and regulations.

The result of the baseline survey about DRR activities conducted by the Myanmar government and villagers revealed that township GAD which is designated to conduct DRR education to residents by the township DM plan does not have officers specialized in DRR, and budget related to DRR. Meanwhile, RRD does not have branch offices at the township level, and the district level office in Labutta district only has four officers; this office needs to cover more than 1,000 villages in the district. The budget and personnel is absolutely insufficient to cover all the villages. In Labutta township, GAD holds biweekly meetings targeting village tract administrators in the township, and provides a lecture about the mechanism of cyclones and fire when the risk of these disasters are high. The lectures by township GAD do not cover the actions to be taken during a disaster such as the formulation of a disaster management committee 4.

As for the issues of residents in the disaster prone areas such as coastal zones and riversides, they often did not show interest in DRR because they thought could not afford to spend time and money on DRR due to their subsistence daily lives by fishery and agriculture. Therefore, development partners usually pay the daily allowance to the participants and villagers who participated in the workshop for money, and who did not have incentive to continue DRR activities after the workshop.

Considering the above mentioned issues, the Project recognized that developing a mechanism for both the Myanmar government and villagers so they can continue the activities after the pilot activities is a major challenge of CBDRM.

(2) Objectives

The purpose of Output 3 (CBDRM activity) in this project is “To enhance the capacity for disaster response in the pilot village”. Capacities of disaster response to be enhanced in the Project are as follows:

 Villages receive proper early warning information of the disaster and transmit it properly throughout the villages  Villagers who received early warning messages can take proper action

(3) Policy of activities

The objective of the Project is to develop a program which the Myanmar government can continue after the Project. In this sense, the Project applied the methodology which is introduced in RRD

4 Based on the interview with Labutta Township administrator

official training material while conducting the pilot activities. Throughout the activities, the Project will provide the detail activities which are insufficient in the existing materials and provide ideas to improve the official training materials.

Referring to the result of the baseline survey conducted at the beginning of the Project, the Project investigated the design of implementation of the CBDRM activities by the Myanmar side. Before the commencement of the project, the main target of the TOT and developing a community disaster management plan was township officers. The result of the baseline survey shows the various characteristics of the villages such as population, size, access to the city, and availability of cyclone shelters. However, it is difficult for the township officers to determine the characteristics of each of the villages which one township covers 5 . Therefore, 61 village tracts in the case of the Ayeyarwaddy Region, one level below township, is more desirable and available for all the villages to develop community disaster management plans as trainers of the villagers.

The Project developed a program to conduct the TOT workshop which targets village tract leaders, and the CBDRM workshop which the trainees of the TOT workshop provide lecturers to the villagers in the pilot villages. Assuming that the Myanmar government continues the activities after the Project, the Project is designed to develop a mechanism to involve district and township level RRD, DMH and GAD as lectures and implementers.

As for the CBDRM activities at the village level, in order to motivate active participation of the villagers, the Project implemented a community infrastructure support project which was designed to raise the awareness of the villagers that the implementation of the CBDRM will contribute to village development. In addition, since the budget for the CBDRM is limited at the regional government level, the Project included the activities which can obtain a budget in order to assure the sustainability of the CBDRM activities.

The lessons learned from the pilot activities were compiled and reflected in the expansion plan of the CBDRM activities. (For details, please refer to 2.6)

(4) Outcomes

The outcomes of the CBDRM activities of the Project are the DM plan of the pilot villages which include evacuation map, information transmission flow and actions to be taken during a disaster. Considering the expansion to other regions, the Project developed a manual which includes the methodology of the CBDRM activities conducted in the pilot areas and an educational DVD of the CBDRM workshops and evacuation drills for residents.

In addition, the outcomes of the capacity enhancement of Myanmar government officials and villagers in the pilot villages are shown in the table below.

5 Labutta township which is the pilot area in the second year has 520 villages and Kyauk Phyu township which is the pilot area in the third year has 261 villages.

Table 2.5.2 Overview of capacity enhancement of CP and villagers through the Output 3 activities

Target Capacity enhanced through the project activities RRDHQ  Program development related to CBDRM activities RRD Region/State, District  Skill of lecture to villagers at the TOT workshop DMH District、GAD District GAD Township  Organizing TOT workshop (Selection of lecturers etc.)  Skill of lecture to villagers at the TOT workshop Village tract disaster  Overall knowledge about DRR management body  Formulation of disaster management committee  Practical skills such as first aid and search and rescue  Methodology to implement a workshop in a village and instruction to villagers  Proposal writing to obtain the development budget from township Participants of the CBDRM  Overall knowledge about DRR workshop at village level  Roles and responsibilities as a member of disaster management committee in case of disaster  Support to other villagers during evacuation drill  Formulation of village DM plan Villagers in the pilot village  Proper evacuation actions in case of disaster Source: JICA Expert Team

2.5.2 Implementation of the TOT Workshop

(1) Background and objective

Result of the document study and baseline survey indicated that village tract plays important roles regarding DRR at the village level such as information transmission from township to village, evacuation order to member villages and report damage of disasters. As mentioned in the previous part, the Project assumed that the model of CBDRM which township instructs VTDPB to be lecturers of the CBDRM activities at the village level is suitable considering the current condition in Myanmar. Therefore, the objective of the TOT workshop was to enhance the capacity of VTDPB which oversees member villages in case of disaster to be able to conduct the CBDRM workshop.

(2) Content of the activities

Result of the baseline survey showed that the characteristics of the Ayeyarwaddy Region and Rakhine State differ substantially in terms of the educational level of villagers and experience of disaster. The Project conducted the TOT workshop responding to the characteristics of each Region/State.

1) Ayeyarwaddy Region

Participants of the TOT workshop were selected from VTDPB and villagers from pilot villages. Fifteen participants from disaster prone villages participated in the workshop as observers at the request of GAD Labutta district.

Considering sustainability in the future, the lecturers of the TOT workshop consisted of RRD and DMH of the Labutta District, GAD and the Fire Department of Labutta Township, NGOs stationed

in Labutta, and the Myanmar Red Cross Society (MRCS). Rationales for selecting the lecturers are described in Table 2.5.3. Providing lectures to villagers helped local government officers to understand the current condition of the communities. In addition, GAD Labutta Township coordinated resource persons for the workshops as they usually coordinate DRR educational sessions for village tract administrators.

Table 2.5.3 Rationales for selection for participation in the TOT workshop other than CP officers

Organization Reason for selection Action Aid Myanmar Action Aid Myanmar started activities in Labutta Township immediately after Cyclone Nargis and had a branch office in Labutta Township (As of July 2014, the office has closed) Action Aid Myanmar has extensive experience in community infrastructure projects, and having shown good practices near Labutta Township enables villagers to have a good image of the Project. Fire Department The Fire Department was previously under the Ministry of Social Welfare like RRD and they implement disaster rescue and distribution of relief material with RRD, so they have expertise regarding CBDRM to a certain degree. The Fire Department secures a budget for awareness rising activities for villagers and they will be key players of CBDRM in the future. MRCS MRCS has a branch office in every township and they are a member of the Township Disaster Management Committee in Labutta Township. MRCS implements CBDRM activities all over Myanmar and they have strong expertise regarding CBDRM. Source: JICA Expert Team

a) Program

The TOT workshop implemented a three-day program that consists of basic knowledge regarding disaster management, methodology of developing community disaster management plans, and practical skills such as first aid and search and rescue (SAR). In order to assure the sustainability of the Project, lecturers consisted of CP officers, RRD, DMH and GAD, except for a part of the Disaster Management Course conducted by a sub-contracting NGO6. Regarding the “6 Steps of CBDRM” in the Disaster Management Course, the material is designed to be usable for RRD officers since it is desirable for RRD to conduct the lectures in the future.

6 The Project subcontracted with a Myanmar NGO called Community Development Association (CDA) and implemented the TOT workshops, the CBDRM workshops and the follow-up activities in Ayeyarwaddy Region and Rakhine State.

Table 2.5.4 Program of the TOT Workshop 1st day Mach 5th Time Item Lecturer 9:00-9:30 Welcome and Registration GAD Township Opening and addressing the workshop JICA Expert Team 9:30-9:45 Introduction of the Project JICA Expert Team 9:45-10:00 Tea Break 10:00-11:00 Basic Information regarding Disasters RRD Labutta District 11:00-12:00 Disasters in Ayeyarwaddy DMH Labutta District 12:00-1:45 Lunch Break 1:45-2:45 Fundraising NGOs Action Aid 2:45-3:00 Tea Break 3:00-4:00 Overview of CBDRM (DM Course) CBDRM RRD 4:00-4:45 6 Steps of CBDRM (2) Building Rapport and Understanding CDA (Sub-contractor) in the Community 4:45-5:00 Recap and Feedback of the day 2nd day March 6th Time Item Lecturer 9:00-10:00 6 Steps of CBDRM (3) Participatory Community Risk CDA Assessment 10:00-10:15 Coffee Break 10:15-12:00 6 Steps of CBDRM (3) Participatory Community Risk CDA Assessment (Lecture and implementation of town watching, creation of community hazard map) 12:00-1:45 Lunch Break 1:45-3:00 6 steps of CBDRM (4) Participatory Disaster Risk CDA Management Planning 3:00-3:15 Coffee Break 3:15-4:30 Creation of Community Action Plan CDA 4:30-5:00 Recap and Feedback of the day 3rd day March 7th Time Item Lecturer 9:00-9:30 Recap (6 steps of CBDRM (4) Participatory Disaster Risk CDA Management Planning) 9:30-10:00 Community Managed Implementation (Including technical Fire Force training for First Aid and SAR) Practical Exercises for Search and Rescue 10:00-10:15 Coffee Break 10:15-12:00 Practical Exercises for Search and Rescue Fire Force 12:00-1:00 Lunch Break 1:00-3:00 First Aid MRCS 3:15-3:30 Coffee Break 3:30-4:15 6 steps of CBDRM (6) Participatory Monitoring and CDA 4:15-5:00 Evaluation GAD Township Mainstreaming Disaster Management (Development project, 5:00-5:15 projects of other donors) 5:15-6:00 Feedback and Training Evaluation / Closing Ceremony Source: JICA Expert Team

2) Rakhine State

Considering that the size of DMH and GAD offices are larger than Labutta District and both officers were highly motivated and actively participated in CBDRM activities in the second year, DMH and GAD played main roles for CBDRM as lecturers and organizers of the workshops in the third year.

Main activities in the third year were the same as those of the second year; conducted the TOT workshop to train VTDPB as facilitators of CBDRM workshops to develop community disaster management plans and to mobilize VDPC. The trained facilitators held workshops in the villages and instructed the villagers on how to develop a community disaster management plan, to secure evacuation routes and places and to establish early warning information dissemination in the village.

Considering the expansion to the other village tracts after the project period, RRD, DMH and GAD in Kyauk Phyu District and GAD officers in Kyauk Phyu Township participated in the TOT workshop and CBDRM workshops to train as future trainers for the village tracts. By providing lectures about how their DRR worked as government officers and involving workshop operation, the Project was designed to produce a better understanding of CBDRM methodologies and to enhance the capacity to instruct village tract administrators.

The partisans of the TOT workshop consisted of VTDMB of Thea Tan Village Tract, the pilot village tract in Rakhine State, and villagers from five village tracts selected by DMH and GAD as disaster-prone villages. The Project encouraged Township GAD officers, who are the main actors implementing DRR education for villagers, to actively participate in the workshop in order to obtain the expertise for implementing CBDRM activities. Five officers from Township GAD fully participated in the workshop for five days. In addition, an officer from Swanyee Foundation, a Myanmar NGO which implements the DRR activities in the Kyauk Phyu District participated in the workshop as an observer. a) Venue of the workshop

The TOT workshop was held during the meeting of GAD Kyauk Phyu Township and some residents of RRD Kyauk Phyu, which is about 30 minutes from Thea Tan Village Tract by ship. Since there is no regular ship transportation from Thea Tan Village Tract to Kyauk Phyu, the Project provided a ship for the participants and this enabled them to return the same day. Women in the pilot villages in Ayeyarwaddy Region were not allowed to participate in the workshop mainly because their family opposed them being away from the house for a long time. The day-trip style workshop enabled women in the pilot village in Rakhine State to participate in the workshop. Sixteen out of 50 participants were women in this workshop. b) Selection of lecturers

Considering the different characteristics from Ayeyarwaddy Region, the Project selected the lecturers as seen in Table 2.5.5.

Table 2.5.5 Selection of the lecturers based on the characteristics of Rakhine State Characteristics of Consideration for selecting the lecturers Rakhine State Villagers antipathy toward Several branch offices of INGO and UN organizations in Sittwe, the capital city of INGO and international Rakhine State, were attacked by citizens in March 2014. One of the triggers of the organizations attack derived from the religious conflict among citizens related to the activities of international NGOs and the improper behavior of foreign NGO staff toward Buddhists. Considering the villagers who have antipathy toward INGOs and International Organizations, lecturers were selected from Myanmar government officers and local NGO officers. Insufficient medical It was observed that not all of the village tracts in Rakhine State have medical facilities facilities and medical personnel are dispatched from the Department of Health, which is different from the Ayeyarwaddy Region. Therefore, access to medical facilities is limited in the pilot villages, since no one in the pilot villages has experienced first aid training by a donor or outside organization, knowledge of first aid is insufficient at the village tract level. Therefore, lecturers from the Department of Health and a trainer trained by MRCS were selected as lecturers to supplement their skills and knowledge. Lecture in Rakhine language Most of the villagers in the pilot village are Rakhine and they usually use the Rakhine language, which is different from the Myanmar language. In order to make the lectures understandable to the villagers, counterpart officers of RRD and DMH who can speak the Rakhine language were selected as lecturers and provided lectures in Rakhine. Experience of Cyclone Although villagers in the pilot villages experienced Cyclone Giri, they have never Nargis experienced death or serious injury by cyclone. At that time, only damage to houses was observed. For this reason, villagers have less awareness about the dangers of disasters compared to those of the Ayeyarwaddy Region. To raise the awareness about disasters, lectures about their experience with cyclones and lessons learned by one of GAD officer, the former Township Administrator of Bogalay Township, which was heavily damaged by Cyclone Nargis in 2008, were added. Source: JICA Expert Team c) Program of the workshop

The TOT workshop in Ayeyarwaddy was implemented as a three-day program. According to the interview with villagers in the pilot villages, different from the Ayeyarwaddy Region, disaster management committees are not formed and DRR activities are not conducted in the villages. Considering the capacity of villagers, the Project extended the program of the TOT workshop to five days to supplement the insufficient experiences of the villagers, lectures about organizing a village-level disaster management committee and its activities were added. The program of the workshop is as shown below.

Table 2.5.6 Program of the TOT Workshop

Time Content of the Program Lectures Day 1: 9:00 - 9:15 Registration 9:15 - 9:45 Opening and experience of Cyclone Nargis GAD Kyauk Phyu District 9:45 - 10:15 Introduction of the Project JICA Expert Team 10:30 - 12:00 Disaster in Rakhine State DMH Kyauk Phyu District 1:00 - 2:00 Overview of CBDRM (DM Course) RRD Rakhine State 2:00 - 3:00 Basic information of disaster RRD Kyauk Phyu District 3:15 - 4:15 6 steps of CBDRM (2) Building Rapport and Understanding the Community CDA 4:15 - 5:00 Recap/Suggestion/Feedback Day 2: 9:00 - 9:15 Brush up of Day 1 9:15 - 10:15 6 steps of CBDRM(3)Participatory Disaster Risk Assessment CDA 10:30 - 12:00 6 steps of CBDRM (3)Participatory Disaster Risk Assessment CDA 12:00 - 1:00 Lunch 1:00 - 3:00 6 steps of CBDRM(4)Participatory Disaster Risk Management Planning CDA 3:15 - 4:30 6 steps of CBDRM(4)Participatory Disaster Risk Management Planning CDA 4:30 - 5:00 Recap/Suggestion/Feedback Day 3: 9:00 - 9:15 Brush up of Day 2 9:15 - 10:15 Building and Training a Community Disaster Management Committee CDA 10:30 - 12:00 Building and Training a Community Disaster Management Committee CDA 12:00 - 1:00 Lunch 1:00 - 3:00 Search and Rescue Fire Brigade 3:15 - 4:45 First Aid/Emergency Health Planning Doha Kyauk Phyu District 4:45 - 5:00 Recap/Suggestion/Feedback Day 4: 9:00 - 9:15 Brush up of Day 3 9:15 - 10:30 Fund-raising NGOs (Community Infrastructure) CDA 10:45 - 12:00 Participatory Monitoring and Evaluation CDA 12:00 - 1:00 Lunch 1:00 - 3:00 Mainstreaming Disaster Management GAD Kyauk Phyu Township (Development project, projects of other donors) 3:15 - 4:45 Overview of CBDRM workshop preparation CDA 4:45 - 5:00 Recap/Suggestion/Feedback Day 5: 9:00 - 10:30 Lesson for facilitators of CBDRM CDA 10:45 - 12:00 Lesson for facilitators of CBDRM CDA 12:00 - 1:00 Lunch 1:00 - 3:00 Organization workshops CDA 3:15 - 4:00 Recap/Suggestion/Feedback GAD Kyauk Phyu Township Source: JICA Expert Team

At the beginning of the workshop, the Administrator of GAD Kyauk Phyu District, who were victims of Cyclone Nargis and who implemented emergency response and reconstruction works as government officers, gave lectures about the experience of Cyclone Nargis. He explained that villagers did not follow the evacuation order by the government and did not understand the mechanism of cyclones and storm surges. Because of this lack of knowledge, victims could not evacuate in proper time, which increased the damage and caused many casualties. In addition, based on his own experience of chaos during the emergency response phase, he emphasized the importance of prevention and preparedness for disaster at both the government level and resident level.

Story telling of the experience of Cyclone Nargis was effective for the participants who had never experienced the frightfulness of Nargis to understand the importance of obtaining the knowledge of meteorological phenomena, appropriate evacuation action, and coordination with the government. The lecture clarified the rationale to participate in the workshop and the necessary knowledge to be obtained during the workshop.

The participants actively participated in the workshop by earnestly taking notes and asking the lecturers questions. According to the questionnaires of the participants, practical training such as SAR and first aid were especially useful, and they were interested in learning more skills in the village-level workshops. On the other hand, DRR terminology, which was difficult for the participants to understand, will be covered in the CBDRM workshop by providing additional information.

Compared to the villagers in the Ayeyarwaddy Region who experienced Cyclone Nargis, villagers in Kyauk Phyu Township do not have basic knowledge about disaster risk management in general such as knowledge about warnings issued by DMH and timing for preparing evacuation. However, more participants were actively making remarks and making logical presentations compared to the Ayeyarwaddy Region. It was observed that young participants asked questions more actively and participated in the practical training.

2.5.3 Implementation of the CBDRM Workshop

(1) Background and objectives

The CBDRM workshop targets 50 members who play important roles in DRR activities such as EW group and First Aid group in the pilot villages. The CBDRM workshop covered knowledge of disaster, hazard risk and resources of the villages, methodology to formulate village DM plan, and proposal writing for infrastructure projects as an implementation of the DM plan, and practical training to implement an evacuation drill. Throughout the activities, the Project assisted to formulate VDPC and designated the roles and responsibilities during a disaster so that they can take proper actions during a disaster.

(2) Content of the activities

The Project conducted the CBDRM workshops in the following pilot villages in Ayeyarwaddy Region and Rakhine State. Villages with different characteristics were selected based on population, ethnic groups and availability of the shelter.

Table 2.5.7 Characteristics of Pilot Villages in Ayeyarwaddy Region7

Name of Ethnic Other facilities Population Shelter Characteristics Village Group for evacuation Hlwa Zar 1,476 Burma ○(JICA) Monastery,  Easy access to and Warehouse communication with village tract administrator  School cum shelter is available Kwa Kwa 602 Kayin ○(JICA) Church,  Majority of ethnic group is Lay Burma monastery Kayin and ethnic minorities  Majority of the population is seasonal labor Shwe Kyun 677 Burma ×(Monastery Monastery,  Capacity of evacuation Thar Kayin for 50 ppl) Primary school facility is limited considering the population  Located on an island and there is no land access to evacuate to the shelter Source: JICA Expert Team

Source: JICA Expert Team extracted MIMU base map Figure 2.5.1 Location of Hlwa Zar Village Tract, pilot village tract in Ayeyarwaddy Region

7 Figures and information in the table are based on the baseline survey by a subcontractor

Table 2.5.8 Characteristics of Pilot Villages8

Name of Ethnic Other facilities for Population Shelter Characteristics Village Group evacuation Thea Tan 227 Rakhine △Under Monastery Primary  Easy to coordinate with VT construction school administrator (complete in  Constructing shelter funded Jan. 2016) by the Myanmar Gov’t Kon Baung 357 Rakhine × Monastery ,Primary  Adjacent to Thea Tan school Village  Most populated village Tan Kha Yae 270 Rakhine × Monastery  Residential area is widespread Let Nyot 122 Rakhine × ×  Located on isolated island Ngon and separated from other villages  No evacuation facilities are available, people evacuate to hilly areas during a disaster Source: JICA Expert Team

Source: JICA Expert Team extracted MIMU base map Figure 2.5.2 Location of pilot villages in Thea Tan Village Tract

The CBDRM workshops were conducted in each pilot village in total five times. The dates of the workshops were shown in the table below.

Table 2.5.9 Result of the CBDRM workshops in the pilot villages

Village 1st and 2nd 3rd 4th 5th Hlwa Zar 2014/3/13，14 2014/5/1 2014/5/22 2014/6/3 Kwa Kwa Lay 2014/7/16，17 2014/8/29 2014/10/18 2014/10/30 Shwe Kyun Thar 2014/7/12，13 2014/8/27 2014/10/16 Thea Tan/Kon Baung 2015/3/9,10 2015/5/13 2015/6/3 2015/6/3 Tan Kha Yae 2015/7/14,15 2015/10/14 2015/12/5 2016/2/2 Let Nyot Ngon 2015/9/30 2015/10/18 2015/12/4 Source: JICA Expert Team

8 Figures and information in the table are based on the baseline survey by JICA Expert Team which is partly different from the result of baseline survey by sub-contractor

1) The first and second CBDRM workshop

VTDPB members who had participated in the TOT workshop became lecturers of the CBDRM workshops conducted in the six pilot villages. Since the first and second workshops are designed to “Understand the Community”, the workshops were implemented two days in a row in order not to forget the contents of the previous workshop.

Table 2.5.10 Program of first and second CBDRM workshops

Day Content of the program Lecturers 1st  Basic information regarding disasters (Pictures and video of baseline) VTDPB  Disasters in Ayeyarwaddy Region VTDPB  CBDRM overview (Disaster Management Course) VTDPB  6 steps of CBDRM (2) Socializing the Community VTDPB - Vulnerability Assessment - Community Resource Mapping - Seasonal Calendar - History of Village - Stakeholder Analysis 2nd  6 steps of CBDRM (3) Participatory Community Risk Assessment VTDPB - Town watching overview lecture - Town watching implementation - Creation of community hazard map)  6 steps of CBDRM (4) Participatory Disaster Risk Management Planning VTDPB - Action plan such as evacuation plan, and management of shelter Source: JICA Expert Team

Throughout the five workshops, VTDPB members participated in the TOT workshop and gave lectures to the villagers. Two VTDPB that were lecturers in the first and second CBDRM workshops have experience in CBDRM training that they gained from other NGOs, and one of them had working experience with DMH officers as an NGO staff member. Therefore, he could understand the contents of the TOT workshop and could provide understandable lectures to the villagers. At the beginning of the CBDRM workshop, only a limited number of VTDPB members could provide lectures to the villagers. Due to the conducting of workshops in Kwa Kwa Lay Village and Shwe Kyun Thar Village, the number of VTDPB member who can facilitate the workshop, provide lectures, and organize the workshop has been increasing.

In the workshops, the villagers in Hlwa Zar Village actively participated in the activities. For example, villagers prepared a layout of the shelter for the shelter management plan prior to development of an evacuation plan which was designed in the fourth workshop. In spite of their eagerness, the villagers were not able to utilize the visual output of the first day, such as an inventory of the resources of the village and the seasonal calendar of the village for developing an action plan. Further, the village cyclone shelter was completed in 2013, but villagers had not discussed its usage as an evacuation facility. Core members of the village simply think that everyone will evacuate there during a disaster, but they did not think about the capacity of the shelter or what to store in the shelter.

In the CBDRM workshop in Hlwa Zar Village, participants had trouble with grasping concrete ideas for the capacity of the shelter and its utilization plan. Learning from the experiences, the second workshop in Kwa Kwa Lay Village and Shwe Kyun Thar Village included actual evacuation to the shelter during town watching so that the participants can recognize its actual capacity. Kwa Kwa Lay Village included the capacity of the shelter in their disaster management plan and Shwe Kyun Thar Village assumed early evacuation to Hlwa Zar Village in their disaster management plan due to the limited capacity of their evacuation facilities.

Source: JICA Expert Team Source: JICA Expert Team Photo 2.5.1 Lectures by VTDPB members Photo 2.5.2 Presentation of dangerous (Hlwa Zar Village) places that was held after town watching (Shwe Kyun Thar Village)

Since Rakhine State is the least educated state/region in Myanmar9, it was difficult for VTDPB members to provide lectures to the villagers. Therefore, the Project decided to change the policy that the sub-contracted NGO become lecturers to implement the workshop. Since Thea Tan Village Tract has never experienced activities with donor agencies, their general knowledge of DRR was insufficient and villagers were not used to holding a workshop, so increasing the number of facilitators was a big challenge for this area. Because the villagers have never experienced large-scale disasters, few villagers were motivated to participate in the CBDRM workshop. Therefore, it was desirable to redesign the content of each workshop to include an attractive theme for villagers.

In addition, the JICA Expert Team explained the result of the storm surge inundation simulation implemented by the Project, and explained the necessity of early evacuation and confirmation of appropriate evacuation places considering the assumed inundation depth and speed of inundation.

2) The third CBDRM workshop

The third CBDRM workshop in Hlwa Zar Village covered first aid and SAR, especially water rescue, all of which was requested by the villagers in the TOT workshop. The Fire Department and MRCS have a budget allocation for awareness raising activities for villagers. Therefore, Fire

9 http://www.unicef.org/myanmar/Rakhine_State_Profile_Final.pdf Primary school enrollment rate and completion rate in Rakhine State are the lowest in Myanmar and the rate is far below the average.

Department visited Hlwa Zar Village one day prior to the workshop and finalized the contents of the training after confirming the characteristics of the surroundings of Hlwa Zar Village.

In this workshop, villagers selected their priority project for a community infrastructure project from the action plan developed in the second workshop. Considering the budget and construction period, villagers selected the projects which could be completed by the end of project period (For details, please refer to 2.5.4 Community infrastructure project)

Table 2.5.11 Program of the 3rd CBDRM workshop

Day Content of the program Lecturers 3rd  6 steps of CBDRM (5) Community Managed Implementation VTDPB,MRCS, Fire (Training in First aid and SAR) Department  6 steps of CBDRM (6) Participatory Monitoring and Evaluation VTDPB  Selection of pilot infrastructure project VTDPB Source: JICA Expert Team

In the Ayeyarwaddy Region, Fire Department officers strove to provide training suitable for the village with its limited resources. For water rescue, they demonstrated the rescue method using a plastic water tank and pet bottle which are commonly available in the village. During the evaluation session of the evacuation drill in Hlwa Zar Village, villagers commented on the necessity for more practical training for first aid. Considering the comments, the Project dispatched additional resource persons for providing a lecture for sanitation during a disaster for the workshop in Kwa Kwa Lay and Shwe Kyun Thar Village.

Since there are no medical facilities in Thea Tan Village Tract, villagers were interested in injury care. Dozens of villagers observed the workshop from outside of the venue. Villagers in Than Kha Yae and Let Nyot Ngon also actively participated in the practical training. During the selection of the community infrastructure project, because the villages do not have strong buildings other than a monastery and they are not educated compared to other villagers, it was difficult to finalize the project through discussions. The villagers were not able to consider the budget and construction period to select the infrastructure. The JICA Expert Team and a sub-contracted NGO assisted in the selection of the project even after the third workshop.

3) The fourth CBDRM workshop

The fourth CBDRM workshop covered confirmation of roles and responsibilities of VDPC in each phase of the warning message using the scenario prepared in the Project. Each group of the sub-committee of VDPC confirmed transmission of the evacuation message, simple TTX using the evacuation map, and practical training in first aid. The VDPC also confirmed the roles and responsibility of volunteers who are the core members at the day of the drill. This workshop was designed to prepare for the fifth workshop, a community evacuation drill.

Table 2.5.12 Program of 4th workshop

Day Content of the program Lecturers 4th Preparation of community evacuation exercise VTDPB  Community early warning CDA assisted in its  Evacuation preparation  SAR/First Aid  Relief material/distribution  Shelter Management  Group works Source: JICA Expert Team

It is observed that villagers from Hlwa Zar Village who once experienced an evacuation drill became lecturers of the fourth workshop in Kwa Kwa Lay and Shwe Kyun Thar and shared their experiences of the evacuation exercise. In addition, since the houses of 100 household leaders in Kwa Kwa Lay and Shwe Kyun Thar are fragile and have a high risk of being destroyed in a strong storm, the two villages confirmed their intent to shift the emergency control office, which is the gathering point of VDPC in the early period, to secure the safety of the leaders. In Shwe Kyun Thar Village, villagers could not estimate how many villagers should evacuate early during the preparation of the evacuation exercise, so the JICA Expert Team instructed them to confirm the population of the villagers and exact capacity of all evacuation facilities of the village so that villagers can recognize how many persons should evacuate early in case of disaster.

In the pilot villages Rakhine State, the Project simplified the name of the team from “Early Warning ” and “First Aid” to “Red” and “Blue” not to confuse the villagers considering the lower educational level compared with the Ayeyarwaddy Region. The lecturers simplified the meaning of the color code as much as possible so that villagers can easily memorize it.

4) The fifth CBDRM workshop

The fifth workshop was conducted as a drill which was designed to target a cyclone in each pilot village. Members of VDPC and villagers, mainly consisting of elderly persons, women and children, who are more vulnerable during a disaster, took part. The drill assumes the situation of an approaching cyclone and VDPC members transmitted the warning messages to the village with the loud speakers in each warning stage of the cyclone. Then other VDPC members assisted evacuation of the vulnerable populations to the village shelter, procured emergency stockpiles, provided first aid, and distributed relief materials. The number of the participants in each pilot village was summarized in Table 2.5.13.

Table 2.5.13 Number of participants of the evacuation drill in each pilot village

Village VDPC Villagers Total Hlwa Zar 54 persons 300 persons 354 persons Kwa Kwa Lay 53 persons 286 persons 339 persons Shwe Kyun Thar 55 persons 278 persons 335 persons Thea Tan 249 persons 56 persons 501 persons Kon Baung 206 persons Tan Kha Yae 47 persons 128 persons 135 persons Let Nyot Ngon 33 persons 73 persons 106 persons Source: JICA Expert Team

In Hlwa Zar Village, before conducting the drill, VDPC members assumed that the capacity of the shelter with an area of 508m2 was 1,200 persons and they considered accepting evacuees from other villages. This indicates that the villagers did not have a concrete idea of actual evacuation conditions. Implementing an actual drill was effective for them to have a clear idea of an evacuation and actions to be taken and it will be utilized to improve the village disaster management plan, especially its evacuation plan.

Evacuation exercises in Kwa Kwa Lay Village and Shwe Kyun Thar Village were conducted the same day as the information transmission exercise, and members of VDPC actually took evacuation actions based on the cyclone warning messages issued at the national government level. In this exercise, the village tract administrator was in charge of transmitting the messages from the township GAD to two villages and some of the members of VDPC accepted evacuees from Shwe Kyun Thar Village.

In Kwa Kwa Lay Village, Since the residential area of Kwa Kwa Kay is stretched out east to west, loud speakers installed in the village could not cover the all residential areas in the village, therefore, the villagers focused on the efficiency of an early warning group to disseminate the message and prompt evacuation of villagers living at the ends of the residential area when conducting the exercise. The participants and VDPC were highly motivated and asked the JICA Expert Team and the subcontractor additional questions regarding evacuating livestock and property such as fishery and agricultural machinery. Because of the traumatic experience of cyclone Nargis, a villager panicked when she heard the warning message and ran to the shelter in such a hurry that she became sick even though VDPC previously publicized and confirmed that this was just an exercise. VDPC should pay careful attention for those who have trauma and assist their evacuations to avoid secondary injury/sickness during evacuation. In addition, VDPC could not efficiently count the number of evacuees and took more than 30 minutes to count approximately 100 evacuees.

In Shwe Kyun Thar Village, half of the population of the village participated in the drill. Since Shwe Kyun Thar Village does not have enough evacuation facilities, some of the strong and healthy villagers, excluding the children, elderly persons, pregnant women, and disabled persons, should evacuate to other villages which have evacuation facilities. In this exercise, 33 villagers evacuated to Hlwa Zar Village by boat. On the day of the evacuation, after receiving the phone calls

from the village tract and after the early warning group properly disseminated the message to the entire village, villagers from several communities divided by a creek were able to successfully evacuate to the monastery without trouble. VDPC had difficulty with counting the evacuees and the timing of report to the village tract was late. In addition, the 100 household leaders misunderstood the meaning of a phone call from the village tract which confirmed the number of evacuees and thought that it was a warning message of “Green” and issued the “Green” twice; this raised issues of information transmission to 100 household leaders.

The second day of the evacuation exercise, the leaders of the three villages voluntarily had a meeting and reported the result of the exercise. Awareness of DRR activities in Hlwa Zar Village Tract has been growing throughout the conducting of the CBDRM activities. Since the availability of evacuation facilities varies village by village, coordination of evacuees among villages and understanding the evacuation condition are essential for village tract administrators.

Source: JICA Expert Team Source: JICA Expert Team Photo 2.5.3 Confirmation of evacuation Photo 2.5.4 Counting the number of route to VDPC members evacuees in the shelter (Hlwa Zar Village) (Hlwa Zar Village)

In the 2nd year, when the Project conducted the information transmission exercise in the Ayeyarwaddy Region, the JICA Expert Team provided village leaders with a template of a warning message. As a result, village leaders were confused when they received irregular calls from the village tract which conveyed the message from township to confirm the condition of the village level that was not in the scenario. Learning from the past experience, a Kyauk Phyu Township GAD officer in the Third Division, who makes a phone call to the village tract in case of emergency, participated in the evacuation drill by actually making a phone call at each stage. Involvement of the Township GAD enabled the village tract and village to conduct the drill as a more realistic situation and Township GAD could directly observe the response of the villagers who received the warning messages. In addition, mobile phone service to the entire village was cut off during the evacuation drill. Participants had to consider the methods of information transmission when the telephone line is unavailable in an actual situation.

As observers, eight villagers from Thea Chang and Pin Phyu Maw Villages participated in the drill. As for government officers, in addition to the above mentioned GAD officers, township disaster

management committee members such as RRD, DMH, Fire Brigade, Ministry of Social Welfare and MRCS, a total of sixteen people, observed the drill.

Source: JICA Expert Team Photo 2.5.5 Search and Rescue Activities

Evacuation drills in Than Kha Yae Village and Let Nyot Ngon Village were conducted at the same time as the information transmission exercise. In Than Kha Yae and Let Nyot Ngon village, more than half of the population in the villages participated in the drill. During the information transmission exercise, warning messages of the Red stage and Brown stage from DMH headquarters were simultaneously disseminated to village tracts by SSB and villagers took actions based on the information. During the drill, the villages received three kinds of information, which were from the township phone call, the result of a coordination meeting, and information from SSB. Even though some minor miscommunication was observed, the villagers could evacuate based on their designated roles.

On the day of the drill, an officer from RRD Nay Pyi Taw visited the village as an observer, 21 government officers from the Kyauk Phyu Township Disaster Management Committee, and six participants from the TOT workshop from other village tracts observed the evacuation drills in the two villages. Observers from the Township Disaster Management Committee advised villagers to make sure that children did not run during the evacuation, to evacuate with enough food for three or four days, and to prepare a list of evacuees for accurate head-counting.

After conducting the drill, the JICA Expert Team and VDPC members conducted an evaluation session of the drill in each pilot village. Each village finalized the DM plan based on the lessons learned from the evaluation session by updating the evacuation plan. (For the detailed comments from the participants, please refer to Annex c table AN 2.5.1)

2.5.4 Community Infrastructure Support Project

(1) Background and objectives

The result of the baseline survey conducted at the beginning of the Project indicated that most of the challenges about DRR in the pilot villages were about poor infrastructure, such as evacuation routes and shelter. Another issue for villagers to implement CBDRM was that villagers regarded

DRR activities as a burden and they could not be motivated to conduct extra activities except for livelihood improvement. In order to respond to these issues, the Project added the community infrastructure support project which is not included in RRD’s official curriculum. The community infrastructure project is designed to secure an evacuation route in the villages, to enhance the capacity to formulate village DM plans and to raise awareness that CBDRM can contribute to village development. The Project secured five million MMK for each village which is equivalent to the amount of development funds for the village tract provided by township.

(2) Content of the activities

1) Hlwa Zar Village

In Hlwa Zar Village, with the goal of executing a vulnerability analysis and development of an action plan, the villagers selected the priority project. Since Hlwa Zar Village is a terminal for passenger liners, reconstruction of the jetty at the entrance to the village was the most imminent and essential project for prior evacuation and transport of relief material. This project started in May 2014 with its cost estimation and reconstruction plan, and will be completed at the end of September, 2014. Construction management and accounting was initiated by the villagers under the instruction of the sub-contracting NGO. Part of the construction cost which exceeded 5,000,000 Kyat was subsidized by donations from the villagers.

Source: JICA Expert Team Source: JICA Expert Team Photo 2.5.6 Jetty in Hlwa Zar Village Photo 2.5.7 Jetty after reconstruction with collapsed shore

protection

2) Kwa Kwa Lay Village

A large number of villagers in Kwa Kwa Lay Village are engaged in agriculture, and they are mainly working in the paddy fields located in the northern part of the residential area during the rainy season starting from May. Residential areas and the paddy fields are separated by a small river and villagers built a simple bridge across the river as shown in the Photo below. School children from the adjacent village of Kwa Kwa Lay are using the bridge to go to school in Kwa Kwa Lay Village. Considering the fact that the water level raises during the rainy season, the fragile bridge endangers the safety of the farmers of the paddy fields and the school children. Therefore, it

was concluded that reconstruction of the bridge is urgent. For the above mentioned reasons, the villagers decided to construct a new concrete bridge in the same place and commenced its construction from September, 2014. The bridge was completed by the end of November, 2014. Like Hlwa Zar Village, the villagers of Kwa Kwa Lay subsidized part of the construction cost which exceeded 5,000,000 Kyat

Source: JICA Expert Team Source: JICA Expert Team Photo 2.5.8 A simple bridge connecting Photo 2.5.9 Bridge constructed by the paddy field to residential Project area

3) Shwe Kyun Thar Village

Residential areas of Shwe Kyun Thar Village are divided into four parts by small rivers and a decayed bridge connecting one residential area with an evacuation facility to another residential area without evacuation facilities, and even some part is connected by only one log, as shown in the Photo below. Villagers concluded that during the rainy season, this type of bridge is at risk of toppling into the river when it rains, and this is the priority to secure the evacuation route. During the construction villagers quarreled about the location of the bridge, which made the construction delayed. The project has been completed thanks to the proper intervention of the village tract administrator.

Source: JICA Expert Team Photo 2.5.10 Bridge selected as Photo 2.5.11 Bridge after completion target for reconstruction completion

4) Thea Tan Village

In Thea Tan and Kon Baung Villages, considering the result of the disaster vulnerability analysis which was conducted during the CBDRM workshop and through developing community action plans, the villagers selected the priority project. The residents of the two villages concluded that construction of the bridge, which is a part of the evacuation route to the shelter, was the most effective. The infrastructure project started a cost estimation and development of a reconstruction plan in June 2015 and the construction was completed in January 2016. Construction was delayed because of the flood in Rakhine State in July and August. Construction management and accounting management were initiated by the villagers under the instruction of a sub-contractor.

Source: JICA Expert Team Photo 2.5.12 Candidate Location to Construct a bridge (Left)：Completed bridge (Right)

5) Than Kha Yae Village

Than Kha Yae villagers discussed about the project for community infrastructure support project in the third CBDRM workshop. Among the possible projects such as an embankment and evacuation route to the hill, the villagers preferred to construct a clinic cum shelter in the village. It was challenging for the Expert Team who sub-contracted an NGO to make the villagers understand that it is technically impossible to construct a disaster-resilient building within the budget of 5 million MMK. Therefore, the Project dispatched an engineer through a sub-contracted NGO and the national staff explained that the villagers needed to select a project which prioritizes safety. As a result of the discussion, the villagers agreed to retrofit the monastery, which can accommodate all villagers. The design involved covering the first floor with concrete for use as a meeting room during normal times and strengthening the foundation as an evacuation facility in case of disaster. During the evacuation drill, villagers stored livelihood necessities such as agricultural equipment and fish nets, which should be protected from strong winds and storm surges in the retrofitted first floor, and villagers evacuated to the second floor.

Source: JICA Expert Team Photo 2.5.13 Monastery under Photo 2.5.14 Monastery after Retrofitting Construction

6) Let Nyot Ngon Village

Let Nyot Ngon Village discussed a community infrastructure project in the third CBDRM workshop. Similar to Than Kha Yae Village, the villagers insisted on constructing a shelter and retrofitting a zinc-roofed school to use as a shelter without understanding technical and budget constraints to construct a disaster-resilient structure within the budget of 5 million MMK. An engineer and national staff of the Project visited the villagers to investigate the technical and financial feasibility of the possible projects such as a water tank and purchase of a boat and the villagers agreed to construct a footpath to evacuate to the hill. Previously, the route to climb up the hill was rocky and steep so that it was dangerous for children and elderly persons to climb during the night or bad weather. Smoothing the steep hill and making cement stairs with a handrail enabled many villagers to evacuate easily. In the normal time, the villagers will utilize the footpath to collect firewood on the hill, so the footpath will be regularly used and maintained by the villagers.

During the evacuation drill, children and elderly persons who are not physically disabled could easily evacuate to the hill, and cattle also could climb up the hill because the steps were designed not to be steep. As was reported in the interview survey of the flood in 2015, which was conducted by the Project, a large number of villagers refused to evacuate because they were worried about the cattle and one person drowned while evacuating his cow. Securing an evacuation route considering the evacuation of cattle is a good practice to remove this mental barrier for the villagers to evacuate early.

Source: JICA Expert Team Photo 2.5.15 Site Before the Photo 2.5.16 Footpath Constructed by Villagers Construction of the Footpath

(3) Outcomes

Three pilot villages in the Ayeyarwaddy Region have been preparing the proposal for applying the development project to township GAD based on the action plan in the DM plan even after the completion of the Project. Since the village tract submits the proposal for applying village level development project to the township, involving the village tract with the CBDRM contributed to prepare more persuasive proposal by adding the DRR point of view to the proposal. Since one of the evaluation criteria of the proposals of development project funded by township are operation and maintenance system10, support of the operation and maintenance system by the CBDRM workshops contributed to obtain the development budget.

After the pilot activities, villagers in the Ayeyarwaddy Region submitted proposals to the townships and the following projects were approved by the townships as Rural Development Fund11. As of January 2017, the reservoirs of Hlwa Zar and Shwe Kyun Thar have already been completed. Notably, Hlwa Zar Village obtained an infrastructure project by development fund two years in a row. Villagers have incentives to continue DRR activities by benefiting from tangible development such as construction of clinics, reservoirs, and roads.

Table 2.5.14 List of infrastructure approved in Ayeyarwaddy Region 12

Village Infrastructure Hlwa Zar  Reservoir  Pavement of main street Kwa Kwa Lay  Clinic  Pavement of main street Shwe Kyun Thar  Reservoir Source: JICA Expert Team Source: JICA Expert Team Photo 2.5.17 Reservoir constructed by township funded project (Hlwa Zar Village)

10 Based on the lecture in the TOT workshop in Rakhine State by township administrator of Kyauk Phyu township in March 2015. 11 This Region/State budget is funded for small-scale infrastructure which contributes to poverty reduction in villages. 12 Based on the interview with Hlwa Zar village tract administrator

2.5.5 Developing Material related to CBDRM

(1) Background and objectives

1) Current conditions related with CBDRM material development

RRD provides disaster management training sessions in the Disaster Management Training Center (DMTC) in the Hinthada District, Ayeyarwaddy Region which was established in November 2015. As for the disaster management training for government officers, RRD upgraded the textbooks and presentation files of “Disaster Management Course” developed in 2013. The new program is called “Basic Disaster Management Course” which consists of an eleven days lecture. Myanmar Consortium for Capacity Development on Disaster Management (MCCDDM) which composes of eleven donor organizations13 led by UN Habitat provided technical support to develop the program. By utilizing these lecture materials, DMTC holds BDMC almost every other month.

The current targets of BDMC are not only government officers but also NGO, CSO and volunteers. Since BDMC is originally designed for government officers, only one CBDRM lecture and field work is included as CBDRM component. That is not designed for NGOs and volunteer staff who are actually implementing CBDRM.

In order to meet the needs of the above mentioned practitioners, RRD developed a course for government officers and NGO staff who can be the lecturers of the CBDRM with the technical assistance of UNDP. The course called “CBDRM-TOT Course” was developed and the first workshop was implemented in September 2016.

According to interview to UNDP, they are revising the CBDRM manual originally developed in 2008 for targeting drought in dry zones. Responding to these activities, the Director of Training Section, RRD HQ requested the Project Team to fit the CBDRM manual together with the material which UNDP is developing. The CBDRM manual includes the list of reference DMTC presentation materials so that government officers can provide lectures by utilizing the existing materials used in DMTC.

2) Objectives of developing the CBDRM manual

The CBDRM is designed to provide necessary information and methodology to implement the TOT workshop and the CBDRM workshop for townships and village tracts outside the pilot areas to conduct the same activities as the pilot activities as a part of implementation of the expansion plan.

13 MCCDDM is composed of ACTED, ADPC, American Red Cross (Myanmar Red Cross Society), SEEDS Asia, UNDP, UN-Habitat, Handicap International and HelpAge International, IOM, UNICEF, ASDA.

(2) Content of the activities

1) The CBDRM manual

Table of contents of the CBDRM manual developed by the Project is shown below. (For the detailed contents, please refer to the Annex, CBDRM Manual)

The structure of the manual is based on “Disaster Management Course”, RRD’s official material. In each item, the manual introduces the example of the pilot activities in Ayeyarwaddy Region and Rakhine State. The Appendix includes check lists to conduct workshops and evacuation drills, sample drill scenarios targeting cyclone disasters, and forms of information transmission and report of evacuation condition. In addition to the main contents, for the reference of township officers who do not have experience of holding the TOT workshop, the manual includes a DVD, presentation materials of the TOT workshop, movie files of CBDRM workshop implemented by villagers, and a movie of community evaluation drill as the appendix.

1. Basic Concept of CBDRM 1-1Key characteristics of Community-based Disaster Risk Management 1-2Rationale of applying CBDRM 1-3Key desired outcomes and outputs of any CBDRM process 2. Framework of CBDRM Program 2-1Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine State 2-2Framework of CBDRM Program 3. TOT Workshop 3-1Objectives of the TOT workshop 3-2Target of the TOT workshop 3-3Facilitators and Lecturers of the TOT workshop 3-4Agenda of the TOT workshop 4. CBDRM Workshop 4-1Objectives of the CBDRM workshop 4-2Target of the CBDRM workshop 4-3Facilitators and Lecturers of the CBDRM workshop 4-4Agenda of the CBDRM workshop 5. Good Practices of the Pilot activities 5-1Sustainable CBDRM activities 5-2Effectiveness of Observers 5-3Utilization of Methodology of Community Infrastructure 5-4Zin Phyu Gone Activities Source: JICA Expert Team Figure 2.5.3 Table of contents of the CBDRM manual

2) Educational material for villagers

Currently, RRD is updating the educational pamphlets of eight main disasters (cyclone, flood, earthquake, fire, landslide, drought, tsunami and lightning) which were developed soon after the onset of Cyclone Nargis. These updates are implemented with the assistance of MCCDDM and DRR WG which are the working group of donor agencies implementing DRR activities. As of December 2016, the pamphlets for cyclone, flood, earthquake and fire were completed and rest four are in the process of finalizing with the assistance of donor agencies.

Source: RRD Figure 2.5.4 Updated educational material for villagers for cyclones

In order to avoid duplication of above mentioned donor activities, and meet the target for understandable material for less-educated population, the Project developed a DVD of community evacuation drill and lectures in Zin Phyu Gone Village by Hlwa Zar VTDPB.

2.5.6 Implementation of Follow up Activities

In order to formulate a model of CBDRM activities in the expansion plan, the Project implemented follow up activities in the Ayeyarwaddy Region and Rakhine State in the third and fourth year. Below is the summary of the activities conducted in each Region/State.

(1) Activities in Ayeyarwaddy Region

1) Background and objectives

In the second year, the Project implemented the TOT workshop for three days and the CBDRM workshop five times in each of the three pilot villages. The JICA Expert Team confirmed that the program enabled villagers in the pilot villages to develop their community disaster management plan and to conduct proper evacuation actions based on the plan during the evacuation exercise. Moreover, in Hlwa Zar and Kwa Kwa Lay Villages, villagers are seeking outside funding such as GAD, government organizations and NGOs for their priority projects in their action plan described in the community disaster management plan. This verifies the effectiveness of developing a community disaster management plan to ensure the sustainability of the activities after the completion of the project.

While verifying the effectiveness, the program proposed by the Project which implement the TOT and the CBDRM workshops cannot be implemented by RRD with its limited budget or GAD without any budget for DRR activities14. The current condition that CBDRM activities are only implemented when donors exist is not desirable for the village level capacity enhancement

14 Interview with Labutta Township GAD

regarding disaster response. Therefore, the follow up activities in the Ayeyarwaddy Region are designed to develop a model based on the condition that the Myanmar side cannot secure the outside funding source for conducting CBDRM activities. The follow up activities will narrow down the activities to develop the capacity for “proper evacuation action”, and be implemented within the available budget of GAD.

2) Lessons learned from the activities in the Ayeyarwaddy Region

The project obtained the following findings throughout the activities in the second year. Based on these findings, the Project will conduct follow up activities and develop the expansion plan.

a) Important roles of the village tracts for evacuation activities and early warning dissemination

Through the activities in the second year, the JICA Expert Team observed that villagers in the small villages which do not have shelter voluntarily evacuate to adjacent villages since Labutta Township, the pilot area of the second year, is flat lowland so that villagers cannot find hilly areas to evacuate to during a storm surge. In May 2013 when Cyclone Mahasen approached, hundreds of villagers near Hlwa Zar Village evacuated to the shelter in Hlwa Zar Village and villagers in Hlwa Zar Village could not secure evacuation places for their own people 15 . Understanding the availability of evacuation facilities and the capacity in each village and the condition of evacuation of inter village evacuation enables the village tract to have a concrete number of deficiencies in evacuation facilities. This information is usable to prevent concentration of evacuees in a specific village and to develop a plan to construct appropriate size shelters in the future. In addition, the village tract is responsible to disseminate warning messages to all villages in the village tract. The role of the village tract is essential for disseminating correct messages to the village level.

b) Important roles of 100 household leaders and village administrators for early warning dissemination

In the Ayeyarwaddy Region, the village tract administrator or 100 household leaders in the case of a small village is the recipient of the warning message from the village tract. At the time of the information transmission exercise, 100 household leaders could not understand the meaning the message from the village tract and canceled the warning by mistake. Capacity enhancement of the 100 household leaders who are in the position to issue the information from the village tract is essential for villagers to take proper evacuation action without confusion.

c) Lecturers for the CBDRM workshop

When the Project conducted the TOT workshop, about twenty VTDPB members were invited to train as facilitators of the CBDRM workshop. Although a large number of members were trained, only a few members could provide lectures to the villagers during the workshop in Hlwa Zar Village. This condition is mainly because only a few villagers were relatively highly educated

15 Based on the interview with Hlwa Zar village tract

and used to speaking in front of the public as facilitators. As time passed, the number of facilitators increased because they were getting used to holding workshops in Kwa Kwa Lay and Shwe Kyun Thar Villages. In this sense, selecting a few high potential villagers and providing them with training will make it possible to train the facilitators gradually throughout the activities.

d) High motivation of VTDPB and culture for mutual assistance

Hlwa Zar Village Tract, selected as a pilot village tract, is highly motivated to conduct CBDRM activities. During the TOT workshop, they voluntarily studied the next day’s program at night, and voluntarily held an evaluation meeting the next day regarding the information transmission exercises in the three pilot villages. As for the equipment installed in the three villages by the Project, an educated villager in Hlwa Zar Village checked the equipment and explained its usage to the two other villages on his own initiative. Since VTDPB members also tried to invite adjacent villagers to the CBDRM workshop, it is probable that the knowledge will be gradually disseminated to other villages in the village tract.

3) Content of the activities

As a follow up for the Ayeyarwaddy Region, the Project is planning to conduct the following four activities. As mentioned in the previous part, since the budget of the township GAD and RRD is extremely limited, the activities are designed within the framework of their regular work to ensure the sustainability. The workshop a) which is targeted at the township officer is organized by the Project and b) and c) workshops will be implemented by the initiatives of the township and village tract and the JICA Expert Team will monitor the activities from time to time. In addition, in order to confirm the capacity of the VTDPB whether they are able to implement the activities by themselves, the Project implemented d) an evacuation drill.

a) Workshop targeting township officers

On March 5, 2015, a workshop to practice CBDRM activity targeting government officers from the township disaster management committee was conducted at Labutta Township. This workshop was intended to help government officers of the township disaster management committee who are responsible for disaster management education of residents to obtain knowledge regarding disaster management in general. Lecturers in the workshop were selected from government officers of RRD, DMH and GAD who were counterparts of the 2nd year Project activities.

In total, 23 officers from 21 government ministries participated in the workshop. In this workshop, the participants discussed the need for future activities for the disaster management committee because although a disaster management committee had been formed in Labutta Township, there was no mechanism to hold regular meetings. For the Workshop program, please refer to Annex c table AN 2.5.2.

b) Workshop for Village Tract Administrator

The township GAD has implemented regular meetings to convene all village tract administrators of the township twice a month. Due to the fact that the township GAD has a duty to provide DRR education to the residents, GAD conducted a lecture so that the officer of the fire department and RRD could become lecturers and urge caution during the monthly regular meetings before the cyclone season and dry season. In this Project, taking advantage of the opportunities presented by these regular monthly meetings, lectures were conducted for the village tract administrator to modify CBDRM activities so that it puts a focus on taking the appropriate evacuation action.. The themes of the workshops are as follows. For the Workshop program, please refer to Annex c table AN 2.5.3) c) Workshop for village leaders

At the village tract level, the village tract administrator conducted regular meetings to call village leaders for the purpose of sharing the information given out at the township-level meeting. The village tract administrator made an effort to present to the village leaders what the village tract administrator learned at the meeting described in section b) above. The village tract administrator taught the village leaders not only about what he learned from the township meeting, but also introduces DRR-related activities of each village after finishing the pilot activities. The village tract administrator also reported to the villagers about using the results of CBDRM activities and he informed them that he had submitted a proposal relating to infrastructure development to the regional government and told them the results, such as obtaining a budget for ponds, roads and improvement of the clinic.

Source: JICA Expert Team Photo 2.5.18 Workshop in Township d) Participation in an evacuation drill at the village level

As a wrap up of the follow-up activities, the Project conducted an evacuation drill in a village that was not a pilot village in the 2nd year at the same time as the information transmission exercise on 2nd of February 2016. Since one of the objectives of the information transmission exercise was to verify the effectiveness of SSB, one village from Hlwa Zar Village Tract was selected as a target village. After discussing with the village tract administrator of Hlwa Zar Village Tract, the

Project selected Zin Phyu Gone Village, which volunteered to be the target village. A cyclone shelter constructed under a JICA grant is located in the village and it is expected that the village will accept the evacuees from other villages which do not have enough places to evacuate. Therefore, it is reasonable to select Zin Phyu Gone Village as highly prioritized village among the villages in Hlwa Zar Village Tract.

In order to verify the effectiveness of the pilot activities, the JICA Expert Team and the sub-contracting NGO did not interfere in the course development and instruction to villagers in Zin Phyu Gone Village, and only incurred the direct cost of the activities. Material and equipment in the workshop were selected based on the availability within the village. Hlwa Zar VTDPB members created handwritten materials and villagers in Zin Phyu Gone took notes without using printed out materials. Even though two villagers from Zin Phyu Gone Village participated in the TOT workshop, they were not used to speaking in front of villagers or being lecturers. Therefore, three persons from Hlwa Zar VTDPB became lecturers and provided a three-day training session. For the drill program in Zin Phyu Gone, please refer to Annex c table AN 2.5.4)

Forty-nine villagers from Zin Phyu Gone Village who were the candidates of VDPC member of the village participated in the three-day workshop. Hlwa Zar VTDPB members provided understandable lectures such as vulnerability analysis, community resource analysis and stakeholder analysis by introducing the experience of other villages. They have been providing lectures to villagers in Hlwa Zar Village Tract and the Labutta Township officer during follow-up activities, so they have the capacity to provide training without the technical assistance of the JICA Expert Team or the sub-contracted NGO. However, villagers and VTDPB members commented it is necessary to compensate their income during the training since they are poor casual laborers such as farmers and fishers.

The day before the drill, Zin Phyu Gone Village reestablished the existing VDPC with the participants of the training and Hlwa Zar VTDPB members provided training about the roles and responsibilities of each group. In addition, an officer of Department of Health who is assigned in Hlwa Zar Village Tract provided lectures about first aid, and one of the VTDPB members provided lectures about fire disaster as requested by the villagers.

On the day of the drill, there were mistakes in the communication route in Ayeyarwaddy Region, which were previously confirmed, and the Yellow code and Orange code were not transmitted to the Zin Phyu Gone Village. Yet, the village tract played the role of the township and disseminated the message to the village, and villagers confirmed their actions according to each color code. Approximately 100 villagers evacuated to the shelter and confirmed evacuation action. In this drill, there was confusion regarding the information transmission by SSB to the township level as well as the communication from township to village tract. As a result of this confusion, it took more than an hour to receive the message of Green code. (For the detailed comments from the participants, please refer to Annex c table AN 2.5.5.)

4) Outcomes

Based on the report from the sub-contracted NGO who monitored the follow-up activities, the workshop for village tract administrator by township did not motivate village tract administrators. Some village tract administrators did not listen to the lectures seriously and wanted to go home. Meanwhile, township GAD, implementer of the workshop had difficulty in conducting voluntary workshops because of their overload. In addition, after the regular meeting for village tract administrator, village tract administrators are responsible to hold a meeting with village leaders to inform the contents of the regular meeting. However, it turned out that many village tract administrators did not convene the village leaders but made a phone call to brief the contents. Because making a brief phone call cannot effectively instruct the contents of DRR education, it cannot be expected to educate the villagers as assumed at the beginning.

Throughout the activities in Zin Phyu Gone Village, it was confirmed that VTDPB could design and provide the lectures by themselves and the total cost of the workshop organized by VTDPB was half compared to that of pilot activity which outsourced lecturers. It was also confirmed training VTDPB was effective to cover many villages with low cost.

(2) Activities in Rakhine State

1) Background and objective

In the third year, the Project selected a disaster-prone pilot village tract in an island area, and implemented the pilot activities. During the evaluation session of the community evacuation drill which was a wrap up of the pilot activities in the third year, the Kyauk Phyu District and Township administrator pointed out the difference of characteristics such as educational level of villagers and solidarity of the community within Kyauk Phyu Township. Both of them analyzed that the location of the village, either the isolated island or mainland of Kyauk Phyu Township, affects the difference.

Therefore, the Project implemented follow-up activities in order to improve the contents of the CBDRM manual and the expansion plan.

2) Contents of the activities

Referring to their feedback, the Project selected a pilot village tract to conduct follow up activities for the following criteria:

 Village tract which is pointed out as disaster-prone village tract in the Kyauk Phyu Township Disaster Management Plan  Village tract which Kyauk Phyu Township GAD recognizes as disaster-prone village tract  Village tract which participated in the TOT workshop in the third year  Village tract whose administrator shows strong interest for participation of the CBDRM workshop

Among the three village tracts which fulfill the above-mentioned criteria, Min Bin Village Tract, Zin Chaung Village Tract, and Kin Myauk Village Tract, the Project selected Kin Myauk Village Tract. The reason for the selection is the distance from Kyauk Phyu Township. Kin Myauk Village Tract is the furthest village tract from Kyauk Phyu Township among the three village tracts, which means the assistance of the township is the least reachable in case of disaster.

The overview of the Kin Myauk Village Tract is as shown in the table below.

Table 2.5.15 Kin Myauk Village Tract member village16

No Name of the village Population Tribe 1 Kin Myauk 228 Rakhine 2 Kin Pin Lal Nar 480 Rakhine 3 Kin Lonal Choung 297 Rakhine 4 Kin Aung Zay Ya 265 Rakhine 5 Kin Kon Baung 61 Rakhine Source : JICA Expert Team

Kin Myauk village tract

Source: JICA Expert Team Figure 2.5.5 Location of Kin Myauk Village Tract

a) The first and second CBDRM follow up workshop

The first and second CBDRM follow up workshop was held at the monastery of Kin Myauk Village on the 6th and 7th of July, 2016. 68 participants composed of villagers in the Kin Myauk Village and four member villagers of the Kin Myauk Village Tract. When the Expert Team visited Kin Myauk Village Tract in May 2016, the village tract administrator requested the Expert Team to support of implementation of the workshop because it took a year after the TOT workshop and VTDPB activity was stagnated due to the change of village tract administrator. For the program, please refer to Annex c table AN 2.5.6.

In the workshop, lecturers who participated in the CBDRM shop last year gave lectures based on their experiences. This contributes to deepen the understanding of participants. Participants actively raised questions and participated in the group discussions. When the Project conducted

16 In the project progress report of the second year, the number of the villages was reported as seven. When the subcontractor interviewed with village tract administrator, the number of village became five due to the merger of villages.

the CBDRM workshop in Thea Tan Village last year, the Project and the subcontractor had difficulty in involving the villagers to participate in the workshop and VTDPB did not support the activities of the Project. On the contrary, the villages in Kin Myauk Village showed strong interest and motivation on the activities such as assisting the site management and lectures. b) The third CBDRM follow up workshop

The third CBDRM follow up workshop was held on 14th of August, 2016. 62 villagers, mainly the participants of previous workshop, participated in the workshop. In order to improve the stagnation of VTDMC which was pointed out in the last activities, the new VTDPB was formed mainly consisting of the participants of the third workshop.

In addition, the Fire Department and the MRCS in Kyauk Phyu Township provided practical training on search and rescue (SAR) and first aid. During the SAR training, officers from Fire Department demonstrated the rescue activities of the injured person from the debris by utilizing locally available materials such as rope, steel pipes and blankets. They also provided a demonstration on how to use fire extinguishers.

During the first aid training, the MRCS staff demonstrated how to treat bone fracture, cut, sterilization and suffocation, and instructed the participants. c) The fourth CBDRM follow up workshop

The fourth workshop was conducted on 11th of December 2016 in order to prepare for the community evacuation drill. Sixty VDPC members participated and confirmed the roles and responsibilities by groups such as early warning and first aid and the lecturers gave explanation on the scenario of the drill. Learning from the experience in Thea Tan Village Tract in the third year, villagers were divided into the groups by color such as red, blue, and black considering the educational level of the villagers and wore the color of the cloth of their groups.

Since the area of Kin Myauk Village is large, and residential areas are scattered and surrounded by forest, it took time to consider the information transmission system, such as rising flags, for information transmission within the village. Moreover, the house of the village tract administrator and monastery which was designated as the evacuation place were far apart, VDPC confirmed the system to share the information repeatedly. d) The fifth CBDRM follow up workshop

On 13th of December 2016, as a part of the information transmission exercise in the fourth year, the Project conducted the community evacuation drill in Kin Myauk Village. Sixty VDPC members and 102 villagers participated in the drill. The comments from the VDPC during the evaluation session held after the drill are shown in Annex c table AN 2.5.8

As observers, RRD, GAD, Fire Department, Agriculture Department, Immigration Department, Irrigation Department, and villagers from Kha Lan Tal Village and Zin Chaung Village

participated in the drill. After the drill, leaders of VDPC, observers, and GAD held the joint evaluation session and participants confirmed the issues at each level and condition of the evacuation drill in the village. (For the detailed comments from the participants, please refer to Annex c table AN 2.5.8)

3) Workshop for promoting CBDRM for township officers

The Project discussed with Kyauk Phyu Township GAD about the implementation of the workshop on 7th of December, 2016 such as the expected participants and program of the workshop. Both parties agreed to implement the workshop in the program below. For the participants, the Township GAD suggested inviting NGOs and CSOs based in Kyauk Phyu in addition to TDMC, and decided to invite them.

During the discussion among participants, a participant commented that knowledge of CBDRM is important and it should be added to awareness raising programs to villagers which CSOs and NGOs implement. Another participant commented that local government should list up and manage the ex-trainees who can be the facilitators of the CBDRM and share it with implementing NGOs when donors have the budget.

As feedback of the lecture, information about casualty, injury and evacuees are accessible during the disaster, but information about the cause of death, injury, food and water deficiency which can be lessons learned in the future are not accessible. Therefore, several participants commented that the lecture about the result of the flood damage survey was useful, and commented that the record of the lessons learned should be shared with related agencies as a part of disaster record.

(3) Outcomes

The village leaders of Kin Myauk Village were highly motivated with the participation of follow up activities because they had awareness of DRR through the participation of the TOT workshop. During the workshops, villagers also actively participated in the activities. It is probable that the model which is proposed by the Project works effectively in the villages located in the main islands because the villages within the same village tract actively communicate with each other compared to Thea Tan Village Tract.

It was observed that motivation of the village tract administrator varies by village tract. For example, inactive participation of the workshop was a serious issue in Thea Tan village tract, and leaders from Thea Chang village tract which is also disaster prone did not share the outcome of the TOT workshop with villagers. There were also a few village tract administrators who declined the offer from township GAD to be the observers of the evacuation drill. In order to implement effective activities within limited budget, it is indispensable to confirm the active intention of the village tract to participate in the CBDRM activity.

2.5.7 Issues, Initiatives and Lessons Learned

(1) Issues

1) Securing the budget to continue the CBDRM activities

In order to continue the CBDRM activities, the budget to train human resources to implement the CBDRM and to implement the TOT workshop and the CBDRM workshop is necessary. RRD HQs and State/Region offices have budget as shown in Table 2.5.16. A large portion of the item called “Allocation” which includes the budget for human resource development is allocated to disaster relief activities and donation, so sufficient budget for human resource development is the challenge for RRD. In addition, the item called “Development Budget” which includes the national level CBDRM promotion projects and activity cost for the DMTC is approximately 145 million JPY at national level and the Development Budget allocated to local level is much less than that of national level. Currently, RRD depends on donors’ fund to implement national level activities. RRD requests financial support to development partners who are the member of the DRR WG when conducting the drill for the IDDR and necessary cost for implementing DRR Youth Volunteer17. GAD township does not have a budget line for DRR, and the disbursement of the cost of disaster response is on a reimbursement basis18, so it is difficult to expand DRR activities by their own budget.

In the RRD’s Five year action plan, RRD plans to implement 12 times of DMTC courses, 35 times of community awareness activities, and 15 times of evacuation drill, but no further information is available such as region. Crystallization of the action plan, prioritization of the CBDRM implementation in each State/Region, is an issue to assure the budget including the assistance from donors. Table 2.5.16 RRD’s budget for human resource and development project (2016-2017)19 (Unit: million JPY) Allocation (inculing HRD) Development Project Total HQ’s budget 185.74 144.92 330.66 Ayeyarwaddy Reion 20.39 27.87 48.26 Rakhine State 7.16 0 7.16 Source:RRD Budget Section

2) Secure human resource to implement the TOT workshop and the CBDRM workshop

When the Project implemented the TOT workshop, GAD Labutta Township pointed out that local government cannot secure enough personnel who can be the lecturers of “6 Steps of CBDRM ”, participatory methodology which is applied in RRD’s official textbook. On the other hand, DMTC

17 RRD initiated the Program as a part of MAPDRR to train the volunteer to implement the CBDRM activities and conducted workshops all over Myanmar to form“DRR Youth Volunteer Team”. 18 Based on the interview with GAD township administrator of Labutta Township 19 Exchange rate applied in the report is JICA rate in February 2017 (1MMK=0.008576JPY)

implemented the lecture called CBDRM-TOT and trainees can be the lecturers, and township-based CSOs and NGOs who have extensive skills to implement community participatory workshops recognize the importance of the CBDRM and showed an interest to involve the activities. Therefore, it is essential that RRD HQs, DMTC former trainees at township level, and CSOs and NGOs working at township level coordinate each other to implement the TOT workshops outside of the pilot areas.

During the follow up activities in the fourth year, it was effective that VTDPB members from Thea Tan Village Tract who participated in the TOT workshop and the CBDRM workshop as lecturers instructed villagers in Kin Myauk Village. Participation of the trainees of the TOT workshop and former lectures of the CBDRM workshop at the village level deepened the understanding of the villagers in Kin Myauk Village.

Currently, various aid agencies are implementing CBDRM activities and report the results of the workshops to RRD and GAD, but they are not actively stockpiling the DRR personnel trained by the CBDRM activities. It is cost effective for local governments to utilize well-trained local personnel under a limited budget. For the former trainees, they can improve the skill as the lecturers by regularly doing lectures in other villages. It is desirable that either RRD or GAD which implements DRR education register DRR trainers and effectively utilize them in the future.

3) Activities in less educated areas

Pilot areas in Ayeyarwaddy Region and Rakhine Stat are poor areas in Myanmar and residents are less educated. In this sense, it is essential to instruct villagers about DM planning and evacuation drill considering the educational level of the villagers.

The shelter in Hlwa Zar Village was constructed as a primary school and was not designed to accommodate the entire population of the village. The capacity of the shelter is estimated at most 400 ~ 500 people20. Therefore, the JICA Expert Team and the sub-contracting NGO pointed out the necessity to consider evacuation facilities other than this shelter and create an evacuation plan in the second CBDRM workshop for those who will not fit in the shelter. However, the villagers and VDPC members think “We are all right because we have a shelter”, and do not think about the capacity of the shelter and insist that 1,400 persons can be accommodated in the shelter. They did not admit the deficiency of capacity of the shelter until conducting the evacuation drill and did not think of countermeasures.

Although villagers in Shwe Kyun Thar Village recognized that their evacuation facilities were not adequate to accommodate all the villagers, they just acknowledged the deficiency but could not seize the concrete conditions such as which residential areas need evacuation facilities for how many people. Therefore, the JICA Expert Team pointed out the necessity to figure out the exact

20 Labutta Township DM Plan estimated the capacity as 350 people

capacity of evacuation facilities and to update the evacuation plan before and after the evacuation exercise.

During the third CBDRM workshop, villagers selected rebuilding the jetty as the priority project, but the reasoning of the selection was “it is useful”, and “it is necessary” and did not provide the answers for why the village selected the jetty rather than to reconstruct fragile bridges or roads. In order to obtain the financial and technical assistance from a donor or GAD, training for logical reasoning will be essential for future sustainability of the development of the village as well as CBDRM activities. During the evacuation drill, the villagers had trouble with head-counting at maximum 200 evacuees and took 30 minutes to one hour to finish counting the evacuees.

In Than Kha Yae and Let Nyot Ngon village, only a few villagers can read and write and had trouble with filling the form of information transmission and the evacuation form. In this case, sub-contracted NGO assisted the villagers to fill out these forms.

Considering the expansion to outside of the pilot areas, inputs of outside resources should be investigated depending on the level of education of the villagers.

4) Villagers’ low level of ownership and dependency on outside resources

Since none of the three pilot villages have sufficient resources for conducting CBDRM and most of them are poor, CBDRM activities are designed to utilize existing material in the villages to prepare for a disaster.

For example, the workshop covered the lessons learned from a survivor of Cyclone Nargis about how to endure the storm surge such as hanging on to a water tank. During the training, lecturers demonstrated buoys and mock-life jackets made from plastic water tanks and pet bottles, and taught them how to make stretchers with wood sticks and blankets which are all available in the village. However, during the evaluation session of the drill, several villagers commented that they need life jackets and stretchers.

During the emergency relief period after Cyclone Nargis, donors distributed large quantities of relief materials to affected areas. Therefore, villagers do not tend to think of utilizing their existing resources and are just planning on asking outside agencies to give them materials, and this deprives the villagers of independence. Villagers are not proactively utilizing the existing resources but rather are expecting that donors will provide them some day.

When conducting a community infrastructure project, VDPC in Shwe Kyun Thar Village and Thea Tan Village did not have ownership of the project. Due to lacking in leadership of the village leaders and inharmonic relation among villagers, the village leaders did not invite all of the stakeholders in the village and let the subcontractor (NGO) estimate the cost and decide the location of installation without involving villagers during planning and construction. As a result, a group of villagers objected to the construction shortly before the implementation and ended up

delaying the completion. It is necessary to emphasize the importance of developing the action plan through CBDRM activities by involving all stakeholders as main actors of the CBDRM activities.

(2) Lessons learned

1) Difference between Ayeyarwaddy Region and Rakhine State

Throughout the implementation of the pilot activities, the Project found that the two pilot State/Regions, Ayeyarwaddy Region and Rakhine State have significantly different characteristics. The following difference should be considered when conducting the CBDRM activities.

a) Awareness of villagers about disaster and motivation of DRR activities

The administrator of Kyauk Phyu Township GAD who was recently transferred from Pyapon Township in Ayeyarwaddy Region pointed out the low awareness of disaster risk in Rakhine State. He commented that when a cyclone approached, many villagers did not follow the evacuation order from GAD and he showed concern as administrator. Considering the cases of the four pilot villages, villagers from Than Kha Yae Village, which experiences approximately one meter of inundation during the rainy season and high tide, have high awareness about DRR, and showed their motivations to participate in the CBDRM activity. On the other hand, there was a tendency that Thea Tan villagers and Kon Baung villagers did not actively participate in the workshops because of their busy schedules.

b) Capacity of village tract as an administrative organization

During the activities in the Ayeyarwaddy Region, the administrator of Hlwa Zar Village Tract recognized the roles and responsibilities as the supervisor of the village tract in case of emergency such as transmission of the warning messages, instruction regarding the assistance of the evacuees from other villages, and receipt of the injured persons in the village clinic. He provided assistance to Kwa Kwa Lay and Shwe Kyun Thar Villages for implementing the workshop such as to intermediate the trouble within villages.

On the other hand, in Rakhine State, leadership of the village tract was not functioning like Ayeyarwaddy Region, so the villagers did not actively participated in the workshop. The villagers in Thea Tan village also did not actively support the villagers in the same village tract. It is probable that the difference of the outcome derives the organizational capacity of the village tract.

Thea Tan Village Tract was formed many years after the development of the four older communities. Therefore, those four villages are independent communities and do not cooperate with each other as a village tract so often. Unlike Hlwa Zar Village, Thea Tan Village does not have a clinic, middle school, or boat dock which forces the other villagers to travel back and forth. In this sense, Thea Tan Village does not have the characteristics of a hub of the village tract. Because of these characteristics, many villagers from Kon Baung Village did not know of the

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existence of the administrative line, which conveys the early warning messages, and could not understand the reason to support the village tract. The JICA Expert Team and subcontractor took a long time to explain the importance of communication through the administrative line in case of disaster to make the villagers understand. Villagers in the pilot villages in Rakhine State do not have a sense of belonging to the village tract, their administrative unit.

The difference highly affects the outcome of the TOT workshop and the CBDRM workshop, so it is necessary to adjust the term of the TOT workshop to respond the capacity development in Rakhine State.

c) Antipathy toward UN organizations and INGOs

Several branch offices of INGO and UN organizations in Sittwe, the capital city of Rakhine State, were attacked by citizens in March 2014. One of the triggers of the attack derived from the religious conflict among citizens related to the activities of international NGOs and the improper behavior of foreign NGO staff toward Buddhists. The backlash against international donors continues because of the response of international organizations about the attack of the police arsenal by Islamic residents. Considering the villagers who have antipathy toward INGOs and International Organizations, lecturers were selected from Myanmar government officers and local NGO officers.

2) Village tract’s intention to participate in the CBDRM activities when selecting a pilot village tract

The Project set availability of shelter, disaster risk and ethnic groups as selection criteria to select a pilot village tract in Ayeyarwaddy Region and Rakhine State. Although the villagers in Hlwa Zar Village Tract, Ayeyarwaddy Region actively participated in the CBDRM activities, Thea Tan Village Tract was not active to participate in the CBDRM activities and does not continue the activities after the pilot project period. In Rakhine State, even though a village tract is recommended as a disaster prone village tract, there is a case that the village tract administrator rejected to participate in the evacuation drill as an observer. If a village tract does not have motivation, it is difficult to expect the commitment toward the activities. Therefore, it is desirable to include motivation of the village tract administrator as one of the selection criteria of pilot village tract.

(3) Distinctive approaches

1) Assuring the divert participants of the CBDRM activities

a) Participation of women in the TOT workshop

Originally, participants of the TOT workshop were selected mainly from VTDPB and several women who are members of the health and first aid committee were invited. Since the workshop continued for three days, and participants had to stay in Labutta Township three days in a row,

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family members of these women did not allow them to be away for three days, instead expecting them to take care of house chores. Therefore, no women could participate in the workshop. Women themselves are vulnerable to disaster and because they take care of the elderly people and children in the village, they play important roles for developing evacuation plans. Therefore, permitting short-term participation should be necessary in consideration of the position of the women in the villages.

b) Holding workshops on weekends

The Project implemented the CBDRM workshops several times during the weekend in the pilot villages in the Ayeyarwaddy Region and Rakhine State. Holding workshops on Saturday or Sunday enables villagers to utilize the school cum shelter in Hlwa Zar Village and Kwa Kwa Lay Village and to involve school teachers as active members of CBDRM activities. Since most of the villagers in the three pilot villages are farmers or fishermen holding workshops on Saturday or Sunday does not affect the number of participants as much compared to urban areas.

The majority of villagers in the three pilot villages are only primary school graduates. It is observed that villagers have trouble with writing complex phrases and counting the number of evacuees, which is seemingly a simple calculation but they take a longer time than expected. Therefore, school teachers with university degrees are suitable persons to be in charge of documentation and counting for efficient implementation of CBDRM activities.

In addition, government officers in the Labutta district and township, especially GAD, are busy during weekdays, so observing the workshops in the villages located two or three hours away by boat is difficult for most of the officers. However, if the workshop is held on Saturday, officers like GAD can attend the workshops. In the Project GAD Labutta and Kyauk Phyu district and township visited the pilot villages to observe the workshops with a large number of disaster related organizations. This is a good opportunity for disaster management related officers at the township level to understand the activities of the Project. Labutta and Kyauk Phyu district GAD showed their intention to cooperate with follow up activities of CBDRM as the head of the district disaster management committee.

2) Motivation for villagers participating in CBDRM

Participants from the TOT workshop commented that village leaders are generally aware of the importance of DRR activities, learning from the experience of Cyclone Nargis, but they are having difficulty to share the importance of DRR activities with other villagers and to motivate them to participate in the activities. Reflecting the comment, CBDRM material should focus on the fact that CBDRM includes a village development component. For example, securing a water source during the disaster and retrofitting of dangerous points such as a broken bridge during the disaster are beneficial for all villagers as well as from the DRR point of view.

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3) Strengthen the capacity of Township GAD as a main organizer of the TOT workshop

Labutta Township, a pilot township of this project, has 61 village tracts and 520 villages. Labutta Township GAD does not have a disaster management related section and technical staff do not have the capacity or budget to implement CBDRM activities in many villages. In the second year, the Project invited the township administrator of Labutta GAD to the training program in Japan to have a better understanding of DRR. In addition, the JICA Expert Team visited the GAD office before conducting the workshop to report the activities. The township administrator of GAD township is cooperative regarding the Project and visited all three pilot villages and the workshop held on the weekend with other township disaster preparedness body members to introduce the activities. In the third year, the Project held a workshop for township officers to enhance the capacity to conduct training sessions for CBDRM to strengthen their capacity to organize the DRR educational program.

4) Active participation of CP to CBDRM activities

Since Myanmar does not have sufficient budget for DRR activities, young counterpart officers at the regional level have limited opportunities to participate in CBDRM activities and evacuation exercises in the field. Therefore, the Project tried to include RRD, DMH and GAD officers in the same vehicle and boat that the JICA Expert Team was using when conducting CBDRM workshops. In the second year, more than ten officers from the national government, Ayeyarwaddy Region, Labutta District and Labutta Township actually visited pilot villages to observe the CBDRM workshops and the community evacuation exercise. In the third year, Kyauk Phyu district and township administrators are highly motivated to implement CBDRM activities, so GAD dispatched fifteen district and township officers to the fourth workshop and the evacuation drill at the pilot villages.

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2.6 Activities related to Output 4

“The expansion plan to other regions, which include lessons learned through activities under Output-1 to Output-3, is prepared.”

(24) Summarize and compile a model of the information distribution system through the administrative line into the expansion plan for other areas (25) Summarize and compile a model of the information distribution system at the township/village level (26) Compile the early warning model and reflect it in the expansion plan for other areas (27) Summarize and compile lessons learned regarding CBDRM activities into the expansion plan for other areas (28) Finalize the expansion plans to other regions

The relation between the above work items and section numbers of this report is shown below.

Table 2.6.1 Relation between work items and section numbers of the report

Work Items Section Numbers of this Report (24) 2.3.4 Dissemination and Communication 2.6.1 Summary of Activities and Outcomes 2.6.2 Preparation of Expansion Plan (25) 2.3.4 Dissemination and Communication 2.5.5 Preparation of CBDRM Manual 2.5.6 Implementation of Follow up Activities 2.6.1 Summary of Activities and Outcomes 2.6.2 Preparation of Expansion Plan (26) 2.4.3 Early Warning Manual 2.6.1 Summary of Expansion Plan 2.6.2 Preparation of Expansion Plan (27) 2.5.5 Preparation of CBDRM Manual 2.5.6 Implementation of Follow up Activities 2.6.1 Summary of Activities and Outcomes 2.6.2 Preparation of Expansion Plan (28) 2.6.1 Summary of Activities and Outcomes 2.6.2 Preparation of Expansion Plan Source: JICA Expert Team

2.6.1 Overview of Activities and Outcomes

(1) Summary

The project purpose is “The improved model of end-to-end early warning systems for natural disaster with an expansion plan is set up in pilot areas”, and the overall goal is “End-to-end early warning systems for natural disaster are expanded to coast line areas, especially in the Ayeyarwaddy Region and Rakhine State, based on the expansion plan”. By the activities for Output 4, the model of early warning system was established and the expansion plan was prepared to disseminate the established model to other areas in the Ayeyarwaddy Region and Rakhine State based on the experiences of pilot activities for Output 1, Output 2 and Output 3.

It was noted that the contents of expansion plan and their necessary budget should be balanced to the capacity of the Myanmar side, since the plan would be implemented by the Myanmar side.

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(2) Outcomes

The expansion plans were prepared for the Ayeyarwaddy Region and Rakhine State (For the details, please refer to the annex). Three kinds of model activities such as the installation of information dissemination equipment, human resources development activity, and community based disaster risk management activity were described, and the five years plan to cover whole townships in the Ayeyarwaddy Region and Rakhine State and their necessary budget were described in the expansion plan.

Although the budget allocation was not confirmed, the social welfare ministers in Ayeyarwaddy Regional Government and Rakhine State Government agreed the contents of expansion plan and the JCC members also agreed the contents of expansion plan in the final JCC held in January 2017.

30 additional SSB radio equipment units were purchased by RRD during the project period, and three of them were installed in the RRD local offices in the Ayeyarwaddy Region. It can be said that a part of expansion plan was implemented, since the installation of SSB radio equipment is described in the expansion plan.

2.6.2 Preparation of Expansion Plan

(1) Background and Objective

The project purpose is “The improved model of end-to-end early warning systems for natural disasters with an expansion plan set up in pilot areas”, and the overall goal is “End-to-end early warning systems for natural disaster are expanded to coastline areas, especially in the Ayeyarwaddy Region and Rakhine State, based on the expansion plan”.

Activities for Output 1, Output 2 and Output 3 were implemented at Pathein, Labutta District, Labutta Township, Hlwa Zar Village Tract and three villages in the Ayeyarwaddy Region, and at Sittwe, Kyauk Phyu District, Kyauk Phyu Township, Thea Tan Village Tract and four villages in Rakhine State. By the activities for Output 4, the model of early warning system was established and the expansion plan was prepared to disseminate the established model to other areas in the Ayeyarwaddy Region and Rakhine State based on the experiences of pilot activities for Output 1, Output 2 and Output 3.

The contents of the expansion plan and their necessary budget should be balanced to the capacity of the Myanmar side, since the plan should be implemented by the Myanmar side and the overall plan is required to be achieved after a few years.

Major issues in preparation of expansion plan are as follows:

 Expansion plan will be approved and implemented by the Government of Myanmar, such as RRD in the Ministry of Social Welfare, Relief and Resettlement and region or state government. The JICA Expert Team will support the preparation draft expansion plans, working with RRD and other stakeholders.

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 The cost of an expansion plan will be minimized for sustainable implementation by the initiative of the Government of Myanmar.  The expansion plan will be implemented by the combination of the initiatives of local governments and support from the union government. JICA Expert Team will discuss with local governments and the union government closely.

(2) Contents of Activity

1) Discussion for Preparation of Expansion Plan

The JICA Expert Team started the discussion on the policy to prepare the expansion plan in the third year of project, and the expansion plan for the Ayeyarwaddy Region was drafted at the end of the third year of project. The draft expansion plan for the Ayeyarwaddy Region was revised and the expansion plan for Rakhine State was prepared in the fourth year of the project. The discussions with local governments was repeatedly conducted, since the local governments would take the lead to implement the expansion plan. In order to discuss and solve the budget issues, the JICA Expert Team discussed with both the union government and local governments through confirming the budgeting systems and annual budget, etc.

Table 2.6.2 Discussion for Expansion Planning

Date Place Contents July 2016 Nay Pyi Taw  Image of expansion plan and process for planning and approval  Confirmation of budget of union government (RRD and DMH) Ayeyarwaddy  Image of expansion plan and process for planning and approval Region  Confirmation of the budget of the Ayeyarwaddy Regional Government October 2016 – Nay Pyi Taw  Draft of expansion plan February 2017  Implementation and budgeting of expansion plan Ayeyarwaddy  Draft of expansion plan Region  Implementation and budgeting of expansion plan July 2016 – August Nay Pyi Taw  Finalization of expansion plan 2016  Implementation and budgeting of expansion plan  Confirmation of contents of 100 days plan Ayeyarwaddy  Finalization of expansion plan Region  Implementation and budgeting of expansion plan Rakhine State  Image of expansion plan and process for planning and approval  Confirmation of the budget of the Rakhine State Government  Implementation and budgeting of expansion plan October 2016 – Nay Pyi Taw,  Finalization of expansion plan December 2016 Ayeyarwaddy  Implementation and budgeting of expansion plan Region, Rakhine State December 2016 – Nay Pyi Taw,  Contents of the expansion plan were agreed at PIC meetings in the January 2017 Ayeyarwaddy Ayeyarwaddy Region and Rakhine State. Region and Rakhine  Contents of expansion plan was agreed at JCC meeting in Nay Pyi State Taw Source: JICA Expert Team

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RRD said that the budget could not be allocated only for the Ayeyarwaddy Region and Rakhine State, since the budget of RRD was very much limited and the budget had to be allocated for the whole country. The local governments said that it was also difficult for them to secure the budget and it was necessary to get approval at a cabinet meeting, since there was no item for DRR in the present budget of the local government. Although the implementation of the expansion plan and securing the budget were discussed in the PIC meetings held in December 2016, and in the JCC meeting and the final seminar held in January 2017, the budget for the expansion plan was not secured.

However, the contents of expansion plan were agreed in the PIC meeting of the Ayeyarwaddy Region held in 12 December 2016 and in the PIC meeting of Rakhine State held in 13 December 2016, and in the final JCC meeting held in Nay Pyi Taw in 24 January 2017.

2) Contents and Effects of Expansion Plan

The basic concept of the expansion plan is as follows:

 The expansion plan is a five year plan to cover all districts and townships in the Ayeyarwaddy Region and Rakhine State for five years.  One district is selected every year to conduct activities.  The expansion plan consists of three model activities such as the installation of communication equipment, implementation of HRD activity, and implementation of CBDRM activity.

The three model activities are explained as shown below. These activities can be conducted by government officers by utilizing the experience of pilot activities and prepared manuals and guidelines.

a) Installation of Communication Equipment

In the pilot activity, a SSB radio system, satellite communication system, IP telephones etc., were installed in the government offices. The telephones with reinforced antenna, loud speakers and handy speakers were also installed in the pilot villages. The communication equipment which should be included in the expansion plan were discussed by considering the operation and maintenance conditions, and the effects during the exercises and actual disasters.

The model activity is defined as the installation of SSB radio equipment at all RRD and GAD offices at the district level and township level in the Ayeyarwaddy Region and Rakhine State, and the installation of telephones with reinforced antenna, loud speakers and handy speakers in the villages. SSB radio equipment will not be installed at the village tract level from the points of budget, priority and operation and maintenance. The early warning manual will be utilized for the information transmission route and the communication equipment to be used.

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b) Implementation of HRD Activity

The model activity of HRD activity is defined that the HRD program, of which the effect and feasibility was confirmed by the follow up activity for Output 2, is implemented at the regional/state level, district level and township level. The information transmission exercise is conducted targeting the areas where the HRD program is implemented. The pre-meeting to share the objectives and rules before the exercise and the evaluation meeting after the exercise are also conducted. The importance of these meetings is recognized in the activity for Output 2. c) Implementation of CBDRM Activity

Based on the result of the follow up activities, the model activity of CBDRM activity is defined that a 3-5 day TOT workshop is conducted for VTDPB members and trained VTDPB members conduct the CBDRM workshop held five times for residents, as were conducted in the pilot activities. The information dissemination system below the township level and the implementation of the TOT workshop and CBDRM workshop are based on the CBDRM manual prepared by compiling the results and lessons learned in the pilot activities.

The amount of model activities to be implemented for five years was planned by considering the basic concept of an expansion plan and the capacity (budget and human resources) of the Myanmar side.

Table 2.6.3 Model Activity and Contents of Activity to be Conducted A Year

Activity Model Activity Contents of Activity to be Conducted A Year Installation of  SSB radio equipment is installed at GAD  SSB radio equipment is installed at district Communication district office and township office. and township offices of GAD at the selected Equipment district.  SSB radio equipment is installed at RRD  SSB radio equipment is installed at district district office office of RRD at the selected district.  Fixed type telephone with reinforced  A village is selected from all townships of the antenna, loud speaker and handy speaker selected district and the equipment shown in are installed in villages the left are installed. Implementation  HRD program is implemented at  HRD program is conducted each at district of HRD Activity regional/state level, district level and level and all township levels. township level.  Information transmission exercise is  Information transmission exercise is conducted targeting the agencies where the implemented periodically. HRD program is conducted. Implementation  TOT workshop is conducted for village  TOT workshop and CBDRM workshop are of CBDRM tract levels and CBDRM workshop is conducted for the selected village tract and Activity conducted by the trained villagers. village each from all townships in the selected district. Source: JICA Expert Team

Contents of the five years expansion plan were summarized as below. The necessary budget is 294 million Kyat for the Ayeyarwaddy Region and 214 million Kyat for Rakhine State.

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Table 2.6.4 Five Year Expansion Plan (Ayeyarwaddy Region)

Activity Amount / Budget 2017 2018 2019 2020 2021 合計 Installation of Number of SSB to be installed 6 6 8 6 8 34 information Number of villages where the 4475 6 26 dissemination equipment is installed. equipment Budget (million Kyat) 23.4 23.4 35.7 26.1 33.0 141.6 Implementation Number of HRD Activity 8 5 8 6 7 34 of HRD Program Number of meetings on 4222 2 12 information transmission exercise Budget (million Kyat) 12.4 7.3 10.6 8.4 9.5 48.2 Implementation Number of townships where TOT 4475 6 26 of CBDRM activity is implemented. Activity Number of villages where 4475 6 26 CBDRM activity is implemented. Budget (million Kyat) 16.0 16.0 28.0 20.0 24.0 104.0 Total: 293.8 million Kyat Source: JICA Expert Team

Table 2.6.5 Five Year Expansion Plan (Rakhine State)

Activity Amount / Budget 2017 2018 2019 2020 2021 合計 Installation of Number of SSB to be 4423 3 16 information installed dissemination Number of villages where 4423 3 16 equipment the equipment is installed. Budget (million Kyat) 19.2 19.2 9.6 14.4 14.4 76.8 Implementation Number of HRD Activity 6535 4 23 of HRD Program Number of meetings on information transmission 2222 2 10 exercise Budget (million Kyat) 6.6 5.5 3.3 5.5 4.4 25.3 Implementation Number of townships of CBDRM where TOT activity is 4423 3 16 Activity implemented. Number of villages where CBDRM activity is 4423 3 16 implemented. Budget (million Kyat) 28.0 28.0 14.0 21.0 21.0 21.0 Total: 214.1 million Kyat Source: JICA Expert Team

The effects from the implementation of the expansion plan are shown below.

d) Installation of Information Dissemination Equipment

 All GAD / RRD local offices in Rakhine (sixteen offices) and Ayeyarwaddy (34 offices) will be able to communicate simultaneously through the SSB radio network.  Sixteen villages in Rakhine and 26 villages in Ayeyarwaddy will be equipped with speakers and telephones.

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e) Implementation of HRD Activity

 Government officers at the state/region level, all districts and townships in Rakhine (1,200 officers) and Ayeyarwaddy (1,700 officers) will have basic knowledge on DRR and Early Warning. (50 officers are supposed to participate in one HRD program.)  The information transmission exercises will be conducted ten times.

f) Implementation of CBDRM Activity

 3,200 village people in Rakhine and 5,200 village people in Ayeyarwaddy will be trained for CBDRM activities including preemptive evacuation. (200 people are supposed to participate in the CBDRM activity in one village.)  The evacuation drills will be conducted 42 times.

(3) Outcome

The expansion plans for the Ayeyarwaddy Region and Rakhine State were prepared. Three model activities such as the installation of communication equipment, HRD activity and CBDRM activity were shown in the expansion plan. The action plan and its necessary budget to cover all townships in the Ayeyarwaddy Region and Rakhine State in five years were also described in the expansion plan. It can be said that the expansion plans became more realistic plans through a number of meetings with local governments, since the local government would take the lead to implement the expansion plans. Although the implementation of the expansion plan could not be budgeted during the project period, the social welfare ministers in the Ayeyarwaddy Region and Rakhine State have agreed on the contents of the expansion plans. The expansion plans were officially agreed upon in the final JCC meeting.

30 sets of SSB radio equipment were newly purchased by the RRD budget and half of them have been already installed in the local RRD offices. It can be said that a part of expansion plan was implemented, since three SSB radio equipment units were installed in the Ayeyarwaddy Region. SSB radio equipment were also donated to GAD in Rakhine State from a private company after the 2015 floods. It can be said that the SSB radio system installed in this project has impacted the Myanmar society significantly, since the fire service department and the Myanmar Red Cross are also interested in the SSB radio system.

DMH expressed that DMH will take a lead in the implementation of information transmission exercises at least once a year in cooperation with related agencies. The information transmission exercise is one of the main activities in the expansion plan,

2.6.3 Issues, Initiatives and Lessons Learned

The budget allocation for the implementation of expansion plan has not been confirmed yet. Major reasons can be said that the budget of RRD and local governments are quite limited and the budgeting process was unclear. A special budget can be allocated to implement the expansion plan

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in addition to the normal budget, because of the increment of the normal budget and based on the economic growth, and RRD has already purchased the SSB equipment.

In the PIC meeting held in December 2016, it was confirmed that the “Disaster Management Fund” was allocated to the local government, though it was not clarified if the disaster management fund was properly allocated, and the correct amount of the fund, and its usage rules were not also clarified.

The budget can be allocated to implement the expansion plan in the near future, since the project has repeatedly explained the importance of a expansion plan to both the union government and local government. And the detailed contents and necessary budget were shown in the expansion plan.

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2.7 Overall Activities

(29) Monitoring of output (30) Implementation of seminars (31) Training in Japan (32) Equipment procurement (33) Suggestions for the activities in the next year (34) Assistance with mid-term review (35) Assistance with terminal evaluation (36) Revision of project brief note

Below is the list of activities corresponding to the above mentioned activity items.

Table 2.7.1 Chapter in this report corresponding to activity in the TOR

Activity in the Chapter in the this report TOR (29) 2.7.1 Monitoring of output (30) 2.7.2 Implementation of Annual Seminar (31) 2.7.3 Implementation of Training in Japan (32) 2.7.4 Equipment procurement (33) 2.7.5 Suggestions for the activities in the next year (34) 2.7.6 Assistance with mid-term review (35) 2.7.7 Assistance with terminal evaluation (36) 2.7.8 Preparation of project brief note Source: JICA Expert Team

2.7.1 Monitoring of Output

(1) Objectives

The JICA Expert Team conducted some meetings with the Myanmar side to monitor the indicators designated in the PDM. In this Project, Project Implementation Committee (PIC) meetings were held on a regular basis with PIC members nominated in Nay Pyi Taw, the Ayeyarwaddy Region, and Rakhine State. Joint Coordination Committee (JCC) meetings also were held once a year for important decision making in the Project.

(2) Outcomes

The JICA Expert Team conducted some meetings from the 1st year to 4th year as shown in the table below. In addition to these meetings, the JICA Expert Team made efforts to share the overall progress with the related officers in several meetings in Output 2 and 3.

Some of the indicators of the PDM were left blank from the beginning of the Project. Based on the experiences of the pilot activities, the Project set reasonable indicators or modified the phrase of the indicators. The Project also changed the name of the organization which was already restructured. The amended PDM was introduced during JCC and obtained the approval of the Myanmar side. Minutes of JCC meeting is shown in the annex.

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Table 2.7.2 List of main meeting

Year Meeting Date Place Kick off meeting 2013/3/13 Nay Pyi Taw 2013/4/24, 7/26, 10/14, 10/31 Nay Pyi Taw 1st PIC meeting 2013/7/29, 10/10, 11/1 Pathein JCC meeting 2013/11/14 Nay Pyi Taw 2014/2/24, 5/27, 7/28, 11/14 Nay Pyi Taw PIC meeting 2014/2/26, 8/4, 11/7 Sittwe 2nd 2014/3/19, 5/20, 7/23, 11/7 Pathein JCC meeting 2014/11/17 Nay Pyi Taw Coordination meeting 2015/3/3 Pathein 2015/6/2 Sittwe 3rd PIC meeting 2015/2/24, 3/19, 5/12, 7/3, 10/27 Nay Pyi Taw JCC meeting 2015/5/28, 2016/2/5 Nay Pyi Taw 2016/5/25, 12/13 Sittwe PIC meeting 2016/5/27, 12/16 Nay Pyi Taw 4th 2016/12/12 Pathein JCC meeting 2016/11/3, 2017/1/24 Nay Pyi Taw Source: JICA Expert Team

PIC members changed repeatedly since some of the officers were transferred to other offices. Therefore, there was difficulty in sharing the progress of the Project activity.

As for PIC meetings in the Ayeyarwaddy Region, the Project outputs could be shared with minister of social welfare since she positively participated in the meetings.

As for PIC meetings in Rakhine State, the number of meetings was not enough because the PIC members often had to respond to actual disasters, and could not hold the meetings. Therefore, the JICA Expert Team had individual meetings with each PIC member.

2.7.2 Implementation of Annual Seminar

(1) Objectives

Annual seminars were held with the following objectives.

 To inform DRM related people about the Project and to share the progress of the Project  To enhance the capacity of counterpart officials through the implementation of the seminar

(2) Outcomes

The Project had three seminars as shown below.

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Table 2.7.3 List of annual seminars

Seminar 1st Annual Seminar 2nd Annual Seminar Final Annual Seminar Date 2014/7/8 2015/7/7 2017/1/24 Target RRD, DMH, GAD (Nay Pyi Taw, Pathein, Labutta, Sittwe, Kyauk Phyu), Other DRM related organizations Government Agencies, NGO, Donor, University, Media etc. Participants About 100 people for each  Lessons learned from recent  Efforts by media related to  Reporting, sharing, and huge disasters (East Japan Early Warning System in handover of the Project earthquake and tsunami, Japan outputs Philippine Typhoon Haiyan,  Project outputs in the 2nd  Discussion on sustainability Contents Myanmar Cyclone Nargis) year of the Project activity  Early Warning System and its  Utilization of the Project technology in Japan outputs to other related  Summary and progress of the projects Project Source; JICA Expert Team

(3) Outcomes

In the 1st annual seminar, the lesson learned from Typhoon Haiyan was presented by OCD (Office of Civil Defense) officer invited from the Philippines. At the same time, DRM systems in Myanmar, Japan, and the Philippines were also presented. It is expected that the capacity for DRM in Myanmar will be enhanced through learning about the disaster experiences and DRM systems in other countries, and comparing those with their own disaster experience and DRM system in Myanmar.

Annual seminars were a good opportunity to introduce the Project to the public. In the 2nd annual seminar, positive discussions were conducted among the participants. For example, the Irrigation Department requested DMH to share the tide data, and the Ministry of Information proposed cooperating to utilize SMS on information transmission.

In order to focus on role of media on DRM and Early Warning System, some media officers who are not a part of the main Project counterpart were invited in the 2nd annual seminar. The seminar focused on the importance of the media through the presentation of “Efforts by Mass Media on EW in Japan” prepared by the JICA Expert Team, and “Efforts by MRTV on EWS” prepared by MRTV officer. For information transmission through the media, it was explained that it is important to disseminate information that is easy to understand, and it is necessary to work on efforts for early warning not only during the emergency stage, but also during regular times.

2.7.3 Implementation of Training in Japan

(1) Objectives

By learning about Japanese disaster management systems, which were constructed based on the past disaster experience in Japan and the lessons learned, participants obtained the expertise to establish proper early warning systems that can reach communities promptly in Myanmar.

 To understand the importance of information sharing systems before/during disasters

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 To understand the roles of the national government and local government personnel on early warning systems  To understand the early warning systems in Japan  To obtain knowledge on Disaster Management Drills in Japan

(2) Outcomes

Training sessions in Japan were conducted as shown below.

Table 2.7.4 List of Training in Japan

Year First Second Third Training 2013/8/27-9/7 2014/8/23-9/6 2015/8/22-9/5 period RRD 4, GAD 4, DMH 2 RRD 3, GAD 3, DMH 4 RRD 4, DMH 3, GAD 3,  Mr. Than Soe  Ms. Phyu Lai Lai Htun MRTV 2, Pyinsawadi FM 1  Mr. Than Soe  Mr. Myint Soe  Mr. Aung Khine  Mr. Win Zaw Htay  Mr. Maung Maung Gyi  Ms. Kyi Pyar Soe  Ms. New Ni Hlaing  Ms. Ohn Khin  Mr. Ye Thu Han  Mr. Hla Myo  Mr. Soe Thein  Ms. Win Pa Pa Kyaw  Mr. Kyaw Khine Soe  Mr. Toe Toe Tun  Mr. Tun Naing Win Trainees  Mr. Bo Bo Min Theik  Ms. Nyein Nyein Naing  Ms. Han Swe  Mr. Kyaw Swar Nyunt  Mr. Tun Aye Kyaw  Mr. Hla Myint  Mr. Hla Yin Tun  Mr.Than Tun Win  Mr. Htun Min Zaw  Mr. Aung Myint Kyi  Mr. Tin Maung Yee  Mr. Moe San Tun  Mr. Nyi Nyi Linn  Ms. Nan Htike Htike Aung  Ms. San Dar Lwin  Mr. Myint Zaw  Gifu Prefectural  Wakayama Prefectural  MLIT (Ministry of Land, Government Government Infrastructure, Transport and  Nagoya City office  Hirokawa Town office / Tourism)  Waju-no-sato / Isewan Kamaishi City office  JMA (Japan Meteorological Typhoon Memorial hall  Inamura no hi no yakata Agency)  Disaster Reduction and  Fire department in Kobe  Disaster Management Drill Human Renovation Center City  Tohoku area affected by the (DRI)  Kansai University Great East Japan Earthquake  Disaster Management Drill  Life safety learning center  Kochi Prefecture and in Nagoya  Tsunami and storm surge Municipality office  MLIT (Ministry of Land, station  Tokyo Rinkai Disaster Major places Infrastructure, Transport and  Disaster Reduction and Prevention Park of training Tourism) Human Renovation Center  Life Safety Learning Center  Visit the Japan (DRI)  Institute for fire safety and Meteorological Agency  Disaster Management Drill disaster preparedness  Tohoku University in Tokyo  Nippon Television Network (International Research  MLIT (Ministry of Land, Corporation. Institute of Disaster science) Infrastructure, Transport and  Visit to area affected by the Tourism) Great East Japan Earthquake  Japan Meteorological  Fuji-TV Agency  Visit to area affected by the Great East Japan Earthquake Source: JICA Expert Team

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(3) Outcome

By listening to the lectures from the national level, prefectural level and municipal level, the participants understood the roles and responsibilities of each level and the importance of the coordination and collaboration of each party. The training provided the opportunity to recognize the necessity to work on early warning through cooperation among RRD, DMH, GAD.

As for early warning systems, the participants understood that there are several approaches to disseminate the information promptly and properly in Japan. It is expected that the participants recognized the importance to secure several routes and equipment on information transmission, and had common understanding with the Japanese side on the establishment of the early warning system supported by the Project. Also, the participants learned to provide the information that is easy for residents to understand, and it can be adopted for Myanmar even though there are some limitations or barriers on budget and technique.

As for public awareness-raising activities, the participants understood various approaches to educate the public such as disaster management drills, self-help disaster management groups and facilities for public awareness raising. Also the participants learned about the training not only for the public, but also for municipality officers, and gained knowledge on efforts for human resource development on disaster management. By referring to the various activities in Japan, the participants obtained the knowledge to improve their own activities in Myanmar.

(4) Further discussion to utilize the Outcome

In the reporting session on the final day of the training, the participants made presentations showing that they were able to obtain various knowledge over the two weeks of training. However, they did not have an idea on how to utilize the experience in Myanmar, so it was necessary to discuss this continuously in the Project activity.

After the training in Japan in 2015, the current situations and challenges on broadcasting by MRTV were discussed by the participants. The participants summarized several ideas how to improve the broadcasting by MRTV in emergency stages and regular stages. In detail, the following items were raised in the meeting:

 Using more visual images on weather forecast information during an emergency stage to make it easy to understand.  Preparation of daily DRM programs with weather forecast programs.

These results were shared with the related officers in the PIC meeting on October 27th 2015 by the presentation of RRD and MRTV officer who attended the training.

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2.7.4 Equipment Procurement

(1) Objectives

Necessary equipment to implement the Project were procured.

(2) List of Equipment

The Project procured the equipment as shown in the annex. The all equipment had already been handed over to the Myanmar side.

As for the equipment installed at the village level, although a solar power system was installed, installation of a diesel engine was proposed by the Myanmar side since sunshine hours in Rakhine State is short especially during the rainy season.

As for the all installed communication equipment, it is important to operate and maintain on a regular basis to be ready for actual disasters. The operation and maintenance manual was attached to the Early Warning manual which was prepared in the HRD activity, and its utilization is expected.

2.7.5 Suggestions for the Activities in the next year

At the end of the Project year, the JICA Expert Team suggested the activities for the next year.

2.7.6 Assistance for Mid-Term Review

The JICA Expert Team assisted the implementation of mid-term review from May 12th to 29th 2015. Also, the recommendations mentioned in the mid-term review report were solved during the Project period as shown in the table below.

Table 2.7.5 Recommendations in mid-term review

Recommendations in mid-term review Countermeasures during the Project period 1. Allocation of frequency for SSBs by MPT Four kinds of frequency were provide by MPT. 2. Provision of office space for the Expert Team One of the rooms in DMH HQs was provided. in NPT 3. Development of an expansion plan in After the mid-term review, the expansion plan in the cooperation with Japanese side and Myanmar Ayeyarwaddy Region was prepared. In addition, total nine side counterpart officers were nominated in task force team. 4. Implementation of an expansion plan by the It was confirmed that the expansion plan is able to be initiative of the Myanmar side implemented by the initiative of the Myanmar side from the view point of technical capacity and intention. 5. Promotion of the Project outputs Periodical promotion was done through Facebook. 6. Institutionalization of training programs Through Human Resource Development activity and PIC meetings, it was confirmed that the training program could be utilized in the Disaster Management Training Center. 7. Guidance from the expert team The expert team guided the counterparts through the preparation of a draft expansion plan. 8. Establishment of an operation and The operation and maintenance manual was prepared and utilized maintenance system of equipment during the Project period. Source: JICA Expert Team

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2.7.7 Assistance for terminal evaluation

The JICA Expert Team assisted the implementation of terminal evaluation from October 17th to November 3rd 2016. At the final JCC meeting, the Myanmar side and the JICA side confirmed that the recommendations mentioned in the terminal evaluation report were solved before the end of the Project period as shown in the table below. Table 2.7.6 Recommendations in terminal evaluation

Recommendations in terminal evaluation Countermeasure by the end of the Project period 1. The Project needs to address such issues JICA expert team stayed in Nay Pyi Taw as much as possible to caused by the personnel relocation of the communicate with C/Ps, and tried to communicate with newly project C/Ps as the lack of necessary handover assigned C/Ps and new ministers especially in the Ayeyarwaddy from predecessors to successors, and the lack Region and Rakhine State for better mutual understandings on of timely information sharing and the project. The expansion plans have been understood by more communication in NPT on project activities. C/Ps and ministers through these efforts. 2. The Project needs to explain the importance to The PIC meetings were held in the Ayeyarwaddy Region on 12 the PIC meeting of the Expansion Plans, and December 2016 and in Rakhine State on 13 December 2016, and advocate these plans to other disaster risk in Nay Pyi Taw on 16 December 2016 to share and discuss the areas than the pilot sites of the Project in the expansion plan, and the expansion plan was agreed by PICs. Ayeyarwaddy region and Rakhine State 3. The Project tries to secure or get necessary In the PIC meetings, securing necessary financial resources for financial resources for 2017 to continue the implementing the expansion plan was one of the main topics project activities and implement the expansion discussed. RRD explained that RRD understood the importance plans. to implement the expansion plan, but the budget was limited and had to be allocated not only to the Ayeyarwaddy Region and Rakhine State but also to the whole country. However, RRD also explained that 30 sets of SSB radios were newly purchased by 100 days plan of RRD, and three of them were already installed and operated in the Ayeyarwaddy Region as a part of the expansion plans, and the disaster management fund of local governments could be utilized for implementing the expansion plan, which was recently allocated to each local government. 4. The Project is requested to explore the There are two on-going JICA projects related to the project, such possibility to share the Outcomes to other as “Development of a Comprehensive Disaster Resilience JICA projects. System and Collaboration Platform in Myanmar” (SATREPS) and “The Project for Capacity Development of the Myanmar Radio and Television” (MRTV Next Project). The project shared the project Outcomes with these related projects not only by the meetings but also through inviting SATREPS members to the workshop of discussing the “TIMELINE” and the final seminar in the project, and through inviting MRTV Next Project C/Ps as a presenter of the final seminar. Outputs of the project especially “TIMELINE” and optical fiber connection between MRTV and DMH will be utilized and improved by these projects. 5. RRD should include the expansion plans into The review workshop of MAPDRR was held in Pathein on 22-23 revising the MAPDRR. November 2016, and RRD explained about the project and expansion plan to be included in new MAPDRR. RRD will continue to try to include the expansion plans into new MAPDRR. Source: JICA Expert Team

2.7.8 Preparation of Project Brief Note

(1) Objective and Contents

As one of the tools for publicity of the Project activities, the JICA Expert Team prepared the project brief note every year. The project brief note are shown in the annex.

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(2) Publicity activities

The JICA Expert Team conducted the publicity activities including the distribution of the project brief note as shown in the table below.

Table 2.7.7 Publicity activities in the Project

Tool Contents Social media page (Facebook) The Project activities were introduced periodically in the Project Facebook page. Positive promotion was preceded with high update frequency especially after the 3rd year. https://www.facebook.com/jica.myanmar.ewsproject/ Preparation of the project brief Overall contents and progress of the Project activity were described in the project note brief note. It was distributed to the related people in seminars and workshops. Utilization of mass-media The JICA Expert Team positively invited media officers to the Project meetings and workshops, and provided necessary information for media broadcasting. Human Resource Development activity and Annual Seminar were broadcast by MRTV. Participation to From the 2nd year to 4th year, IDDR (International Day for Disaster Reduction) was IDDR(International Day for held by the initiative of RRD. In this event, the JICA Expert Team exhibited some Disaster Reduction) photo of the Project activity, and shared some teaching materials. It was a good opportunity to make the Project public including the vice president. Source; JICA Expert Team

(3) Outcomes

As for the publicity activity through Facebook, its effectiveness was confirmed since one of the Facebook articles to introduce the Project activities recorded more than 400 viewers. The publicity through Facebook may be an effective tool for the other Project as well. On the other hand, more than 80 percent of the viewers are from Myanmar, so that it is necessary to consider another way for Japanese and the other countries.

2.7.9 Issues, Initiatives and Lessons Learned

After installation of the procured equipment, some of the equipment was relocated by the JICA Expert Team due to the relocation of the installed offices. Especially for SSB equipment, the Myanmar side requested the JICA Expert Team to relocate it since the direction of the SSB antenna has to be considered technically for the relocation. After the Project, it is necessary for it to be relocated by the Myanmar side as needed. It is expected that the relocation will be conducted properly through cooperation with DMH officers and the agent who conducted the above mentioned relocation.

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3. Issues, Initiatives and Lessons Learned for Project Implementation

(1) Working Space in RRD HQs

Since the working space was not available in RRD HQs, DMH provided the working space to the JICA Expert Team in DMH Yangon Office. The JICA Expert Team could conduct the project activities efficiently at the DMH Yangon Office, because most of the project activities were conducted in the Ayeyarwaddy Region and Rakhine State, and these pilot areas were accessible from Yangon.

On the other hand, the activities in RRD HQs and DMH HQs had gradually increased and the communication with counterpart members in Nay Pyi Taw became the important issues at the last half of the project period. The situation was getting better by utilizing the working space in DMH HQs and by staying in Nay Pyi Taw as much as possible and having more meetings with counterpart members. However, it was necessary to secure the working space in RRD HQs, which is the main counterpart of the project.

(2) Project Implementation in Cooperation with Related Agencies

RRD and DMH are the main counterpart agencies which signed on the Record of Discussion of the Project. However, the JICA Expert Team tried to establish and strengthen the cooperative relationship with GAD by recognizing the importance in having a good relationship with GAD, since the GAD has an institutional system from the union level to the village level, and GAD has the practical authorizations for decision making on the locations, contents and dates etc. of project activities. Thus, the JICA Expert Team tried to establish the framework to implement the DRR activities efficiently and in cooperation with the related agencies through the discussion on the roles on DRR of related agencies. The JICA Expert Team also tried to enhance the relationship with the related agencies by inviting the related agencies to discussions, workshops, seminars, and training sessions etc. It was appreciated by the other donors that the networks among the related agencies were strengthened by this project, which in turn were effective for their future support for Myanmar government on DRR.

On the other hand, the top officers of the agencies have a high impact to their decision making as the same as other countries. In the case of the local governments, the chief minister or the social affair minister are such responsible officers, and the Deputy Director General of GAD to support the local government is also one such officer. In order to implement the Project, it was important to communicate with such top officers, and to make them understand the importance of the DRR and early warning systems. The JICA Expert Team made a good relationship with the social affair minister in the Ayeyarwaddy Regional Government, but there was a difficulty that most of the related officers, including ministers, were replaced due to the change of government.

The JICA Expert Team conducted the project activities by keeping in mind the cooperation between the union and local governments, and the sharing the same awareness such as to prepare

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the opportunities for union level officers to participate in the local activities and for the local level officers to present their activities at Nay Pyi Taw. Especially for the improvement of the warning message, the JICA Expert Team tried to make the officers of DMH HQs understand the expectations from local level officers or residents, and to make the local level officers understand the present capacity of DMH HQs. This kind of activities are expected to continue after the project.

(3) Effective Input of Project Fund and Equipment

The connection between DMH-MRTV and the installation of a SSB radio system highly impacted on the followed activities by the counterpart agencies. The good examples were shown both at the community and township level by the community infrastructure support project. It was confirmed by the above activities that the sustainability of the project activities could be improved by providing a part of the equipment or system as a pilot or by providing some financial support in addition to the technical transferring activities.

On the other hand, the policy of this project was that the financial support was provided for the pilot activities by the project, but the following expansion plan would be implemented by the Myanmar side. In the project, the draft expansion plan was prepared at the end of third year activity, and the finalization of expansion plan and discussion to secure the budget for implementing the expansion plan were conducted in the fourth year activity. It can be said that the sustainability of the project activity would be higher if the new ministers and related officers could understand the contents of the expansion plan and could have more realistic images on the implementation of the expansion plan such by providing financial support for a part of the expansion plan under the difficult situations such as the replacement of related officers during the third year and fourth year activities.

(4) Further Improvement of Early Warning System

The early warning system was improved in this project by mainly conducting the improvement of the information dissemination system, capacity enhancement of related government officers, and capacity enhancement of community people. In other words, the system was improved to disseminate the information issued by DMH to the village level by union and local level government officers, and the residents evacuated to safe locations. The project prepared the expansion plan to disseminate the improved early warning system to other areas. Although there is a financial issue, the implementation of an expansion plan will lead to an improvement in the early warning system.

On the other hand, although the contents of the expansion plan are one of the important items on the early warning system, the study or the analysis to know the risk areas and safe locations to evacuate are not included in the plan. The science based risk assessment is emphasized in the Sendai Framework. The issuance of warning messages and the establishment of evacuation centers etc., based on the risk assessment are also indispensable items for the improvement of an early warning system, and are to be promoted.

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(5) Coordination with Related Project / Agencies

In order to share and develop the outcomes of the project activities, the JICA Expert Team tried to coordinate with the several related projects and related agencies during the project period. Some of the coordinated projects and agencies are shown in the table below.

Table 3.1.1 Coordination with Related Projects / Agencies

Projects / Agencies Contents of Coordination 1. SATREPS Discussions were made with the STREPS team to share the project “Development of a Comprehensive outcomes and to handover the necessary activities. The project outcomes Disaster Resilience System and were presented at the JCC meeting of SATREPS project. Especially the Collaboration Platform in Myanmar” TIMELINE prepared by the project was explained and its possibility to expand to the emergency operation phase was confirmed. 2. MRTV and JICA project “The Officers of MRTV were invited to the training program in Japan, and the Project for Capacity Development of discussions were made on the roles of media on early warning system. The the Myanmar Radio and Television” presenter on the MRTV project was invited to the final annual seminar of this project. 3. Japan Meteorological Agency in In order to improve the warning messages of DMH, some meetings with Japan JMA was held to refer the Japanese cases and experiences. The officers from JMA supported the project to decide the location to install an automatic tide gauge station. 4. BHN Association BHN is supporting the information dissemination system mainly for the community level in the Ayeyarwaddy Region. The JICA Expert Team communicated with BHN for sharing and utilizing the outcomes of the respective projects. 5. U.S. Forest Service International Mr. Don Price is supporting the activities in the Emergency Operation Programs; Center. Mr. Don Price The JICA Expert Team shared the project outcomes with him time to time. The project also requested him to present about the sharing and utilization of project outcomes to his activities at the final seminar. The project also coordinated with him on the information transmission exercise. 6. Fire Services Department Fire Service Department participated in the information transmission exercise during the fourth year activity. The Fire Service Department also conducted their own exercise based on the information issued by DMH. 7. DRR WG In order to share the information on the other donors’ activities, the JICA Expert Team members participated in the DRR WG as much as possible. DRR WG members were invited to the annual seminar every year. Source: JICA Expert Team

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4. Achievement of Project Purpose

The project purpose is “The improved model of end-to-end early warning systems for natural disasters with an expansion plan is set up in pilot areas”.

The achievement of the project purpose was evaluated by comparing the evaluation at the time of the terminal evaluation and at the end of project activities (end of January 2017). (For the latest PDM, please refer to the annex.)

(1) Achievement by Outputs

The achievements of verifiable indicators for each output were evaluated. The following table shows the results of the evaluation at the time of terminal evaluation.

Table 4.1.1 Achievements of Verifiable Indicators (at the time of Terminal Evaluation)

Output No Indicator Assessment Output 1 A Simultaneous information distribution system installed is confirmed to Achieved work normally. B A model of information distribution system for community in a Achieved township or in a lower level area is proposed. C Tide data is monitored by installed tide gauge and analyzed for Achieved improving early warning system. D Improvement model of information distribution through mass media is Achieved proposed.

Output 2 A More than 80% of government agencies related to disaster management Achieved participate in seminar/training/drill on early warning system for natural disaster organized by the project. B Manuals for early warning system at various levels are developed. Achieved

Output 3 A Villagers from all villages in the pilot village tract participate in Achieved training/evacuation drills. B Evacuation centers and routes of all the pilot villages are designated and Expected to be achieved presented to the villagers (Kin Myauk Village) Output 4 A The expansion plan to coastal lined areas is approved by JCC. Expected to be achieved (JCC in November 2016 and January 2017) Source: Terminal Evaluation Report

The verifiable indicator “b” of Output 3, which had not been achieved at the time terminal evaluation, was achieved by the evacuation drill conducted at Kin Myauk village on 13 December 2016. The verifiable indicator “a” of Output 4 was also achieved based on the agreement of JCC.

It was confirmed that all the verifiable indicators had been achieved by the above evaluation.

(2) Achievement of Project Purpose

The achievement of the verifiable indicators of the project purpose was confirmed. The following table shows the results of evaluation at the time of terminal evaluation.

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Table 4.1.2 Achievement of Project Purpose (at the time of Terminal Evaluation)

No Indicator Assessment a Early warning is delivered surely to the community in the pilot areas through more Achieved than two routes in a drill to be conducted before the Terminal Evaluation. b Appropriate evacuation warning is delivered to community in the drill. Expected to be achieved c The expansion plan to coastal lined areas is approved by JCC. Expected to be achieved Source: The Terminal Evaluation Report

The verifiable indicator “b”, which had not been achieved at the time of terminal evaluation, was achieved by the information transmission exercise and evacuation drill conducted on 13 December 2016. The verifiable indicator “c” of Output 4 was also achieved based on the agreement of JCC held on 24th January 2017.

It was confirmed that all the verifiable indicators had been achieved by the above evaluation. Therefore, the project purpose was achieved.

(3) Five Evaluation Criteria

The results of the terminal evaluation based on the five evaluation criteria are shown in the table below. Table 4.1.3 Five Evaluation Criteria (At the End of Terminal Evaluation)

Five Evaluation Criteria Evaluation Reason Relevance High Project is aligned with law/policies on disaster risk management in Myanmar. Effectiveness High Project is likely to attain the project purpose by March 2017. Efficiency Medium Project encountered some constraints such as change of C/Ps. Impact Medium Except for the progress towards achieving Overall Goal Sustainability more than Medium Due to financial aspect

The “Efficiency” evaluated as “Medium” at the time of terminal evaluation is evaluated higher at the end of the project. This is because the JICA Expert Team tried to stay in Nay Pyi Taw as much as possible to communicate with C/Ps, and to explain the expansion plan and to discuss for implementation of expansion plan with Ayeyarwaddy Regional Government and Rakhine State Government.

The “Impact” evaluated as “Medium” at the time of terminal evaluation is evaluated higher at the end of the project. This is because the expansion plan was agreed in the JCC, three sets of SSB radio equipment were installed in the Ayeyarwaddy Region, and DMH and MRTV agreed to increase the number of provision and broadcasting of weather information from once a day to three times a day.

The “Sustainability” evaluated as “more than Medium” at the time of terminal evaluation is evaluated as still “more than Medium” at the end of the project. This is because the implementation of the expansion plan has not been budgeted yet. On the other hand, the sustainability may be evaluated higher in the future, since the expansion plan itself was agreed by JCC members, the local governments are positive for the implementation of the expansion plan, and the disaster management fund has been allocated for each local government.

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5. Recommendations for Achievement of Overall Goal

Overall goal of this project is “End-to-end early warning systems for natural disaster are expanded to coast line areas, especially in the Ayeyarwaddy Region and Rakhine State, based on the expansion plan”. This goal will be achieved when the expansion plans prepared in the project are implemented by the Myanmar side.

5.1 Efforts taken by the Project for Achievement of Overall Goal

The contents of the expansion plan and its implementation have been discussed with the counterpart agencies after the third year activity. The JICA Expert Team has discussed with RRD HQs, DMH HQs, and local offices of GAD, RRD and DMH of the Ayeyarwaddy Regional and Rakhine State. Encouragement of local ministers and discussion at the PIC meetings and JCC meetings involving the other agencies were conducted. The implementation of the expansion plan was also discussed at the final seminar. As a result, the social affair minister of the Ayeyarwaddy Region expressed the intension to implement the expansion plan in the third year of activity and the social affair minister in the Rakhine State in the fourth year of activity. Director General of RRD also expressed the intention to implement the expansion plan, though the securing of the budget is difficult, and the SSB was already expanded to some other areas of the Ayeyarwaddy Region.

The necessary budget and its detailed information are described in the expansion plan in addition to the detailed contents of activity. Since the manual and guidelines are prepared to implement the activity, the expansion plan will be implemented, if the budget is secured based on the following recommendations.

5.2 Recommendations for Achievement of Overall Goal

As is shown above, implementation of expansion plans was discussed with the counterpart members after the third year activity. The ideas for the implementation of expansion plans are summarized as the recommendations for RRD and local governments which will take an initiative for its implementation.

(1) Implementation by using Budget of RRD

Implementation of expansion plan by using the budget of RRD is one of the right approaches. However, RRD HQs says that the budget is quite limited and such budget cannot be allocated only for the Ayeyarwaddy Region and Rakhine State. The RRD local offices have to request such budget to HQs at the right time and in the right way.

RRD HQs have prepared the 5-years plan from 2016. The 5-years plan includes the establishment of an early warning system and the training for village level. It will be easier to secure the budget for the expansion plan by collaborating with this 5-years plan when the budget request is submitted to HQs.

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(2) Implementation by using Budget of Local Government

Implementation of the expansion plan by using the budget of local governments is also one of the right approaches. However, the local governments do not have their own DRR budget, and the budgeting of the expansion plan needs the approval of a cabinet meeting. In order to raise the issues to the cabinet meeting and to be approved, it is necessary to be understood by the chief minister and social affairs minister. It is important to explain the necessity of an expansion plan and its effect persistently.

It is said that the disaster management fund for the local government was distributed to each local government in 2016. The amount of the disaster management fund for each local government is said to be as much as 100 million kyat, but its usage and rules for disbursement are not defined. It is necessary to confirm the usage and rules of disaster management fund in order to utilize it for implementing the expansion plan, since the disaster management fund may be allocated to each local government continuously.

(3) Utilization of Other Donor’s Fund

In Myanmar, DRR WG is holding the periodical meetings and the active supports by donor agencies for DRR in Myanmar are expected. It will be effective to introduce the expansion plan and to request the financial support by the Myanmar side when the donor agencies start the new activities or discuss with the Myanmar side on the contents of new activities. For example, the Myanmar Red Cross is considering starting the same kind of project by using financial support from Denmark, and it will be possible for the Myanmar side to request Myanmar Red Cross to conduct the activity based on the expansion plan.

(4) Utilization of Existing Framework

If securing the budget for the expansion plan is very difficult, there will be such ideas that some parts of the expansion plan or the activities which will contribute to the contents of the expansion plan will be conducted step by step under the existing framework.

Utilization of DMTC is one of the ideas. HRD program prepared in the project can be utilized as the training program of DMTC on an early warning system. The DMTC is now conducting the program to train the lecturers of CBDRM activity, and it will be possible to utilize this program to train the lecturers of TOT workshop of the expansion plan.

If the expansion plan, or even a part of the expansion plan, is integrated into the updating MAPDRR, securing the budget will be expected. The officer of the RRD Ayeyarwaddy Regional Office has already explained the contents of expansion plan in the workshop to update the MAPDRR. Continuing this kind of activity will be effective for integrating the expansion plan to the MAPDRR.

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(5) Immediate Implementation

Manuals and guidelines prepared in the project explain the actions to be taken carefully and simply to be understood and to be utilized by anybody, since the government officers are often transferred and the awareness of local level officers and residents are low. The expansion plan will be implemented by using these manuals and guidelines, and these can be used by any officers in charge as an original concept. On the other hand, there are still some counterpart members who participated in the pilot activities who have remained at the same office, and they can implement the expansion plan smoothly. Since the transfer of the officers are so often in the Ayeyarwaddy Region an Rakhine State, the sustainability is expected if the expansion plans are conducted immediately.

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ANNEXES

(a) Technical outcomes ...... A-1  Timeline ...... A-1  Expansion Plan ...... A-7  Early Warning manual ...... A-21  Human Resource Development Program ...... A-71  CBDRM manual ...... A-99  Survey Report on 2015 Floods ...... A-175  Risk Report ...... A-275

(b) Minutes of JCC meeting ...... A-277

(d) Dispatch of Experts ...... A-364

(e) List of the procured equipment ...... A-367

(f) The Project related information ...... A-369

(g) Counterpart list ...... A-377

(h) Project Brief Note ...... A-379

(i) List of Collected materials ...... A-387

(j) The latest PDM ...... A-392

(a) Technical outputs • Timeline • Expansion Plan • Early Warning manual • Human Resource Development Program • CBDRM manual • Survey Report on 2015 Floods • Risk Report

Myanmar Timeline for Cyclone (Implementation Flowchart)

National Local Otherrs Transpor Initial Livelihoo Rehabilit Search $ tation assessm Health d ation & Security Informati Other NNDMC WC Rescue &Commu State/Region Government Township Government ent & DL Care WC recovery Recover WC on WC WCs WC nication Ref WC WC y WC Scenario WC Time NNDMC MOI/ State/Region NDMC Township NDMC NGOs MOHA/ News $ MOHA/ MOPF/ MOHS/ MoALI/ MOTC CPO,Myan Periodic other ＲＲＤ・ＧＡＤ・ＤＭＨ Regional TownshipCommunication/ DMH ＲＲＤＧＡＤ MOC FSD CSO PH DRD /RTAD ma Police al ministries Office Evacuation Sub committees Force Enterpris es Cyclone forms - Cyclone approaches Tropical Storm Before Deliver Storm Information Receive and Convey Storm Information Tropical Storm forms in Bay of Receive and Convey Storm Information 7 days Bengal / Andama Sea -4days Instruct Pre-caution to Staff Instruct Precaution to Staff Instruct Precaution to Staff

Deliver Storm Alert Issue Storm Alert （ＤＭＨ） Receive and convey Storm Alert Information Receive and convey Storm Alert Receive and Convey Storm Alert Information Tropical Storm

Tropical Storm begins moving Situation Report to NDMC Set up EOC Take Precautionary Actions toward Myanmar Coast

Before Check Dup isaster Management Materials & Equipment 3 days

Check Early Warnig System (Manual and Equipment)

Provide Information to Fire/ Red Cross/NGO Information from Deliver EW Information to Fire/ Red Cross/NGOs RRD/GAD

Receive Storm Information Issue Storm Information Receive and convey storm information Receive and convey storm information Receive and convey storm information

Provide Traffic Information Collecvt and Distribute Information on Traffic and Routes Provide Traffic Collecvt and Distribute Information on Traffic Storm moves to Tropical Storm moves toward Establish Natural Disaster Establish Natural Disaster Myanmar Coast Establish Natural Disaster Management Center

Allocate Main responsibility to Allocate Main responsibility Before National and Region/State 2 days to National and

Designate Tasks to Designate Tasks to Designate Tasks to Organizations and Coordinate Organizations and Organizations and

Order Preparedness Actions

Start Preparedeness Actions/ Gather staffs and Place them Start Preparedeness Actions/ Gather staffs and Place them ‐36h Storm Developed Cyclone Alert to Cyclone Collect Early Warning Issue Cyclone Alert Collect and convey EW Collect and convey EW Collect and convey EW

｛Strong Wind Area reaches to Stromg Wind Area Myanmar｝ Instruct to take steps to reduce loss of life & property Distribute the Instruction and Take steps to reduce loss of life & property Start DM Actions

Heavy Rainfall

Broadcast DM PR for saving life PR for saving life & property Issue Instruction for temporary closure of Public facilities measures to save & property

Issue Instruction for suspension of travel according to cyclone

Move People needing Support to safe Decide/Approve Evacuation Direct/Arrange Help Evacuate Persons needing Support to safe locations Coordinate/Convey Evacuation Order for Persons needimg Support to Evacuation for Persons Order for Persons needing Support

Coordinate for Make deciision to open opening Shelters for Shelters for Persons Open Shelters for Persons needing Support Persons needing

Broadcast on PR of opening Shelters PR of opening Shelters openig Shelters PR of opening

Operate Evacuation Shelters (for Persons needing Support) Collect Information on Operation of Shelters (at fixed intervals)

A-1 Myanmar Timeline for Cyclone (Implementation Flowchart)

National Local Otherrs Transpor Initial Livelihoo Rehabilit Search $ tation assessm Health d ation & Security Informati Other NNDMC WC Rescue &Commu State/Region Government Township Government ent & DL Care WC recovery Recover WC on WC WCs WC nication Ref WC WC y WC Scenario WC Time NNDMC MOI/ State/Region NDMC Township NDMC NGOs MOHA/ News $ MOHA/ MOPF/ MOHS/ MoALI/ MOTC CPO,Myan Periodic other ＲＲＤ・ＧＡＤ・ＤＭＨ Regional TownshipCommunication/ DMH ＲＲＤＧＡＤ MOC FSD CSO PH DRD /RTAD ma Police al ministries Office Evacuation Sub committees Force Enterpris es Before 1 day Cyclone Warning (orange) Collect Early Warning Cyclone Warning Collect and convey EW Collect and convey EW meteorological and Collect and convey EW ・Water Level Information by district hydrological information by Watch Water Level Share Water Level Watch Water Level Share Water Level Information Flood Warning Watch Water Level

Hotline (for critical Hotline (for critical Hotline (for critical Prediction of worsening communication) communication)

Issue Evacuation Order Help Evacuate People Evacuate People Decide/Approve Evacution Coordinate Issue of Evacuation Order to General to General Public Evacuation of People Make decision to open Shelters Coordinate for opening Shelters Open Shelters for general public

PR of opening Shelters Broadcast on opening PR of opening Shelters PR of opening Shelters Evacuation of Shelters (Media)

Operate Evacuation Sheltes (for All)

Care for Persons needing Care for Persons needing Support ‐12h ・暴風情報Cyclone Warning (red) Violent Wind Area Collect Early Warning Cyclone Warning/Storm Collect and Convey Early Warning Collect and Convey Early Warning Collect and Convey Early Warning surge Warning Storm Surge Warning mteorological & hydrological

Cyclone makes landfall on Myanmar Watch water Share water Level Watch water Share Water Level Information within 12 hrs. Watch water Water Level reaches Danger Level PR of evacuation & Broadcast on evacuation PR of evacuation PR of evacuation & opening Shelters & opening of Shelters $ opening Shelters Flood may occur soon

Review and Change Evacuation Routes

Safety and security Patrol Safety and security Patrol

Complete Evacuation Actions (of l Life & Property)

Completion of Flood ocurres.widely

FLOODING Collect Water Deliver water Collect and convey Water Level/Flooding Information Collect and convey water level/Flooding Collect and convey water level/Flooding Information Level/Flooding level/Flooding Watch water level & Watch water level & Confirmation of people's safety/ Check up persons who require assistance

Check up and Report on Disaster Damages

Plan/Supervise Search $ Rescue Operations Set up field Operation Center

Execute Emergency Consider/Decide Important Assist Emergency Search and Rescues Assist Emergency S&R Search & Rescue

Broadcast on S & R operation/Results Consider Evacuation of Provide Risk Information Approve Evacuation of DM Evacuation of DM personnel （ＤＭＨ，ＲＲＤ，ＧＡＤ etc）

Instruct Evacuation of Disaster Management Personnel (Patrol, Fire etc) Broadcast DM measures PR for saving life and property to save life & property PR for saving life and 0h Cyclone landed on Myanmar Cyclone makes landfall in Myanmar （brown) Collect Information on Cyclone approaches meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology

(Most Violent Wind) Prediction of Water Level

A-2 Myanmar Timeline for Cyclone (Implementation Flowchart)

Water Level falls under Danger Level

Check up and Report on Disaster Damages

Site Survey / Give Execute emergency Responses ( including Search & Rescue Operation) guidance

Coordinate with Red Secure transportation Accept Assistance of Dispatch Medical Teams Accept/Distribute Relief Secure Cross/ NGOs Communication other Reigions/States

PR of Damages & Broadcast Damages & PR of Damages &

Storm weakend and Most dangerous period passed

Collect Information on Cyclone passes (DMH) meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology

Prediction of Water Level

Submit a report to President to declare Disaster Affected Execute Initial Assessment and Execute MIRA (Multi-sectoral Initial rapid Assessment)

Plan Rehabilitation/Resettlement/ Implement Rehabilitation/Resettlement/Recovery Policies Recovery Policies

Assist People needing Support

After Caution is needed for 1 day Flooding from upstream. Request for other Care fore damaged business Care for damaged Rebuild damaged Care for damaged lifeline Care for damaged houses Regions/States and International Support Water Level may reach Danger Level Flood Warning (DMH) Watch Water Level and Share its Information ( Precaution against Flooding from upstream)

Index ：Relation Information related ：Water Level and others ：

：Staffing & Evacuation Action ：Sheltering ：Response to Disasters

A-3 INDEX Myanmar Timeline for Cyclone (Table of Actions) Information related ● disseminator ○ conveyer △ receiver Other ■ Main □ Sub or Support

National Local Other Organization Transpo Rehabil Search Initial Livelih Health rtatio i Informa and Assessm ood Securit Other NNDMC WC Care &Commun tation tion State/Region Townshio Rescue ent & recover y WC WC WC ication & WC T WC DL WC yWC i reqired WC Recover Scenario Ｎr Category DM Action Activities State/R m time MOI/ Townshi NNDMC MOHA/CP Other egionND e News&Pe p NDMC MoSWRR/ O,Myanm ministr MC Local MOHA/ MOPF/ MoALI/ MOTC/ riodica Other Police/ Red Medical ＤＭＨ RRD/ MOHS/PH MOC ar ies/Org ＲＲＤ Govt.( ＤＭＨ People Media ＮＧＯ FSD CSO DRD RTAD l Branch Fire Cross Team GAD Police anizati ＧＡＤ) Enterpr Force ons ise

Befor DMC e in Bay of Tropical 7days Bengal or Information Deliver Storm Deliver Storm information to staffs and instruct 1 ●△△△△△△△△△○△△△△○△○△△○ - Andaman Sea management Information precaution 4days ~3day s Information Deliver Storm begins moving 2 Deliver storm information ●△△△△△△△△△○△△△△○△○△△○ Tropical management Information Storm toward Myanmar 3 Mobilize Staffs □ □ ■

4 Set up EOC Report to NNDMC on Situation and Response □ ■

5 Order Local Branches to take Precautionary Actions ○ ● ○ ○ ○ ○ ○ ○ ○ △ ○ △

6 Check up List of Persons needing Support in evacuation ■ □ ■ □ ■ Preparation Check DM materials,medicine and supplies for emergency 7 ■ ■ □ ■ ■ ■ for DM Check up DM operation materials Instruct Township to submit Emergency Request Form both to 8 □ ■ □ ■ □ Central and Regional Governts when necessary 9 Check up workings/fuel of Emergency Materials of Shelters □ □ ■ ■

10 Check up EWS ■ □ ■ ■ □ □ □ □ □ □ □ □ □ □ □ □ □ Check up EWS Check up Batteries/Car Fuel/Communication Equipmet of 11 □ □ □ □ □ □ □ □ □ □ □ ■ ■ ■ ■ ■ ■ Offices Information Deliver EW Deliver EW Information on Storm to Fire,Red Cross, NGO and 12 ○ ● ○ ○ ● ○ ○ △ △ △ management Information Volunteers ~2day Deliver Met 13 Deliver Storm information ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ ○ △ ○ △ ○ △ △ ○ s moves toward Information Information Storm moves Myanmar management Deliver Traffic Deliver Traffic Information (access to affected and safe 14 △ △ △ △ ○ △ △ ● △ ● ○ △ △ △ ○ △ ● ● ○ △ ○ △ △ △ toward Information areas) Myanmar 15 Establish Natural disaster Manegement Center ■ □ □ □ □ □ ■ Allocate main responsibility to National or Region/State 16 ○●○○○○○○○○○○ △ △ △ △ △ △ △ Committee Stand by for Establish 17 Disaster Check up allocation of roles/duties among committees ■□□□□□□□□□□□ □ □ DM Management System 18 Order to start preparedness actions ○●○○○○○○○○○○○△△△△△△ △ △ △ △

19 Gather and Distribute Staffs □■□□□□□□□□□□■□□□□□□ 36h developed to Cyclone Information Deliver Cyclone Alert/Water Level information/DM 20 Deliver EW ●△○○○○○○○○○○△△○○△○△△○△△△ Cyclone Alert management instructions 21 Coordinate and Decide Instruction to local DMBs □■■□□□□□□□□□ □

Strong Wind 22 Issue Instructions ● ● ○ ○ ○ ○ ○ △ Strong Area Issue reaches Instructions to Alert and Mobilize Auxiliary Fire Brigades,Red Cross, Myanmar 23 Start DM □ □ ■ □ □ □ □ □ □ save life & People's Strength and NGO property 24 Ensure all levels of supervisors have all teams at ready □ □ ■ ■ Heavy 25 Take steps to reduce loss and property □■□□□□□□□□□□■□□□□■□ □ □ □ □

26 Make decision on temporary closure of public facilities □ □ □ ■ Public Advise Temporary 27 Cease of Use of Issue Instructions of temporary closure □ □ □ ■ Facilities Public Facilities 28 PR of temporaryclosure □ □ □ □ ■ □

29 PR of Disaster Management Tips against Cyclone □ ■ □ □ □ □ □ □ □ Public PR of steps to save life $ Relations 30 property Advise to temporary cease of travels □ ■ ■ □ □ □ Coordinate,Decide & Distribute Evacuation Order for People 31 ● ○ ○ ○ ● ○ ○ ○ ○ △ ○ Evacuate People needing Support needing Support 32 Assist Evacuation of Persons needing Support □ □ □ ■ □ □ □ □ □

33 Make decision on opening Shelters □ □ □ □ □ ■

Evacuation of 34 Open Shelter for Open Shelters □ □ ■ Persons Persons needing needing Support 35 Support Distribute Staffs □ □ ■ □

36 PR of opening Shelters ■ □ □ □ □ □ ■ □

37 Operate Shelters □ ■ ■ Operate Shelters 38 Report on Situation of Shelters ( at fixwd intervals) △ ○ △ ○ ●

A-4 National Local Other Organization Transpo Rehabil Search Initial Livelih Health rtatio i Informa and Assessm ood Securit Other NNDMC WC Care &Commun tation tion State/Region Townshio Rescue ent & recover y WC WC WC ication & WC T WC DL WC yWC i reqired WC Recover Scenario Ｎr Category DM Action Activities State/R m time MOI/ Townshi NNDMC MOHA/CP Other egionND e News&Pe p NDMC MoSWRR/ O,Myanm ministr MC Local MOHA/ MOPF/ MoALI/ MOTC/ riodica Other Police/ Red Medical ＤＭＨ RRD/ MOHS/PH MOC ar ies/Org ＲＲＤ Govt.( ＤＭＨ People Media ＮＧＯ FSD CSO DRD RTAD l Branch Fire Cross Team GAD Police anizati ＧＡＤ) Enterpr Force ons ise 1 day Cyclone Deliver EW (warning message, forecast of cyclone before Warning 39 Deliver EW ●△○○○○○○○○○○△△△○△○△△○△△△ Information course,wind,rain) management Check up Water 40 Deliver information on Water Level ○ △ △ △ ● ● ● △ △ Level Water Level 41 Deliver crucial Hotline (forecast of water level) ● △ △ △ ○ ○ ○ △ Information by Information information by district management 42 Hotline Inquire forecast of cyclone □ ■ □ ■ □ ■ △

Flood 43 Make decision on opening of Shelters for general public □ □ □ ■ Warning Decision 44 Issue instruction to open Shelters for general public ● ○ ○ ○ △ ●

45 Distribute Staffs □ □ ■ Open 46 Shelters for PR for opening situation of Shelters ■ □ □ □ □ □ ■ □ General 47 Public Operate Shelters for general public □ ■ ■

48 Report on Situation of Shelters (Nr of people etc) △ ○ △ ○ ● Operate 49 Arrange medical organizations to care sicke persons □ □ □ ■ ■ ■

50 Refill foods and beverages & necwssities □ ■ □ ■

51 Make decision to issue Evacuation Order to general public ■ □ ■ □ □ □ □ Prepare to issue Evacuation Order 52 Dissemination of DM information to general public ○ ○ ● ○ △ ○ ○ Evacuation of 53 general Issue Evacuation Order to general public ■ □ □ ■ public Issue Evacuation Order 54 Report to higher authorities about issue of orders △ ○ ● ○ Evacuate general 55 Evacuate general public ■ ■ ■ □ □ public ~12hrs Cyclone 56 Deliver Cyclone Warning,Storm Surge Warning,MetInformation ●△○○○○○○○○○○△○○○△○△△○△△△ Warning Information Violent Deliver EW （red) management Wind Area 57 Watch water level and deliver it ○ △ ○ ○ ○ △ ○ ○ ● ● ● ○ △ ○ PR of Shelter 58 Broadcast situation of Shelter opening ● ○ ○ ● ○ ○ ● ○ △ ○ Storm Surge opening Warning 59 Disseminate Evacuation Order to people ● ○ ○ ● ○ ○ △ △ ● ○ △ ○ Water Level Flood may ocur reaches soon. 60 Evacuate the public to safe locations □ □ □ □ □ □ ■ □ □ □ □ □ Evacuate People Danger Level 61 Ensure Evacuation Routes & Ways □ □ □ □ □ □ ■ □ □ Evacuation of 62 Ensure Public Health ■ □ □ □ □ □ □ People 63 Deploy Security Personnel □ ■ □ ■ □ Ensure Safety &Security 64 Carry out patrol ■ □ □ ■

65 Broadcast EW to LMBs and People ■ □ □ □ □ □ □ ■ □ □ □ □ PR of EW & Evacuation 66 Broadcast Evacuation Order to LMBs and People ■ □ □ ■ □ □ □ □

Information 67 Deliver EW Watch and deliver Water Level and Flooding Information ○△○○○○○○○○○○△○○●●●○△○△△△ management Flood ocurres Checkup Safety of Flooding 68 Collect Information Human losses/Missing People □ □ □ ■ ■ ■ □ ■ □ widely People 69 Check up Disaster Damages □□□□■□□□□□□□□□□□□■□

70 Check up and Promptly Observe Disaster Damages by Helicopter ■ □ □ □ ■ □ □ □ □ Report Disaster Check up Disaster 71 Hotline(Flooding Area) △ ○ △ ○ ○ ● Damages Damages 72 Checkup Damages on Lifeline □ □ □ □ ■ ■

73 Deliver Damage Information/Report it to higher authorities △ ○ ● △ ○ ○ ○ ● △

A-5 National Local Other Organization Transpo Rehabil Search Initial Livelih Health rtatio i Informa and Assessm ood Securit Other NNDMC WC Care &Commun tation tion State/Region Townshio Rescue ent & recover y WC WC WC ication & WC T WC DL WC yWC i reqired WC Recover Scenario Ｎr Category DM Action Activities State/R m time MOI/ Townshi NNDMC MOHA/CP Other egionND e News&Pe p NDMC MoSWRR/ O,Myanm ministr MC Local MOHA/ MOPF/ MoALI/ MOTC/ riodica Other Police/ Red Medical ＤＭＨ RRD/ MOHS/PH MOC ar ies/Org ＲＲＤ Govt.( ＤＭＨ People Media ＮＧＯ FSD CSO DRD RTAD l Branch Fire Cross Team GAD Police anizati ＧＡＤ) Enterpr Force ons ise

74 Plan & supervise Prepare Plan /Supervise S & R □ □ ■ ■ □ □ □ ■ ■

75 Prepare distribution of Staffs ■ ■ ■ ■ ■ ■ ■ ■ Deploy Staffs 76 Set up Field Emergency Rescue Operation Center □ □ ■ ■ □ □ □ □ ■ ■ Search & 77 Rescue Request to International Organizations ■ ○ △ △ Operation Request for Assistance 78 Prevention of Epidemics ■ ■ □ □ □ △ △

79 Ensure Transport Means for Field Observation of Damages ■ ■ □ □ □ □ ■ Ensure Transport Means 80 Ensure Transport Means for Emergency Rescue Operation □ ■ ■ □ □ □ ■ □ Public Dammage and S&R 81 Broadcast damages and S&R information ■ □ □ □ □ □ □ □ Relations Information 82 Risk Information Provide Risk Information for retreat from site ○ ●○○○△○△△○△△△ Evacuation of 83 Instruct DM personnel to retreat from site ● △ △ △ △ ○ DM personnel Make DM personnel retreat 84 Instruct Patrol and Fire Personnel to retreat ● △ Public PR of DaCaution Broadcast instructions to save life & property when cyclone 85 ■ □ □ ■ □ □ □ □ Relations to Cyclone comes closest 0h Deliver Met 86 Deliver Met Information (Warning, Rain, Wind,Cyclone course) ●△△△△△△△△△○△△△△○△△△△○△△△ Information Cyclone landed Information management Deliver Water 87 Deliver Information on Water Level and Flood ○△△△△△△△△△○△△△△●●△△△○△△△ Level information

88 Check up Disaster damages □ □ ■ ■ □ □ □ ■ □ Water Level falls under DL 89 Observe Damage by Helicopter ■ □ □ ■ □ □ □ □ Plan & Supervise 90 Implement On-site Inspection of Damages and Supply Guidamces ■ □ □ □ □ □ □

91 Search & Decide Seach & Rescue Plan and Supervise operation □ □ ■ ■ □ □ □ Rescue 92 Operation Send Medical Teams/Infectious Disease Control □ ■ □ □ □ ■ Public Health 93 Collaborate with Red Cross and NGOs ■ □ □ □ □ □ □ □

94 Assistance Accept assistance of International/other Regions/States □ □ ■ Ensure Transport 95 Ensure transport & logistic routes ■ ■ ■ □ □ Means Public PR of DL & 96 Broadcast Situation on Damages and Response ■ □ □ □ □ Relations Response Storm weakened Information Deliver Met & WL 97 Deliver Meteorological and Hydrological Information ●△△△△△△△△△○△△△△●●△△△○△△△ Most dangerous management information period 98 Implement and Report MIRA(Multi-sector Initial Rapid Assessment) ■ □ ■ ■ □ □ □ □ □ □ passed. Initial Emergency Precaution to Assessment management flood from 99 Submitt a report to president to declare Disaster Affected Area ■ □ □ □ □ □ upstream After 100 Prepare Rehabilitation Plan □ □ □ □ ■ □ ■ □ ■ □ □ ■ ■ ■ ■ 1 day Rehabilitatio n/Resettlemen Plan & 101 Develope Emergency Rolicies for industries, roads, bridges □ ■ □ □ □ ■ ■ □ ■ ■ ■ □ t/ Implementation Water Level Recovery may reach DL 102 Manage local/ international assistance ■ ■ ■ □ □ ■ □ by upstream Flood flood Information Warning 103 Deliver EW Deliver EW ( Flood warning from upstream) ●△○○○○○○○○○○△○○○△○△△○△△△ Management

A-6 Expansion Plan of End-to-End Early Warning System in Ayeyarwaddy Region

The Project on Establishment of End-to-End Early Warning System for Natural Disaster In the Republic of the Union of Myanmar December 12, 2016

1. Background Myanmar is natural disaster prone country. It has experienced natural disasters every year in various regions that caused human losses and damages of infrastructure and economy. One of the most significant natural disasters in Myanmar was Cyclone Nargis which struck in the south western edge of Ayeyawaddy delta in 2008. After Cyclone Nargis, Japan International Cooperation Agency (JICA) conducted a survey of damages and found that early warning message on the cyclone had not been provided properly to affected people because of insufficient and poor early warning communication systems. Accordingly, enhancement of early warning system is urgently necessary in Myanmar.

There are three major government organizations to be responsible for issue and dissemination of warning messages of natural disaster: warning message of natural disaster is issued by the Department of Meteorology and Hydrology (DMH), Ministry of Transport. The warning massages are disseminated to the community level under the responsibilities of Relief and Resettlement Department (RRD), Ministry of Social Welfare, Relief and Resettlement and General Administration Department (GAD), Ministry of Home Affairs. There is, however, lack of cooperation systems within the government agencies and proper dissemination system from the Union Government at NPT to local governments and communities. Under such circumstance, the Myanmar government requested technical assistance from the Japanese Government on the capacity enhancement of early warning communication systems. JICA has implemented the project for establishment of end-to-end early warning system for natural disasters since 2013.

The overall goal of the project is to implement pilot activities of end-to-end early warning systems for natural disaster in Ayeyawaddy Region and Rakhine State, and prepare extension plans of the lessons learned from the pilot activities to other areas in the Region and State as well as other coastal line areas in Myanmar.

2. Pilot Activities conducted in Ayeyarwaddy Region

There are three components in the project: component 1: early warning communication equipment; component 2: human resource development (HRD) program for government officials; and component 3: community-based disaster risk management (CBDRM) activities at village level.

A-7 In the component 1: early warning communication equipment, the following activities were provided under the project:

• Installation of satellite communication equipment (IP Star) at RRD Pathein • Installation of 6 SSBs: RRD Pathein, RRD Labutta, GAD Pathein, GAD Labutta District/Township, Hlwa Sar Village Tract • Installation of early warning communication equipment (loud speaker, handy speaker, strengthen GSM telephone, solar power system, generator) at 3 pilot villages in Hlwa Sar Village Tract, Labutta Township • Installation of automatic tidal gage at Haing Gyi Kyun, and simple tidal gage at Labutta and Pyapon

In the component 2: human resource development (HRD) program for government officials, the following activities were provided under the project:. • Establishment of working group with 10 representative from RRD, GAD and DMH at State, and district and township levels • Conduct working group meeting with 4 times, HRD seminar with 2 times at Pathein and Nay Pyi Taw, and information transmission exercise with 1 time • Preparation of early warning manual and HRD program

In the component 3: community-based disaster risk management (CBDRM) activities at village level, the following activities were provided under the project:

• Conduct 3-days TOT workshop at Hlwa Sar Village Tract • Conduct CBDRM workshop with 5 times at 3 villages • Preparation of CBDRM manual

• Implementation of community infrastructure project by the community

3. Preparation of Draft Expansion Plan for 5-Years

The objective of the expansion plan is to prepare program for 5-years to disseminate the lessons learned from the pilot activities to other areas in Ayeyarwaddy Region, including other districts, townships and villages. Ayeyarwaddy Regional government and RRD will be responsible for preparation and Implementation of the expansion plan. Expansion plan of each component is proposed in the following way:

Component 1: Early Warning Communication Equipment

• Expansion plan of early warning communication equipment is shown in Table-1.

A-8 • SSBs will be installed in all GAD offices and RRD offices at district and township levels. • One village will be selected from each township and a total of 26 villages will installed EW communication equipment in 5-years • A total cost of early warning communication equipment in 5-years is estimated to be MMK 141.6 million.

Table-1: Expansion Plan of EW Communication Equipment

2017 2018 2019 2020 2021 Total

No. of SSBs Installed 6 6 8 6 8 34 No. of Villages to be Installed communication 4 4 7 5 6 26 Equipment Estimated Cost (MMK Million) 23.4 23.4 35.7 26.1 33.0 141.6

Component 2: Human Resource Development (HRD) Program for Government Officials.

• Expansion plan of human resource development (HRD) program for government officials is shown in Table-2. • HRD workshops will be continuously conducted in various levels of government officials to learn knowledge of disaster management in general and early warning system in particular. • The participants of each workshop will be about 50 officers • A total of 34 HRD workshop will be conducted in 5-years: 1 time for regional government offices; 6 times for district government officers; and 27 times for township government officers. • Early warning Information transmission exercise from DMH headquarter at NPT to selected villages and communities in Ayeyarwaddy Regioin will be implemented at least 1 time every year • Meetings of key stakeholders will be conducted for the purpose of preparation and evaluation of the early warning Information transmission exercise • A total cost of HRD activities in 5-years is estimated to be MMK 48.2 million.

A-9 Table-2: Expansion Plan of HRD Program for Government Officials

2017 2018 2019 2020 2021 Total

No. of HRD Workshop 8 5 8 6 7 34 No. of Meeting related to Information 4 2 2 2 2 12 transmission Exercise Estimated Cost (MMK Million) 12.4 7.3 10.6 8.4 9.5 48.2

Component 3: Community-Based Disaster Risk Management (CBDRM) Activities at Village Level.

• Expansion plan of CBDRM activities at village level. is shown in Table-3. • TOT workshops will be conducted in selected village tract from each township with a total of 26 village tracts in 5-years • CBDRM workshop will be conducted in selected villages from each village tract with a total of 26 villages in 5-years. • A total cost of CBDRM activities in 5-years is estimated to be MMK 104.0 million.

Table-3: Expansion Plan of CBDRM Activities

2017 2018 2019 2020 2021 Total No. of TOT Workshop in Township 4 4 7 5 6 26 No. of CBDRM Workshop in Village 4 4 7 5 6 26 Estimated Cost (MMK Million) 16.0 16.0 28.0 20.0 24.0 104.0

Overall cost estimation of the expansion plan • Overall cost of the expansion plan is shown in Table-4. • A total cost of expansion plan is estimated to be nearly MMK 300 million in 5-years and about MMK 60 million each year. • The cost estimation for expansion plan is based on the cost of pilot activities conducted by JICA in 2014.

A-10 Table-4: Overall Cost Estimation for Implementation of Expansion Plan

2017 2018 2019 2020 2021 Total Early Warning Communication 23.4 23.4 35.7 26.1 33.0 141.6 Equipment

HRD Activities 12.4 7.3 10.6 8.4 9.5 48.2 CBDRM Activities 16.0 16.0 28.0 20.0 24.0 104.0 Total Estimated Cost 51.8 46.7 74.3 54.5 66.5 293.8 (MMK Million)

Implementation schedule: • Draft implementation schedule of the activities to enhance early warning system is shown in Table 5. • Unit cost of the activities to enhance early warning system is shown in Table 6. • Under the 5-years expansion plan, all 6 districts and 27 townships in Ayeyarwaddy Region will be involved in the activities to enhance early warning system. • A district will be selected each year and conduct activities, including installation of SSBs at district and township offices and installation of communication equipment in selected villages. • HRD activities for government officials will be implemented at all levels of government officials, including region, districts and townships • CBDRM activities, including TOT workshop and CBDRM workshop, will be implemented in selected village tracts and villages respectively. • Early warning communication equipment (loud speaker, handy speaker, strengthen GSM telephone, solar power system, generator) will be installed in selected villages which will be conducted CBDRM activities.

A-11 Table-5: Draft Implementation Schedule of Activities in Improvement of Early Warning System Activities to Enhance Early Warning System Local Government EW Information Administrative Offices Installation HRD CBDRM Transmission of SSB activities activities Exercise Region Pathein Installed 2017 All Labutta Installed 2017 2017 Labutta (RRD) Installed Pyapon 2018 2018 2018 Pyapon (RRD) 2018 Myaungmya 2017 2017 2017 District Myaungmya (RRD) 2017 Pathein 2019 2019 2019 Pathein (RRD) Installed Maubin 2020 2020 2020 Hinthada 2021 2021 2021 Hinthada (RRD) 2021 Labutta Installed 2017 Done 2017 Mawlamyinegyun 2017 2017 2017 Pyapon 2018 2018 2018 Dedaye 2018 2018 2018 2018 Kyaiklat 2018 2018 2018 Bogale 2018 2018 2018 Myaungmya 2017 2017 2017 Wakema 2017 2017 2017 2017 Einme 2017 2017 2017 Pathein 2019 2019 2019 Ngapudaw 2019 2019 2019 Kangyidaunt 2019 2019 2019 Kyaunggon 2019 2019 2019 2019 Township Kyonpyaw 2019 2019 2019 Yegyi 2019 2019 2019 Thabaung 2019 2019 2019 Maubin 2020 2020 2020 Nyaungdon 2020 2020 2020 Danubyu 2020 2020 2020 2020 Pantanaw 2020 2020 2020 Danubyu 2020 2020 2020 Hinthada 2021 2021 2021 Zalun 2021 2021 2021 Lemyethna 2021 2021 2021 2021 Ingapu 2021 2021 2021 Kyangin 2021 2021 2021 Myanaung 2021 2021 2021

A-12 Table-6: Unit cost of Activities in Improvement of Early Warning System Expansion Plan for Ayeyarwaddy Region Explanation Unit cost Number Sub total (MMK) Output 1. Early Warning Communication Equipment SSB Equipment fee 2,100,000 1 set 2,100,000 Equipment for Equipment fee 2,413,000 1 set 2,665,000 village Installation fee 252,000 Output 2. Human Resource Development (HRD) Program for Government Officials Transportation for resource 14,000 53 persons person and participants HRD Workshop 1,086,500 Cost for material 1,500 53 persons Cost for lunch and tea 5,000 53 persons Transportation for resource 14,000 22 persons person and participants Meeting related Accomodation for resource 12,000 22 persons to Information person and participants 891,000 transmission Daily allowance for resource 8,000 22 persons Exercise person and participants Cost for material 1,500 22 persons Cost for lunch and tea 5,000 22 persons Output 3. Community-Based Disaster Risk Management (CBDRM) Activities at Village Level including rental tables, chairs, Venue for TOT workshop cups and pots 30,000 3 Days transportation for Participant boat cost 10,000 10 Person transportation for Trainers and Facilitators Bus cost 30,000 5 Person transportation for Resource Cost for state and district level Persons officer 20,000 6 Person Honorarium Fees to Resources allowance for the speaker from Persons NGOs 15,000 3 Person/1 Day Accommodation for resources persons 12,000 6 Person/2 Days cost for staying in a monastery Accommodation for participant (donation to monk) 5,000 30 Person/3 Days Accommodation for Trainer and TOT Workshop Facilitator 12,000 25 Person/5 Days 1,662,000 in Township breakfast for those staying in Food & Drink & Lunch & monastery, lunch and 2 times Dinner & Water Bottle coffee break, and dinner 4000 40 Person/4 Days Printing hand out 1500 30 Person/3 Days generator, projector, screen Supporting IT materials etc. 20,000 3 Days rental speakers, microphones Supporting Sound System etc 20,000 3 Days Workshop/Training Banner 15,000 1 Workshop Stationary for participant 1,400 10 Person/1 Day Flip Chart, Marker, Tape, etc. 15,000 3 Days Demonstration materials First aid kit, fire extingisher 20,000 1 Days Communication and Local Phone preoaid card, cost for Transporation carrying rental equipment 12,000 3 Days Video Tehanician 60,000 3 Days Rental chairs, tables, cups from Venue tea shop 20,000 15 Days Transportation boat cost of facilitators 40,000 5 Round Trip Facilitator Fees 12,000 15 Days Food & Drink & Lunch lunch and 2 tea breaks 3,500 250 Person CBDRM Printing hand out 1,000 250 person Workshop in rental generators, projector, 2,325,000 Village Supporting IT materials screen 45,000 5 Set rental speakers, microphones Supporting Sound System etc 20,000 5 set Workshop/Training Banner 20,000 1 Set Stationary for participant 1,000 50 person Flip Chart, Marker, Tape, etc. 25,000 5 Set

A-13 Expansion Plan of End-to-End Early Warning System in Rakhine State

The Project on Establishment of End-to-End Early Warning System for Natural Disaster In the Republic of the Union of Myanmar December 13, 2016

2. Pilot Activities conducted in Rakhine State

A-14 .In the component 1: early warning communication equipment, the following activities were provided under the project:

• Installation of satellite communication equipment (IP Star) at RRD Sittwe • Installation of 5 SSBs: RRD Sittwe, GAD Sittwe, RRD Kyauk Phyu, GAD Kyauk Phyu District/Township, Thea Than Village • Installation of early warning communication equipment (loud speaker, handy speaker, strengthen GSM telephone, solar power system, generator) at 4 pilot villages in Thea Than Village Tract, Kyauk Phyu Township • Installation of simple tidal gage at Gwa

In the component 2: human resource development (HRD) program for government officials, the following activities were provided under the project:. • Establishment of working group with 10 representative from RRD, GAD and DMH at State, and district and township levels • Conduct working group meeting with 3 times, HRD seminar with 2 times at Sittwe and Kyauk Phyu, and information transmission exercise with 1 time • Preparation of early warning manual and HRD program

In the component 3: community-based disaster risk management (CBDRM) activities at village level, the following activities were provided under the project:

• Conduct 5-days TOT workshop at Thea Tan Village Tract • Conduct CBDRM workshop with 5 times at 3 villages • Preparation of CBDRM manual

• Implementation of community infrastructure project by the community

3. Preparation of Draft Expansion Plan for 5-Years

The objective of the expansion plan is to prepare program for 5-years to disseminate the lessons learned from the pilot activities to other areas in Rakhine State, including other districts, townships and villages. Rakhine State government and RRD will be responsible for preparation and Implementation of the expansion plan. Expansion plan of each component is proposed in the following way:

Component 1: Early Warning Communication Equipment

• Expansion plan of early warning communication equipment is shown in Table-1.

A-15 • SSBs will be installed in all GAD offices at district and township levels (all 5 GAD district offices installed SSBs already and 16 GAD township offices, except Kyauk Phyu township, will install SSB in 5-years). • SSBs were already installed in RRD regional offices at Sittwe and Kyauk Phyu district office. When new RRD offices will be operated in Thandwe and Maugdaw districts, SSBs will be installed in these offices. • One village will be selected from each township and a total of 16 villages will installed EW communication equipment in 5-years • A total cost of early warning communication equipment in 5-years is estimated to be MMK 76.8 million

Table-1: Expansion Plan of EW Communication Equipment

2017 2018 2019 2020 2021 Total No. of SSB Installed 4 4 2 3 3 16 No. of Villages to be Installed communication 4 4 2 3 3 16 Equipment Estimated Cost (MMK 19.2 19.2 9.6 14.4 14.4 76.8 Million)

Component 2: Human Resource Development (HRD) Program for Government Officials.

• Expansion plan of human resource development (HRD) program for government officials is shown in Table-2. • HRD workshops will be continuously conducted in various levels of government officials to learn knowledge of disaster management in general and early warning system in particular. • The participants of each workshop will be about 50 officers • A total of 23 HRD workshop will be conducted in 5-years: 1 time for state government offices; 5 times for district government officers; and 17 times for township government officers. • Early warning Information transmission exercise from DMH headquarter at NPT to selected villages and communities in Rakhine State will be implemented at least 1 time every year

A-16 • Meetings of key stakeholders will be conducted for the purpose of preparation and evaluation of the early warning Information transmission exercise • A total cost of HRD activities in 5-years is estimated to be MMK 25.3 million

Table-2: Expansion Plan of HRD Program for Government Officials

2017 2018 2019 2020 2021 Total No. of HRD Workshop 6 5 3 5 4 23 No. of Meeting related to Information transmission 2 2 2 2 2 10 Exercise Estimated Cost (MMK 6.6 5.5 3.3 5.5 4.4 25.3 Million)

Component 3: Community-Based Disaster Risk Management (CBDRM) Activities at Village Level.

• Expansion plan of CBDRM activities at village level. Is shown in Table-3. • TOT workshops will be conducted in selected village tract from each township with a total of 16 village tracts in 5-years • CBDRM workshop will be conducted in selected villages from each village tract with a total of 16 villages in 5-years. • A total cost of CBDRM activities in 5-years is estimated to be MMK 112.0 million Table-3: Expansion Plan of CBDRM Activities

2017 2018 2019 2020 2021 Total No. of TOT Workshop in 4 4 2 3 3 16 Township No. of CBDRM Workshop in 4 4 2 3 3 16 Village Estimated Cost (MMK 28.0 28.0 14.0 21.0 21.0 112.0 Million)

A-17 Overall cost estimation of the expansion plan • Overall cost of the expansion plan is shown in Table-4. • A total cost of expansion plan is estimated to be nearly MMK 200 million in 5-years and about MMK 40 million each year. • The cost estimation for expansion plan is based on the cost of pilot activities conducted by JICA in 2015.

Table-4: Overall Cost Estimation for Implementation of Expansion Plan

2017 2018 2019 2020 2021 Total Early Warning 19.2 19.2 9.6 14.4 14.4 76.8 Communication Equipment HRD Activities 6.6 5.5 3.3 5.5 4.4 25.3 CBDRM Activities 28.0 28.0 14.0 21.0 21.0 112.0 Total Estimated Cost (MMK 53.8 52.7 26.9 40.9 39.8 214.1 Million)

Implementation schedule: • Draft implementation schedule of the activities to enhance early warning system is shown in Table 5. • Unit cost of the activities to enhance early warning system is shown in Table 6. • Under the 5-years expansion plan, all 5 districts and 17 townships in Rakhine State will be involved in the activities to enhance early warning system. • A district will be selected each year and conduct activities, including installation of SSBs at township offices and installation of communication equipment in selected villages. • HRD activities for government officials will be implemented at all levels of government officials, including state, districts and townships • CBDRM activities, including TOT workshop and CBDRM workshop, will be implemented in selected village tracts and villages respectively. • Early warning communication equipment (loud speaker, handy speaker, strengthen GSM telephone, solar power system, generator) will be installed in selected villages which will be conducted CBDRM activities.

A-18

Table-5: Draft Implementation Schedule of Activities in Improvement of Early Warning System

Activities to Enhance Early Warning System Local Government EW Information Administrative Offices Installation HRD CBDRM Transmission of SSB Activities Activities Exercise State Involved every Government Sittwe Installed 2017 year Office Sittwe Installed 2017 2017 Mrauk-U Installed 2018 2018 District Government Maungdaw Installed 2019 2019 Office Kyaukphyu Installed 2020 2020 Thandwe Installed 2021 2021 Sittwe 2017 2017 2017 2017 Ponnagyun 2017 2017 2017 2017 Pauktaw 2017 2017 2017 2017 Rathedaung 2017 2017 2017 2017 Mrauk-U 2018 2018 2018 2018 Kyauktaw 2018 2018 2018 2018 Minbya 2018 2018 2018 2018 Myebon 2018 2018 2018 2018 Township Government Maungdaw 2019 2019 2019 2019 Office Buthidaung 2019 2019 2019 2019 Kyaukphyu 2020 Done 2020 Munaung 2020 2020 2020 2020 Ramree 2020 2020 2020 2020 Ann 2020 2020 2020 2020 Thandwe 2021 2021 2021 2021 Toungup 2021 2021 2021 2021 Gwa 2021 2021 2021 2021

A-19 Table-6: Unit cost of Activities in Improvement of Early Warning System Expansion Plan for Ayeyarwaddy Region Explanation Unit cost Number Sub total (MMK) Output 1. Early Warning Communication Equipment SSB Equipment fee 2,100,000 1 set 2,100,000 Equipment for Equipment fee 2,413,000 1 set 2,665,000 village Installation fee 252,000 Output 2. Human Resource Development (HRD) Program for Government Officials Transportation for resource 14,000 53 persons person and participants HRD Workshop 1,086,500 Cost for material 1,500 53 persons Cost for lunch and tea 5,000 53 persons Transportation for resource 14,000 22 persons person and participants Meeting related Accomodation for resource 12,000 22 persons to Information person and participants 891,000 transmission Daily allowance for resource 8,000 22 persons Exercise person and participants Cost for material 1,500 22 persons Cost for lunch and tea 5,000 22 persons Output 3. Community-Based Disaster Risk Management (CBDRM) Activities at Village Level including rental tables, chairs, Venue cups and pots 30,000 5 days Transportion for Participant boat cost 75,000 2 person Transportion for Participant mini bus rental cost 75,000 5 person Transportion for Participant transport cost within city 5,000 50 person Transportion for Trainers & Facilitators Bus, boat etc. 30,000 5 person Honorarium fees to resources allowance for the speaker from persons NGOs 15,000 3 person cost for staying in a monastery Accommodation for participant (donation to monk) 50,000 3 per-days Accommodation for trainer & accomodation for ladies who facilitator cannot stay in a monastery 12,000 35 per-days breakfast for those staying in Food & Drink & Lunch & water monastery, lunch and 2 times TOT Workshop bottle coffee break 4,000 50 per-days 3,140,000 in Township for those spend a night near Dinner the venue 3,000 50 per-days Printing Handout 3,500 10 person generator, projector, screen Supporting IT materials etc. 25,000 5 per-days rental speakers, microphones Supporting Sound System etc 25,000 5 per-days Workshop/Training Banner 30,000 1 set Stationary for participant 1,500 50 person Flip Chart & Marker & Tape & etc… 15,000 5 per-days Demonstration Materials First aid kit, fire extingisher 50,000 1 per-days Communication and Local Phone preoaid card, cost for Transportion carrying rental equipment 25,000 1 set Rental of Video Equipment and Technician 100,000 5 per-days Rental chairs, tables, cups from Venue tea shop 20,000 15 Days Transportation boat cost of facilitators 40,000 5 Round Trip Facilitator Fees 12,000 15 Days Food & Drink & Lunch lunch and 2 tea breaks 3,500 250 Person CBDRM Printing hand out 1,000 250 person Workshop in rental generators, projector, 2,325,000 Village Supporting IT materials screen 45,000 5 Set rental speakers, microphones Supporting Sound System etc 20,000 5 set Workshop/Training Banner 20,000 1 Set Stationary for participant 1,000 50 person Flip Chart, Marker, Tape, etc. 25,000 5 Set

A-20

EARLY WARNING MANUAL

RAKHINE STATE

(FIRST DRAFT AS OF OCTOBER, 2015)

The Project on Establishment of End-to-End Early Warning System for Natural Disaster In the Republic of the Union of Myanmar

A-21

A-22

CONTENTS

1. Purpose of Early warning manual ...... 1

2. Information transmission route and equipment ...... 2

2.1 Information transmission route ...... 3

2.1.1 Information transmission route for RRD ...... 3

2.1.2 Information transmission route for DMH ...... 4

2.1.3 Information transmission route for GAD ...... 5

2.2 Contact list ...... 6

2.3 Manual of equipment ...... 6

3. Actions to be done by each organization ...... 8

3.1 Decision and implementation of actions ...... 8

3.1.1 Actions to be done by RRD ...... 9

3.1.2 Actions to be done by DMH ...... 11

3.1.3 Actions to be done by GAD ...... 12

3.2 Consideration of actions to be taken ...... 14

3.2.1 Warning message from DMH ...... 14

3.2.2 Instruction of action ...... 16

3.3.3 Local Situations ...... 17

4. Send / Receive Format of EW information ...... 18

4.1 Warning message from DMH ...... 18

4.2 Instruction of action ...... 19

4.3 Local situation ...... 19

A-23

Appendix

Appendix2-1: Contact list 1~8

Appendix2-2: Installation location list 9~１０

Appendix2-3: Operation manual for SSB radio wave 11

Appendix2-4: Operation manual for PC(Skype) 12

Appendix2-5: Operation manual for IP-STAR 13

Appendix2-6: Mantenance manual for SSB radio wave 14~15 Appendix2-7: Daily check list for SSB radio wave 16~19

Appendix2-8: Weekly check list for PC(Skype) 20

Appendix2-9: Weekly check list for IP-STAR 21 Appendix3-1: Action check list 22

Appendix3-2: Designation of Flag Signals Indicating Storm 23

Hazards for Display in Wards/Villages 24

Appendix4-1: Send/Receive Format of EW information 26

Appendix4-2: Beaufort wind scale 26 27 Appendix4-3: Rainfall scale

A-24 EARLY WARNING MANUAL Appendix the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the Stage. Warning Early the GAD in and DMH byRRD, action detailed the for understanding common have the organizations related above the that expected the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the among the related organizations. It is requir relatedorganizations the of list contact and Stage. Warning Early the GAD in and DMH byRRD, action detailed the for understanding common have the organizations related above the that expected role the clarify to is Manual the of Purpose Risk Disaster on Warning Early in involved disaster. natural of event the after Manual this byreviewing situations actual the among the related organizations. It is requir Manual This disaster. during relatedorganizations the of list contact and format, The Manual Stage. Warning Early the GAD in and DMH byRRD, action detailed the Ministry Myanmar” in Management Manual This implemented Warning Early the for understanding common have the organizations related above the that expected contribute g central role the clarify to is Manual the of Purpose surge. storm and cyclone and Region Ayeyarwaddy Risk Disaster on Warning Early in involved T 1.

the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the among the related organizations. It is requir Manual This disaster. during relatedorganizations the of list contact and format, The Manual Stage. Warning Early the GAD in and DMH byRRD, action detailed the Ministry Myanmar” in Management Manual This implemented Warning Early the for understanding common have the organizations related above the that expected contribute g central role the clarify to is Manual the of Purpose surge. storm and cyclone and Region Ayeyarwaddy Risk Disaster on Warning Early in involved the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the Stage. Warning Early the GAD in and DMH byRRD, action detailed the for understanding common have the organizations related above the that expected the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the among the related organizations. It is requir relatedorganizations the of list contact and Stage. Warning Early the GAD in and DMH byRRD, action detailed the for understanding common have the organizations related above the that expected role the clarify to is Manual the of Purpose Risk Disaster on Warning Early in involved the actual situations by reviewing this Manual after the event of natural disaster. natural of event the after Manual this byreviewing situations actual the Stage. Warning Early the GAD in and DMH byRRD, action detailed the for understanding common have the organizations related above the that expected his Early Warning M Warning Early his his Early Warning M Warning Early his

operation and maintenance maintenance and operation operation and maintenance maintenance and operation

are stipulated Standi inthe stipulated are are stipulated Standi inthe stipulated are Purpose ofPurpose Early warningmanual Purpose ofPurpose Early warningmanual Purpose ofPurpose Early warningmanual overnment to local government government local to overnment Purpose ofPurpose Early warningmanual Purpose ofPurpose Early warningmanual overnment to local government government local to overnment overnment to local government government local to overnment

in the inthe has basically is is before need

several establish System and and ed to ed anual anual

conforms conforms conforms conforms attachments attachments during disaster during during disaster during during disaster during

ment of ment ment of ment modify modify . . . . , Rakhine State Rakhine , Rakhine State Rakhine Rakhine State Rakhine

is expect is T since the the role since since the the role since he proper/quick Early Warning Early Warning proper/quick he he proper/quick Early Warning Early Warning proper/quick he he proper/quick Early Warning Early Warning proper/quick he

with with

and update at all times under the the under times at all update and and update at all times under the the under times at all update and

and update at all times under the the under times at all update and and update at all times under the the under times at all update and the effective Early Warning System. Warning Early effective the the effective Early Warning System. Warning Early effective the the effective Early Warning System. Warning Early effective the the effective Early Warning System. Warning Early effective the ng Order. In addition, this Manual focuses on on focuses Manual this addition, In ngOrder. ng Order. In addition, this Manual focuses on on focuses Manual this addition, In ngOrder. ng Order. In addition, this Manual focuses on on focuses Manual this addition, In ngOrder. ng Order. In addition, this Manual focuses on on focuses Manual this addition, In ngOrder. ng Order. In addition, this Manual focuses on on focuses Manual this addition, In ngOrder. manual of of manual manual of of manual ed ed the the the the

such such as such such as to be be to

of of by utilizing th byutilizing by utilizing th byutilizing . The t The . “ s s Standing Order on Natural Disaster Disaster Natural on Order Standing A-25 Standing Order on Natural Disaster Disaster Natural on Order Standing Standing Order on Natural Disaster Disaster Natural on Order Standing Standing Order on Natural Disaster Disaster Natural on Order Standing s s and responsibilities responsibilities and the above related orga aboverelated the and responsibilities responsibilities and the above related orga aboverelated the and responsibilities responsibilities and the above related orga aboverelated the , which will which , , which will which , Management Management ed ed to upda ed ed to upda

and responsibilities of each from level each of responsibilities and and responsibilities of each from level each of responsibilities and and responsibilities of each from level each of responsibilities and and responsibilities of each from level each of responsibilities and utilize utilize information communication information communication information communication information communication information communication information communication information communication information communication information transmission transmission information information transmission transmission information information transmission transmission information information transmission transmission information arget disaster arget arget disaster arget arget disaster arget d by d

is te te the contents depending on

te te the contents depending on te te the contents depending on be referred be be referred be Manual Manual related organizations organizations related related organizations organizations related related organizations organizations related , , RRD, DMH and GAD and DMH RRD, RRD, DMH and GAD and DMH RRD, RRD, DMH and GAD and DMH RRD, activities activities activities activities

s are are s on DRM on on DRM on .

nizations, and to to and nizations, nizations, and to to and nizations, nizations, and to to and nizations, before before discussion discussion basically basically basically basically

will will be

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of each each of and and recording recording recording recording

EARLY WARNING MANUAL Appendix This chapter mentions about target organizations and the route route the and organizations target about mentions chapter This Early Warning Information is received or disseminated disseminated or received is Information Warning Early route the and organizations target about mentions chapter This org three Firstly, the basic transmi disseminated or received is Information Warning Early route the and organizations target about mentions chapter This Myanmar. RRD, DMH and GA 2.

three org three Firstly, the basic transmi disseminated or received is Information Warning Early route the and organizations target about mentions chapter This Myanmar. RRD, DMH and GA Early Warning Information is received or disseminated disseminated or received is Information Warning Early route the and organizations target about mentions chapter This Early Warning Information is received or disseminated disseminated or received is Information Warning Early route the and organizations target about mentions chapter This President Office National Township District

Region

Village State Tract Village Informationtransmission route andequipment Informationtransmission route andequipment Informationtransmission route andequipment Informationtransmission route andequipment Informationtransmission route andequipment Informationtransmission route andequipment anizations is shown in the following figure. following the in shown is anizations anizations is shown in the following figure. following the in shown is anizations anizations is shown in the following figure. following the in shown is anizations anizations is shown in the following figure. following the in shown is anizations

Line MinistriesDepartments Line/ Figure Figure RRD D are main inorganizations charge of Early on Warning DRM in D are main inorganizations charge of Early on Warning DRM in D are main inorganizations charge of Early on Warning DRM in D are main inorganizations charge of Early on Warning DRM in D are main inorganizations charge of Early on Warning DRM in D are main inorganizations charge of Early on Warning DRM in 1

ssion ssion route for Early Warning information among the above ssion ssion route for Early Warning information among the above ssion ssion route for Early Warning information among the above ssion ssion route for Early Warning information among the above ssion ssion route for Early Warning information among the above ssion ssion route for Early Warning information among the above

GAD

Region/State government office I nformation transmission route transmission nformation nformation transmission route transmission nformation nformation transmission route transmission nformation nformation transmission route transmission nformation A-26 Residents Ministry of 2 2 Defense

by each organization. each by by each organization. each by by each organization. each by from which the the which from from which the the which from DMH

Media

EARLY WARNING MANUAL Appendix RRD District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District RRD RRD District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District RRD District RRD Region/State RRD to information Warning theEarly disseminates/informs District RRD Region/State Di RRD District RRD District RRD RRD RRD and HQs 2.1 2.

RRD District RRD Region/State RRD to information Warning theEarly disseminates/informs District RRD Region/State Di RRD District RRD District RRD RRD RRD RRD District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District RRD RRD District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District RRD 1 Information 1 1 Information 1 .1 .1 GADTownship GADTownship , , Table 1 1 Table

Region/State Region/State Region DMH Region/State DMH

and and Information strict receives the Early Warning information from from information Warning theEarly receives strict strict receives the Early Warning information from from information Warning theEarly receives strict strict receives the Early Warning information from from information Warning theEarly receives strict strict receives the Early Warning information from from information Warning theEarly receives strict

Region/State Government Office Government Region/State Region/State Government Office Government Region/State Region/State Government Office Government Region/State

/State .

information information information information

disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs from information Warning Early the receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs from information Warning Early the receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs from information Warning Early the receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs from information Warning Early the receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs from information Warning Early the receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs . . Received Received Organizations Organizations Organizations Organizations

transmission route for RRD for route transmission transmission route for RRD for route transmission transmission route for RRD for route transmission transmission route for RRD for route transmission

• • • • • • , , transmission route transmission transmission route transmission transmission route transmission transmission route transmission

and and and and RRD HQs RRD Office Government Region/State HQs DMH HQs RRD RRD DMH RRD HQs RRD Office Government Region/State HQs DMH HQs RRD from or to or from from or to or from

from from Region/State Region/State Region/State Region/State Region/State Region/State that that

RRD

A-27

receive or disseminat or receive receive or disseminat or receive receive or disseminat or receive

Government Office Government Government Office Government Government Office Government . . in Rakhine Rakhine in in Rakhine Rakhine in

Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/

RRD HQ RRD • • • • RRD HQ RRD Region/State Region/State Region/State

GADTownship Government Region/State GAD Office RRD Region/State Government Government Region/State GADTownship Government Region/State .

RRD HQs RRD RRD HQs RRD e s s /inform the EW EW the /inform District District /inform the EW EW the /inform /inform the EW EW the /inform District District GAD GAD and and and and

RRD District District

, DMH DMH , RRD

EARLY WARNING MANUAL Appendix DMH District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District DMH DMH District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District DMH from information Warning theEarly receives District DMH District DMH Region/State DMH Region/State Rakhine District/Township to information Warning theEarly disseminates/informs District DMH Region/State from information Warning theEarly receives District DMH District DMH District/Township Region DMH DMH DMH 2.1.2

DMH District DMH Region/State DMH Region/State Rakhine District/Township to information Warning theEarly disseminates/informs District DMH Region/State from information Warning theEarly receives District DMH District DMH District/Township Region DMH DMH DMH 2.1.2 DMH District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District DMH from information Warning theEarly receives District DMH DMH District disseminates/informs the Early Warning information to to information Warning theEarly disseminates/informs District DMH from information Warning theEarly receives District DMH Table 2 2 Table Region/State Region/State Region/State

/State /State Information

Government Office Government Government Office Government information information information information and and o and ,

disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs receives disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs disseminates/informs the Early Warning information to to information Warning Early the disseminates/informs Received Received Organizations Organizations Organizations Organizations

RRD RRD transmission route transmission transmission route transmission transmission route transmission ther relate ther ther relate ther • • •

District. District.

DMH HQs DMH DMH HQ DMH DMH HQs DMH the Early Warning information from from information Warning Early the the Early Warning information from from information Warning Early the the Early Warning information from from information Warning Early the the Early Warning information from from information Warning Early the from or to or from from or to or from

, , DMHDistrict DMHDistrict Region/State Region/State d d Department Department s s that that

DMH A-28

receive or disseminat or receive receive or disseminat or receive receive or disseminat or receive in Rakhine Rakhine in in Rakhine Rakhine in , ,

4 4 for for for for RRD Region/State RRD RRD Region/State RRD RRD Region/State RRD s s

. . DMH Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/ • • • • • • • Region/State DMHHQ Region/State DMHHQ

Region/State

Department relate Other Region/State RRD District DMH Region/State RRD GAD GAD Office Department relate Other Region/State RRD District DMH Region/State DMH HQ DMH DMH HQ DMH e District District/Township District/Townsh , , District/Township District District/Township District/Townsh /inform the EW EW the /inform /inform the EW EW the /inform /inform the EW EW the /inform s s GAD GAD GAD GAD GAD GAD and and and and

s s d d s. s. DMH

Government Government Government Government

EARLY WARNING MANUAL Appendix GAD Township disseminates/informs the Early Warning information to information Warning Early the disseminates/informs GADTownship from information Warning Early the receives GADTownship the Early to information GAD Warning disseminates/informs District GAD Township disseminates/informs the Early Warning information to information Warning Early the disseminates/informs GADTownship from information Warning Early the receives GADTownship the Early to information GAD Warning disseminates/informs District from information Warning theEarly receives District GAD GADTownship District GAD Region/State GAD to information Warning Early the disseminates/informs GADTownship Region/State from information Warning Early the receives GADTownship GADTownship the Early to information GAD Warning disseminates/informs District from information Warning theEarly receives District GAD District GAD District GAD Affairs Home of GAD GAD 2.1.3 Sub Sub HQs

GADTownship District GAD Region/State GAD to information Warning Early the disseminates/informs GADTownship Region/State from information Warning Early the receives GADTownship GADTownship the Early to information GAD Warning disseminates/informs District from information Warning theEarly receives District GAD District GAD District GAD Affairs Home of GAD GAD 2.1.3 GAD Township disseminates/informs the Early Warning information to information Warning Early the disseminates/informs GADTownship from information Warning Early the receives GADTownship the Early to information GAD Warning disseminates/informs District from information Warning theEarly receives District GAD GAD Township disseminates/informs the Early Warning information to information Warning Early the disseminates/informs GADTownship from information Warning Early the receives GADTownship the Early to information GAD Warning disseminates/informs District from information Warning theEarly receives District GAD - - - - , DMH , , DMH , Table 3 3 Table townships, Village tracts Village townships, townships, Village tracts Village townships, township, township, Region/State Region/State Region/

, Township , Information

HQs

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State Villages tracts Villages Villages tracts Villages

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Organizations Organizations Organizations Organizations

District Other Other transmission route transmission District Other Other transmission route transmission transmission route transmission • • • • • • • • • • • •

Received Received , and and , Government Office Government Region/State Home of Ministry GAD HQs GAD Affairs HQs DMH DMH HQs DMH GAD GAD DMH RRD HQs DMH HQs GAD GAD Government Office Government Region/State Home of Ministry information information . . , Wards , and , information information Region/State Region/State , and and , Region/State Region/State Region/State District District Region/State Region/State District District Region/State District District other other DMH DMH from ,I from ,I

that

NGOs

related related

District. A-29

from or to or from from or to or from

receive or disseminat or receive receive or disseminat or receive receive or disseminat or receive Level Department Level Level Department Level Level Department Level

, and and , , and and ,

Government Office Government

Government Office Government Government Office Government

for for for for government department. government government department. government government department. government government department. government

CSOs. CSOs.

GAD GAD GAD

Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/ Disseminated/ Informed Disseminated/ • • • • • • • GAD GAD

GAD GAD

GAD Village tracts and Wards and tracts Village relat Other Department NGOs, C NGOs, GADSub- tracts Sub- GAD Other GAD Village tracts and Wards and tracts Village Village tracts and Wards and tracts Village relat Other Department s. s. Region/State Region/State GAD HQ GAD GAD HQ GAD township township . . e District Township District District Township District /inform the EW EW the /inform related related /inform the EW EW the /inform /inform the EW EW the /inform related related GAD GAD GAD GAD

S S

GAD GAD GAD GAD townships townships Os Os ed D ed s s

s, s, , GAD , , Township , , Township , Township Township GAD , ,

Ministry Ministry Ministry Ministry Villages Villages Villages Villages

epartment epartment , , GAD GAD

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EARLY WARNING MANUAL Appendix these equipment can be used as a substitution of substitution a as used be can equipment these equipment following the are There the in written content the is information official And, 2 Appendix in shown is list contact This State Rakhine and Region Ayeyarwaddy PC(Skype): PC(Skype): . radio: SSB of substitution a as used be can equipment these equipment following the are There the in written content the is information official And, Basically, equipment This list contact This 2 Appendix in shown is list contact This information State Rakhine and Region Ayeyarwaddy represe The • IP- • • • • • • • • 2.3 2.2

PC(Skype): PC(Skype): . radio: SSB of substitution a as used be can equipment these equipment following the are There the in written content the is information official And, Basically, equipment This list contact This 2 Appendix in shown is list contact This information State Rakhine and Region Ayeyarwaddy represe The 2.2 these equipment can be used as a substitution of substitution a as used be can equipment these the in written content the is information official And, these equipment can be used as a substitution of substitution a as used be can equipment these the in written content the is information official And, 2 Appendix in shown is list contact This State Rakhine and Region Ayeyarwaddy 3 Star: Star: Star: Star: RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD HQ GAD HQ, HQ,DMH RRD Office District/Township GADKyaukPhyu Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta HQ,DMH DMH Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD HQ GAD HQ, HQ,DMH RRD Sar Hlwa Office District/Township GADKyaukPhyu Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta HQ,DMH DMH R RRD Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD HQ GAD HQ, HQ,DMH RRD Sar Hlwa Office District/Township GADKyaukPhyu Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta HQ,DMH DMH R RRD Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD Office District/Township GADKyaukPhyu Office, State Rakahine Office,GAD Township GADLabutta Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta HQ,DMH DMH Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office State Rakhine RRD Office, Reginal Ayeyarwaddy HQ,RRD RRD Office District GAD Labutta Office, Regional Ayeyarwaddy HQ,GAD GAD Office District Labutta Office,RRD Regional Ayeyarwaddy HQ,RRD RRD

section section Manual of equipment of Manual Manual of equipment of Manual list Contact Manual of equipment of Manual V

the transfer of information is through is of information thetransfer the transfer of information is through is of information thetransfer the transfer of information is through is of information thetransfer . . are akahine State Office,RRD KyaukPhyu District Office District KyaukPhyu Office,RRD State akahine akahine State Office,RRD KyaukPhyu District Office District KyaukPhyu Office,RRD State akahine akahine State Office,RRD KyaukPhyu District Office District KyaukPhyu Office,RRD State akahine akahine State Office,RRD KyaukPhyu District Office District KyaukPhyu Office,RRD State akahine akahine State Office,RRD KyaukPhyu District Office District KyaukPhyu Office,RRD State akahine

ntative person person ntative ntative person person ntative The installation location list of equipment of list location installation The The installation location list of equipment of list location installation The The installation location list of equipment of list location installation The The installation location list of equipment of list location installation The mention

i assembled in the contact list. contact the in assembled assembled in the contact list. contact the in assembled assembled in the contact list. contact the in assembled llage llage is needed needed is s h s Tract,Thea Tan Village Tract Village Tan Tract,Thea Tract,Thea Tan Village Tract Village Tan Tract,Thea Tract,Thea Tan Village Tract Village Tan Tract,Thea Tract,Thea Tan Village Tract Village Tan Tract,Thea ow to to ow ow to to ow

to to to to of of update update each office and the telephone number thetelephone and office each each office and the telephone number thetelephone and office each each office and the telephone number thetelephone and office each each office and the telephone number thetelephone and office each operate and maintain and operate operate and maintain and operate operate and maintain and operate

procure procure at at

all time. all -1. -1. to disseminate the Early Warning Warning Early the disseminate to to disseminate the Early Warning Warning Early the disseminate to to disseminate the Early Warning Warning Early the disseminate to to disseminate the Early Warning Warning Early the disseminate to A-30

d by JICA in each organizations and and organizations each in byJICA d d by JICA in each organizations and and organizations each in byJICA d d by JICA in each organizations and and organizations each in byJICA d d by JICA in each organizations and and organizations each in byJICA d

the telephone and FAX and thetelephone the telephone and FAX and thetelephone the telephone and FAX and thetelephone 6 6

FAX and telephone. FAXand FAX and telephone. FAXand

your your document received by received document document received by received document document received by received document : Appendix 2 Appendix Appendix 2 Appendix information transmission transmission information information transmission transmission information information transmission transmission information

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Fax. Fax.

EARLY WARNING MANUAL Appendix These equipment should be check be should equipment These SMS and to addition In simplified the of content The check be should equipment These time. The The

and SMS and to addition In simplified the of content The check be should equipment These time. power of this of power power of this of power

V V V

. (Short Message Service) Message (Short (Short Message Service) Message (Short

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equipment, equipment, equipment, equipment, equipment equipment information to be co be to information information to be co be to information information to be co be to information

should always be be always should should always be be always should the effective use of use effective the the effective use of use effective the

the effective use of use effective the

of SSB and PC,IP and SSB of of SSB and PC,IP and SSB of of SSB and PC,IP and SSB of and and check list and and check list ed

should be made. be should should be made. be should should be made. be should the operation the the operation the the operation the mmunicated in in mmunicated mmunicated in in mmunicated A-31

turned turned turned turned of of equipment: of of equipment: of of equipment:

SNS -STAR : -STAR p

eriodically eriodically this this on to be able to use at any any at use to able to be on on to be able to use at any any at use to able to be on on to be able to use at any any at use to able to be on (Social Networking Service) Networking (Social (Social Networking Service) Networking (Social (Social Networking Service) Networking (Social Appendix 2 Appendix Appendix 2 Appendix equipment should be be should equipment equipment should be be should equipment equipment should be be should equipment

Appendix Appendix 2 Appendix Appendix 2 . . -3

to 2-5 2-5 to -6 -6 to 2-

10 10

EARLY WARNING MANUAL Appendix Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This etc. SSB byTel, Information Warning the Early on based taken be shall action Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This in process early warning for action detailed The etc. SSB byTel, Information Warning the Early on based taken be shall action Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This byDMH issued message actions Proper in process early warning for action detailed The etc. SSB byTel, Information Warning the Early on based taken be shall action organizations t in information The 3.1 3-1 Fax 3.

Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This byDMH issued message actions Proper in process early warning for action detailed The etc. SSB byTel, Information Warning the Early on based taken be shall action organizations t in information The 3.1 Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This etc. SSB byTel, Information Warning the Early on based taken be shall action Cyclone Color Code mentioned in the warning message byDMH. message thewarning in mentioned Code Color Cyclone each to corresponding organization byeach done be to actions indicates Section This in process early warning for action detailed The etc. SSB byTel, Information Warning the Early on based taken be shall action This Section indicates actions to be done by each organization corresponding to each each to corresponding organization byeach done be to actions indicates Section This etc. SSB byTel, Information Warning the Early on based taken be shall action

, w , , w , V V V V V V V V V V V V is is is is Decision and implementation of actions of implementation and Decision Decision and implementation of actions of implementation and Decision Decision and implementation of actions of implementation and Decision Decision and implementation of actions of implementation and Decision Decision and implementation of actions of implementation and Decision

hich can be utilized as Stand as utilized be can hich hich can be utilized as Stand as utilized be can hich designated as designated Coordination meeting shall be held with related organizations related with held be shall meeting Coordination DMH. with be confirmed shall information weather Latest Actions to beActions to Actions related to evacuation shall be shall evacuation to related Actions for. be waited shall information Next organizations related with held be shall meeting Coordination DMH. with be confirmed shall information weather Latest be confirmed. shall situation Local done. be to needs Nothing Actions to beActions to Actions related to evacuation shall be shall evacuation to related Actions for. be waited shall information Next organizations related with held be shall meeting Coordination DMH. with be confirmed shall information weather Latest be confirmed. shall situation Local done. be to needs Nothing procedure The V V V Coordination meeting shall be held with related organizations related with held be shall meeting Coordination DMH. with be confirmed shall information weather Latest Actions related to evacuation shall be shall evacuation to related Actions for. be waited shall information Next organizations related with held be shall meeting Coordination DMH. with be confirmed shall information weather Latest be confirmed. shall situation Local

Information shall be disseminated to the related organizations. organizations. related the to disseminated be shall Information Send/Receive Send/Receive organizations. related the to disseminated be shall Information officers the with be shared shall Information 4. Chapter in mentioned Format Send/Receive Send/Receive Send/Receive of Contents organizations. related the to disseminated be shall Information officers the with be shared shall Information 4. Chapter in mentioned Format Send/Receive of Contents Information shall be disseminated to the related organizations. organizations. related the to disseminated be shall Information officers the with be shared shall Information 4. Chapter in mentioned Format Send/Receive Information shall be disseminated to the related organizations. organizations. related the to disseminated be shall Information officers the with be shared shall Information 4. Chapter in mentioned Format Send/Receive Information shall be disseminated to the related organizations. organizations. related the to disseminated be shall Information . However, it However, .

shown below shown shown below shown he warning warning he he warning warning he

the official technical information to to information technical theofficial the official technical information to to information technical theofficial the official technical information to to information technical theofficial the official technical information to to information technical theofficial after after after after the the the . the the the

may may Format. Format.

disseminated information shall be described in the the in be described shall information disseminated in described be shall information received are decided and implemented and decided are disseminated information shall be described in the the in be described shall information disseminated in described be shall information received are decided and implemented and decided are are decided and implemented and decided are the in be described shall information disseminated in described be shall information received disseminated information shall be described in the the in be described shall information disseminated in described be shall information received disseminated information shall be described in the the in be described shall information disseminated receiving receiving doneby organization each doneby organization each doneby organization each doneby organization each doneby organization each

message issued issued message message issued issued message not be applied in in applied be not not be applied in in applied be not ard ard

the information is shown as below; as shown is information the Operation Procedure (SOP). Procedure Operation the information is shown as below; as shown is information the the information is shown as below; as shown is information the Operation Procedure (SOP). Procedure Operation the information is shown as below; as shown is information the Operation Procedure (SOP). Procedure Operation A-32

conducted. conducted. 8 8 and disseminated disseminated and each and disseminated disseminated and each and disseminated disseminated and case of of case

office is shown in Appendix in Appendix shown is office office is shown in Appendix in Appendix shown is office office is shown in Appendix in Appendix shown is office be be the emergency, and the the and the emergency, the emergency, and the the and the emergency, the emergency, and the the and the emergency, internally. internally.

follow follow based on the warning thewarning on based based on the warning thewarning on based based on the warning thewarning on based

ed by related byrelated ed ed by related byrelated ed

byDM byDM

the H through through H H through through H

EARLY WARNING MANUAL Appendix Orange Stage Orange Stage Yellow be to Actions 3.1

Orange Stage Orange Stage Yellow be to Actions ------

. . 1

based on the request from RRD District or village stock list estimated by estimated list stock village or District from RRD therequest on based District of results informthe to meeting Township attends District RRD Water Instant Forces, Armed with bycooperating activity relief emergency misunderstanding for warning message. warning for misunderstanding the explains District RRD by estimated list stock village or District from RRD therequest on based in operations emergency for NGOs with as aswell concerned authorities the persons, elderly children, separated and need who groups identified previously District of results informthe to meeting Township attends District RRD authorities local and Transport, Water Instant Forces, Armed with bycooperating activity relief emergency drink supply drink of number enough misunderstanding for warning message. warning for misunderstanding the explains District RRD by estimated list stock village or District from RRD therequest on based in operations emergency for NGOs with as aswell concerned authorities the persons, elderly children, separated and need who groups identified previously NGO other meeting. District of results informthe to meeting Township attends District RRD committee authorities local and Transport, Water Instant Forces, Armed with bycooperating activity relief emergency GAD. GAD. RRD RRD RRD RRD RRD call RRD RRD RRD based on the request from RRD District or village stock list estimated by estimated list stock village or District from RRD therequest on based the persons, elderly children, separated and District of results informthe to meeting Township attends District RRD Water Instant Forces, Armed with bycooperating activity relief emergency previously identified groups who need who groups identified previously District of results informthe to meeting Township attends District RRD authorities local and Transport, Water Instant Forces, Armed with bycooperating activity relief emergency misunderstanding for warning message. warning for misunderstanding by estimated list stock village or District from RRD therequest on based in operations emergency for NGOs with as aswell concerned authorities the persons, elderly children, separated and based on the request from RRD District or village stock list estimated by estimated list stock village or District from RRD therequest on based District of results informthe to meeting Township attends District RRD Water Instant Forces, Armed with bycooperating activity relief emergency

Actions to be done by RRD by done be to Actions Actions to be done by RRD by done be to Actions Actions to be done by RRD by done be to Actions an emergency meeting with t with meeting emergency an an emergency meeting with t with meeting emergency an an emergency meeting with t with meeting emergency an Region/State Region/State Region/State Region/State Region/State Region/State Region/State Region/State

done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done done by RRD corresponding to cyclone color code are as as follows; are color code cyclone to corresponding byRRD done

, and and , s. s. . . District meeting with subcommittee member. subcommittee with meeting District District meeting with subcommittee member. subcommittee with meeting District District meeting with subcommittee member. subcommittee with meeting District District meeting with subcommittee member. subcommittee with meeting District District meeting with subcommittee member. subcommittee with meeting District

rescue/survival kits rescue/survival rescue/survival kits rescue/survival rescue/survival kits rescue/survival suggests GAD to prepare Shelters. prepare GAD to suggests prepares food prepares Shelters. prepare GAD to suggests District and District and District and suggest District and and check District and prepares food prepares Shelters. prepare GAD to suggests District and District and District and suggest District and and check District and suggests GAD to prepare Shelters. prepare GAD to suggests prepares food prepares Shelters. prepare GAD to suggests District and suggest District and check District and District District District District accurate accurate accurate accurate

. secure c o p oordinate and and oordinate oordinate and and oordinate evacuation the for volunteers rganize and groups volunteer to rovideassistance rganize volunteers for the evacuation evacuation the for volunteers rganize and groups volunteer to rovideassistance rganize volunteers for the evacuation evacuation the for volunteers rganize and groups volunteer to rovideassistance rganize volunteers for the evacuation evacuation the for volunteers rganize and groups volunteer to rovideassistance he chairman of disaster management management disaster of chairman he he chairman of disaster management management disaster of chairman he he chairman of disaster management management disaster of chairman he he chairman of disaster management management disaster of chairman he / drink supply drink drink supply drink A-33 situation to community people to avoid avoid to people community to situation

situation to community people to avoid avoid to people community to situation situation to community people to avoid avoid to people community to situation situation to community people to avoid avoid to people community to situation accordance with the permissions given permissions the with accordance accordance with the permissions given permissions the with accordance accordance with the permissions given permissions the with accordance accordance with the permissions given permissions the with accordance

UN agencies, international NGOs and and NGOs international agencies, UN UN agencies, international NGOs and and NGOs international agencies, UN UN agencies, international NGOs and and NGOs international agencies, UN UN agencies, international NGOs and and NGOs international agencies, UN their warehouse warehouse their their warehouse warehouse their their warehouse warehouse their

, and necessity to prepare food and and food prepare to necessity and , , and necessity to prepare food and and food prepare to necessity and , , and necessity to prepare food and and food prepare to necessity and , , and necessity to prepare food and and food prepare to necessity and , protection such as unacc as such protection protection such as unacc as such protection a boat and ship ship and boat a protection such as unacc as such protection a boat and ship ship and boat a a boat and ship ship and boat a

GAD GAD

disabl

Region/State Region/State

and rescue/survival kits rescue/survival and and rescue/survival kits rescue/survival and and rescue/survival kits rescue/survival and cooperate with the local local the with cooperate cooperate with the local local the with cooperate cooperate with the local local the with cooperate ed and women and ed ed and women and ed ed and women and ed

whether whether prepared

and District and and District and

there there there there ompanied ompanied ompanied ompanied

for for . . is is

of of to

. .

EARLY WARNING MANUAL Appendix Stage Red

Red Stage Red ------

potential natural disasters are disasters natural potential and volunteer groups previously groups volunteer and of provision and protection possible as soon as camps to victims supplies aid other and buildings vulnerable of removal theev in assistance provide she to population the organizations are disasters natural potential and volunteer groups previously groups volunteer and of provision and protection possible as soon as camps to victims supplies aid other and buildings vulnerable of removal theev in assistance provide she to population the RRD RRD RRD RRD RRD RRD and volunteer groups previously groups volunteer and to victims supplies aid other and buildings vulnerable of removal

Region/S Region/State Region/State Region/State Region/State Region/State . . tate tate

and and District and and District and District and District and District and District and and and District and District and District and District and and and District District and lters after an after lters lters after an after lters

District

the acuation acuation

coor in collected collected in coor in collected coor in collected

required assistance through social welfare welfare social through assistance required required assistance through social welfare welfare social through assistance required required assistance through social welfare welfare social through assistance required ens required assistance through social welfare welfare social through assistance required e . o mak e c

oordinate with authorities to set up disaster disaster up to set with authorities oordinate oordinate with authorities to set up disaster disaster up to set with authorities oordinate nsure the timely delivery of delivery timely the nsure nsure the evacuation of groups in need of need in groups of evacuation the nsure disaster up to set with authorities oordinate oordinate with authorities to set up disaster disaster up to set with authorities oordinate nsure the timely delivery of delivery timely the nsure life rganize nsure the evacuation of groups in need of need in groups of evacuation the nsure nsure the timely delivery of delivery timely the nsure life rganize nsure the evacuation of groups in need of need in groups of evacuation the nsure nsure the evacuation of groups in need of need in groups of evacuation the nsure formed by Department of Social Welfare Social of Department by formed formed by Department of Social Welfare Social of Department by formed formed by Department of Social Welfare Social of Department by formed formed by Department of Social Welfare Social of Department by formed

evacuation order has been issued and and issued been has order evacuation evacuation order has been issued and and issued been has order evacuation evacuation order has been issued and and issued been has order evacuation evacuation order has been issued and and issued been has order evacuation A-34 ure that i ure that i e recommendations e e recommendations e e recommendations e . . 10 10

nformation nformation and data for the nformation nformation and data for the nformation nformation and data for the - saving rescue for victims and and for victims rescue saving saving rescue for victims and and for victims rescue saving saving rescue for victims and and for victims rescue saving dination with the with dination dination with the with dination to GAD to

food, clothing clothing food, food, clothing clothing food,

related related related related on moving moving on on moving moving on on moving moving on

other other other other .

EARLY WARNING MANUAL Appendix Stage Yellow/Orange/Red be to Actions 3.1

Yellow/Orange/Red Stage Yellow/Orange/Red be to Actions - - -

. . 2

DMH disseminates the Early Warning Early the DMHdisseminates organizations and community people. community and organizations DMH disseminates the Early Warning Early the DMHdisseminates condition. DMHsuggests people. community and organizations DMHexplain organizations and community people. community and organizations Warning Early the DMHdisseminates

Actions to be done by DMH by done be to Actions Actions to be done by DMH by done be to Actions Actions to be done by DMH by done be to Actions

done by DMH are as follows; as are byDMH done done by DMH are as follows; as are byDMH done done by DMH are as follows; as are byDMH done

s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s s the weather condition properly for the inquiry from the other other the from inquiry the for properly condition weather the s other organizations to start the actions b actions the to start organizations other other organizations to start the actions b actions the to start organizations other other organizations to start the actions b actions the to start organizations other other organizations to start the actions b actions the to start organizations other other organizations to start the actions b actions the to start organizations other

A-35

information quickly. information information quickly. information information quickly. information

ased on the weather weather the asedon ased on the weather weather the asedon ased on the weather weather the asedon

EARLY WARNING MANUAL Appendix Orange Stage Orange Stage Yellow be to Actions 3.1

Orange Stage Orange Stage Yellow be to Actions ------

. . 3

GAD Township instructs Village Tract and Wards to put up 2 2 up put to Wards and Tract Village instructs GADTownship into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, 1 up put to Wards and Tract Village instructs GADTownship to attention pay and carefully, radio to listen drink, and food stock to ready GAD Township instructs Village Tract and Wards to put up 2 2 up put to Wards and Tract Village instructs GADTownship into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, sh information Warning Early in ad camps relief and camps Cross Red the Brigade, Fire Auxiliary the 1 up put to Wards and Tract Village instructs GADTownship to attention pay and carefully, radio to listen drink, and food stock to ready sub instructs GADTownship committee management disaster of chairman the GAD Township instructs Village Tract and Wards to put up 2 2 up put to Wards and Tract Village instructs GADTownship misunderstand into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, sh information Warning Early in ad camps relief and camps Cross Red the Brigade, Fire Auxiliary the 1 up put to Wards and Tract Village instructs GADTownship from sub instruction to attention pay and carefully, radio to listen drink, and food stock to ready sub instructs GADTownship w meeting committee management disaster of chairman the to vessels Signal GAD GAD Signal GAD GAD Tow GAD GAD Township instructs Village Tract and Wards to put up 2 2 up put to Wards and Tract Village instructs GADTownship into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, 1 up put to Wards and Tract Village instructs GADTownship to attention pay and carefully, radio to listen drink, and food stock to ready committee management disaster of chairman the GAD Township instructs Village Tract and Wards to put up 1 1 up put to Wards and Tract Village instructs GADTownship to attention pay and carefully, radio to listen drink, and food stock to ready committee management disaster of chairman the GAD Township instructs Village Tract and Wards to put up 2 2 up put to Wards and Tract Village instructs GADTownship into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, Cross Red the Brigade, Fire Auxiliary the to deliver the actual information and situation to the public in order to into order thepublic to situation and information actual the deliver to have District RRD GADand Wards tracts, Village Township, Sub Township, to attention pay and carefully, radio to listen drink, and food stock to ready Actions to be done by GAD by done be to Actions Actions to be done by GAD by done be to Actions Actions to be done by GAD by done be to Actions nship to prepare Shelters. to prepare nship nship to prepare Shelters. to prepare nship Region/State Region/State Region/State Region/State Region/State

. (The detail of of (Thedetail . s. (The detail of of (Thedetail s. . (The detail of of (Thedetail . s. (The detail of of (Thedetail s. done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done done by GAD corresponding to cyclone color code are as follows; as are code color cyclone to corresponding byGAD done

ith ith be subcommittee subcommittee safe. safe. safe. safe. ing.

, District and Township inform fishing boats, fishing inform Township and District , , , District and Township , District and Township p Township and District , for call Township and District, , boats, fishing inform Township and District , , , District and Township , District and Township p Township and District , for call Township and District, , boats, fishing inform Township and District ,

, District and Township p Township and District , , District and Township for call Township and District, , boats, fishing inform Township and District , , District and Township p Township and District , for call Township and District, , boats, fishing inform Township and District , instructs GAD District, and GAD District GAD and District GAD District, instructs instructs GAD District, and GAD District GAD and District GAD District, instructs instructs GAD District, and GAD District GAD and District GAD District, instructs instructs GAD District, and GAD District GAD and District GAD District, instructs instructs GAD District, and GAD District GAD and District GAD District, instructs -

committee committee Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning

member. member. - ould ould Township Township vance vance

. . be A-36 . .

disseminated disseminated

, , 12 12 Village Tr Village Village Tr Village

Youth, Youth, Youth, Youth,

a is referr is

lert lert and mobilize the members of lert lert and mobilize the members of repare temporary supervision supervision temporary repare lert lert and mobilize the members of repare temporary supervision supervision temporary repare is referred to to referred is repare temporary supervision supervision temporary repare is referred to to referred is CSOs CSOs CSOs CSOs , and District, Township Township District, and , , and District, Township Township District, and , , and District, Township Township District, and , act ed to to ed an emergency meeting to to meeting emergency an ed to to ed an emergency meeting to to meeting emergency an an emergency meeting to to meeting emergency an / / informed properly. informed informed properly. informed informed properly. informed s and Wards and s s and Wards and s s and Wards and s and NGOs and and NGOs and Appenndix Appenndix Appenndix Appenndix instructs instructs Warning Flag Flag Warning Flag Warning Warning Flag Flag Warning Flag Warning Warning Flag Flag Warning Flag Warning

ship a ship ship a ship to be to . . 3-2) 3-2) 3-2) 3-2) GAD nd nd avoid avoid avoid avoid

EARLY WARNING MANUAL Appendix Stage Red

Red Stage Red ------

GAD Township instructs Village Tract and Wards to put up 3 3 up put to Wards and Tract Village instructs GADTownship required.) if organizations higher from instruction without it issue to movable property including cattle to cattle including property movable operations relief launch to at theready supplies required as patrols arrange team all have supervisors 3 up put to Wards and Tract Village instructs GADTownship for day a 24hrs operational headquarter required.) if organizations higher from instruction without it issue to movable property including cattle to cattle including property movable operations relief launch to at theready supplies required as patrols arrange team all have supervisors 3 up put to Wards and Tract Village instructs GADTownship for day a 24hrs operational headquarter required.) if organizations higher from instruction without it issue to Township GAD GAD GAD GAD Signal GAD required GAD related the of GAD GAD supplies at the ready to launch relief operations relief launch to at theready supplies 3 up put to Wards and Tract Village instructs GADTownship required.) if organizations higher from instruction without it issue to GAD Township instructs Village Tract and Wards to put up 3 3 up put to Wards and Tract Village instructs GADTownship for day a 24hrs operational headquarter required.) if organizations higher from instruction without it issue to movable property including cattle to cattle including property movable operations relief launch to at theready supplies to issue it without instruction from higher organizations if required.) if organizations higher from instruction without it issue to

Region/State Region/State Region/State Region/State Region/State Region/State Region/State Regio s. (The detail of of (Thedetail s. s. (The detail of of (Thedetail s. p other organizations organizations .

to issue Evacuation order. (Each office is is office (Each order. Evacuation toissue to issue Evacuation order. (Each office is is office (Each order. Evacuation toissue to issue Evacuation order. (Each office is is office (Each order. Evacuation toissue to issue Evacuation order. (Each office is is office (Each order. Evacuation toissue n/State otenti , District and Township m Township and District , k Township and District , d Township and District , e Township and District , m Township and District , i Township and District , e Township and District , , District and Township m Township and District , k Township and District , d Township and District , e Township and District , m Township and District , i Township and District , e Township and District ,

, District and Township m Township and District , k Township and District , d Township and District , e Township and District , m Township and District , i Township and District , e Township and District , , District and Township m Township and District , k Township and District , d Township and District , e Township and District , m Township and District , i Township and District , e Township and District , al natural disasters are disasters natural al al natural disasters are disasters natural al al natural disasters are disasters natural al instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs instructs GAD District, and GAD District instructs GAD instructs GAD and District GAD District, instructs . Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning Warning Flag Signal Flag Warning

s at the ready for assigned for ready the at s s at the ready for assigned for ready the at s s at the ready for assigned for ready the at s . . A-37

designated locations designated designated locations designated designated locations designated

emergency services emergency emergency services emergency emergency services emergency

collected in coordination with the with coordination in collected collected in coordination with the with coordination in collected collected in coordination with the with coordination in collected ncrease security sentries as as sentries security ncrease ncrease security sentries as as sentries security ncrease ncrease security sentries as as sentries security ncrease

eep available relief and aid aid and relief available eep eep available relief and aid aid and relief available eep nsure that information and data data and information that nsure eploy security personnel and personnel eploysecurity of levels all that nsure eep available relief and aid aid and relief available eep nsure that information and data data and information that nsure eploy security personnel and personnel eploysecurity of levels all that nsure is referred to to referred is nsure that information and data data and information that nsure eploy security personnel and personnel eploysecurity of levels all that nsure is referred to to referred is ake sure to keep keep to sure ake ake arrangements to evacuate evacuate to arrangements ake ake sure to keep keep to sure ake ake arrangements to evacuate evacuate to arrangements ake ake arrangements to evacuate evacuate to arrangements ake

q uickly and effectively and uickly uickly and effectively and uickly uickly and effectively and uickly able able

duties

to to make Appenndix . to to make Appenndix . . . Warning Flag Flag Warning Warning Flag Flag Warning Warning Flag Flag Warning an an an an

emergency emergency emergency emergency judgment

3-2) 3-2) . .

EARLY WARNING MANUAL Appendix The above information can be read from the warning message. warning from the read be can information above The media from information and report, situation local organization, higher from action by message thewarning in mentioned Code Color Cyclone each to corresponding The sample of warning message warning of sample The message. warning from the read be can information above The media from information and report, situation local organization, higher from action by message thewarning in mentioned Code Color Cyclone each to corresponding The sample of warning message warning of sample The message. warning from the read be can information above The to addition in After 3.2.1 the provides Section This message warning and positively, media from information and report, situation local organization, higher from action various it However, DMH. by message thewarning in mentioned Code Color Cyclone each to corresponding pre The 3.2 ju etc.

The sample of warning message warning of sample The message. warning from the read be can information above The to addition in After 3.2.1 the provides Section This message warning and positively, media from information and report, situation local organization, higher from action various it However, DMH. by message thewarning in mentioned Code Color Cyclone each to corresponding pre The 3.2 The above information can be read from the warning message. warning from the read be can information above The media from information and report, situation local organization, higher from action by message thewarning in mentioned Code Color Cyclone each to corresponding The above information can be read from the warning message. warning from the read be can information above The media from information and report, situation local organization, higher from action by message thewarning in mentioned Code Color Cyclone each to corresponding action from higher organization, local situation report, and information from media from information and report, situation local organization, higher from action by message thewarning in mentioned Code Color Cyclone each to corresponding dgement dgement dgement dgement District / T District District / T District getting getting Consideration of actions to be taken be to actions of Consideration Consideration of actions to be taken be to actions of Consideration Consideration of actions to be taken be to actions of Consideration Consideration of actions to be taken be to actions of Consideration Consideration of actions to be taken be to actions of Consideration Warning message from DMH from message Warning Warning message from DMH from message Warning Warning message from DMH from message Warning vious s vious other other V V

to issue to the the warning Details Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type Alert time, Alert area (Name of of (Name area Alert time, Alert Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type Alert time, Alert area (Name of of (Name area Alert time, Alert Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type Details Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type Alert time, Alert area (Name of of (Name area Alert time, Alert Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type Details Details of danger level (Precipitation, Wind speed, Storm surge height, etc) surge, Storm wind, Strong rain, (Heavy disaster of Type c informatio ownship level office require office level ownship ownship level office require office level ownship ownship level office require office level ownship yclone color code. color yclone yclone color code. color yclone ection indicated actions to be done by each byeach done be to actions indicated ection ection indicated actions to be done by each byeach done be to actions indicated ection ection indicated actions to be done by each byeach done be to actions indicated ection ection indicated actions to be done by each byeach done be to actions indicated ection to share to may “

Red Color Code Red Color Red Color Code Red Color evacuation evacuation evacuation evacuation

not be applied if if applied be not not be applied if if applied be not not be applied if if applied be not n such as contents of of as contents such n n such as contents of of as contents such n n such as contents of of as contents such n with the rel the with with the rel the with message message various other information other various various other information other various various other information other various various other information other various instruction instruction

from DMH from from DMH from

ated organization ated ated organization ated ated organization ated from DMH, the following from items DMH, the following from DMH, the following from items DMH, the following from DMH, the following from items DMH, the following from DMH, the following from items DMH, the following ” from DMH. from from DMH. from other action is needed is action other other action is needed is action other other action is needed is action other A-38

can be done without without be done can can be done without without be done can can be done without without be done can to collect the local situation information information situation local the collect to to collect the local situation information information situation local the collect to to collect the local situation information information situation local the collect to to collect the local situation information information situation local the collect to

Region/State is shown below; shown is Region/State

is shown below; shown is is shown below; shown is the the 14 14

warning warning

except for for except except for for except s s for decision making. making. decision for for decision making. making. decision for for decision making. making. decision for , District, etc)) District, , , District, etc)) District, , , District, etc)) District, , message, message, message, message, organization organization organization organization organization organization

through cyclone cyclone

waiting for waiting waiting for waiting can can instruction of of instruction instruction of of instruction be confirmed be confirmed be confirmed be confirmed be confirmed be confirmed

c considering considering considering considering

olor code. olor

the the The The

EARLY WARNING MANUAL Appendix

Figure 2 Figure

The sample of warning message of warning sample The The sample of warning message of warning sample The The sample of warning message of warning sample The The sample of warning message of warning sample The A-39

issued by DMH issued issued by DMH issued issued by DMH issued

EARLY WARNING MANUAL Appendix DMHtalk ⑥ ⑤ ④ ③ ② ① 【

DMHtalk The contents of a simple information bySSB information simple a of contents The The contents of a simple information bySSB information simple a of contents The The contents of a simple information bySSB information simple a of contents The The contents of a simple information bySSB information simple a of contents The Alert area is labutta township in labutta District. in township islabutta area Alert 16 of morning early the is at time Alert is number Information Cyclone That's all. That's labutta District. in township islabutta area Alert 16 of morning early the is at time Alert isorange. level Alert is number Information Cyclone 16 9:45 the is Now talk will DMH Example D That's all. That's labutta District. in township islabutta area Alert 16 of morning early the is at time Alert isorange. level Alert is number Information Cyclone 16 9:45 the is Now talk will DMH Example Alert area is labutta township in labutta District. in township islabutta area Alert Alert area is labutta township in labutta District. in township islabutta area Alert 16 of morning early the is at time Alert isaster type is is type isaster isaster type is is type isaster Disaster type. (Heavy rain, Strong wind, Storm surge, etc) surge, Storm wind, Strong rain, (Heavy type. Disaster Alert level.(Cyclone color code) color level.(Cyclone Alert etc) surge, Storm wind, Strong rain, (Heavy type. Disaster time. announcement Official Alert area.(state/reagion,etc) Alert Alert level.(Cyclone color code) color level.(Cyclone Alert etc) surge, Storm wind, Strong rain, (Heavy type. Disaster number. Information time. announcement Official Alert area.(state/reagion,etc) Alert time. Alert Alert area.(state/reagion,etc) Alert time. Alert code) color level.(Cyclone Alert etc) surge, Storm wind, Strong rain, (Heavy type. Disaster number. Information time. announcement Official Disaster type. (Heavy rain, Strong wind, Storm surge, etc) surge, Storm wind, Strong rain, (Heavy type. Disaster Disaster type. (Heavy rain, Strong wind, Storm surge, etc) surge, Storm wind, Strong rain, (Heavy type. Disaster

the following items by items following the the following items by items following the

about the informa the about about the informa the about Strong Win Strong Strong Win Strong th Jun

e e 2015. 2015. d. d.

SSB in disaster. in SSB SSB in disaster. in SSB

tion of early warning. warning. early of tion No tion of early warning. warning. early of tion tion of early warning. warning. early of tion

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Stom,2015 Stom,2015

. . EARLY WARNING MANUAL Appendix If you get the local situation information from lower organization, the a the organization, lower from information situation local the get you If taken are considered by conducting byconducting considered are taken a the organization, lower from information situation local the get you If accordingly. considered are taken be to actions the and byconducting considered are taken a the organization, lower from information situation local the get you If accordingly. considered are taken be to actions the and followed. If you receive the Instruction 3.2.2 3.2

taken are considered by conducting byconducting considered are taken a the organization, lower from information situation local the get you If accordingly. considered are taken be to actions the and followed. If you receive the Instruction 3.2.2 If you get the local situation information from lower organization, the a the organization, lower from information situation local the get you If accordingly. considered are taken be to actions the and If you get the local situation information from lower organization, the a the organization, lower from information situation local the get you If accordingly. considered are taken be to actions the and .3 .3 .3 .3 ii. i. ii. i. The d The

Local Si Local then the a the then Local situation 4 Chapter office and sender is is

The d described in the the in described described in the the in described etails of local situation local of etails etails of local situation local of etails etails etails of instruction are confirmed by with communicating etails etails of instruction are confirmed by with communicating etails etails of instruction are confirmed by with communicating etails etails of instruction are confirmed by with communicating etails etails of instruction are confirmed by with communicating etails etails of instruction are confirmed by with communicating instruction instruction tuations tuations . ctions to be taken are are taken be to ctions ctions to be taken are are taken be to ctions ctions to be taken are are taken be to ctions of action of of action of is reported reported to higher organiza reported reported to higher organiza reported reported to higher organiza reported reported to higher organiza rs rs rs rs Send / Receive Format of EW information EW of Format Receive / Send Send / Receive Format of EW information EW of Format Receive / Send Send / Receive Format of EW information EW of Format Receive / Send Send / Receive Format of EW information EW of Format Receive / Send

of of actions from higher organization, it of the of of of actions from higher organization, it of of actions from higher organization, it of of actions from higher organization, it

surrounding areas. areas. surrounding surrounding areas. areas. surrounding surrounding areas. areas. surrounding the the

are are following activities accordingly. activities following following activities accordingly. activities following following activities accordingly. activities following following activities accordingly. activities following

discussed. confirmed by communicating with with bycommunicating confirmed discussed. confirmed by communicating with with bycommunicating confirmed confirmed by communicating with with bycommunicating confirmed confirmed by communicating with with bycommunicating confirmed A-41

tion tion and related organizations tion tion and related organizations tion tion and related organizations Thec

ollected local situation local ollected ollected local situation local ollected ollected local situation local ollected

shall shall be shall shall be

ctions to be be to ctions ctions to be be to ctions mentioned in in mentioned mentioned in in mentioned mentioned in in mentioned

the

basically basically the the sender sender

, ,

EARLY WARNING MANUAL Appendix 4.1 Warning message from DMH from message Warning 4.1 of consists information EW of format Receive / Send mentioned in in mentioned DMH getting After from message Warning 4.1 of consists information EW of format Receive / Send 4.

mentioned in in mentioned DMH getting After from message Warning 4.1 of consists information EW of format Receive / Send 4.1 Warning message from DMH from message Warning 4.1 of consists information EW of format Receive / Send 4.1 Warning message from DMH from message Warning 4.1 of consists information EW of format Receive / Send

V V V V V V V V V V V V

In case you receive FAX, the FAX sheet shall be attached to theformat. to be attached shall FAX sheet the FAX, receive you case In Actions based on the message the on based Actions theformat. to be attached shall FAX sheet the FAX, receive you case In contents Communication message EW of Contents the in marked be shall Circle equipment Communication marked be shall Circle whom) to who (From Organization Position, Name, Date, Time Time Date, This format is sh is format This message the on based Actions theformat. to be attached shall FAX sheet the FAX, receive you case In contents Communication message EW of Contents of case In the in marked be shall Circle / SSB / FAX / (TEL equipment Communication marked be shall Circle Re or Send the of Information whom) to who (From Organization Position, Name, Receive Next a Next In case you receive FAX, the FAX sheet shall be attached to theformat. to be attached shall FAX sheet the FAX, receive you case In whom) to who (From Organization Position, Name, Actions based on the message the on based Actions theformat. to be attached shall FAX sheet the FAX, receive you case In whom) to who (From Organization Position, Name, In case you receive FAX, the FAX sheet shall be attached to theformat. to be attached shall FAX sheet the FAX, receive you case In Send / Send ReceiveFormat of EW information Send / Send ReceiveFormat of EW information Send / Send ReceiveFormat of EW information Send / Send ReceiveFormat of EW information Send / Send ReceiveFormat of EW information Send / Send ReceiveFormat of EW information

the warning message from DMH, the the DMH, from message warning the the warning message from DMH, the the DMH, from message warning the the warning message from DMH, the the DMH, from message warning the the warning message from DMH, the the DMH, from message warning the ‹ ‹ ‹ “ ctions based on the received information thereceived on based ctions ctions based on the received information thereceived on based ctions ctions based on the received information thereceived on based ctions ctions based on the received information thereceived on based ctions Contents of EW information EW of Contents Contents of EW information EW of Contents Contents of EW information EW of Contents

d /Disseminated Date and Time shall be be shall Time and Date /Disseminated /Disseminated Date and Time shall be be shall Time and Date /Disseminated /Disseminated Date and Time shall be be shall Time and Date /Disseminated /Disseminated Date and Time shall be be shall Time and Date /Disseminated Alert time Alert level Alert area Alert Alert time Alert level Alert area Alert “ theothers theothers ceive ceive

own in Appendix in Appendix own own in Appendix in Appendix own own in Appendix in Appendix own Receive Receive t t

he others) he

(Color Code) (Color (Color Code) (Color ” , the name of equipment shall be mentioned. be shall equipment of thename , , the name of equipment shall be mentioned. be shall equipment of thename , , the name of equipment shall be mentioned. be shall equipment of thename , , the name of equipment shall be mentioned. be shall equipment of thename , , the name of equipment shall be mentioned. be shall equipment of thename , in the the in

explained in Section in Section explained explained in Section in Section explained explained in Section in Section explained

/Disseminated organization shall mentioned. be shall organization /Disseminated /Disseminated organization shall mentioned. be shall organization /Disseminated /Disseminated organization shall mentioned. be shall organization /Disseminated /Disseminated organization shall mentioned. be shall organization /Disseminated /Disseminated organization shall mentioned. be shall organization /Disseminated pertinent pertinent item pertinent pertinent item pertinent pertinent pertinent item pertinent

4-1. 4-1. A-42 ” of of ” equipment. equipment. Send / R / Send Send / R / Send 18 18

. . following following the following items. following the the following items. following the the following items. following the 4.1-

eceive Format eceive eceive Format eceive shall be mentioned be shall shall be mentioned be shall shall be mentioned be shall recorded recorded

4.3 4.3

items shall be shall items items shall be shall items items shall be shall items

shall be mentioned. shall shall be mentioned. shall . .

EARLY WARNING MANUAL Appendix Even though the warning message from DMH is not issued, this local affected affected local this issued, not is DMH from message warning the though Even disaster and during disaster. during and disaster the for utilized be can report situation affected local this issued, not is DMH from message warning the though Even the situation, local the get you If situation Local 4.3 action of Instruction 4.2 disaster and during disaster. during and disaster the for utilized be can report situation affected local this issued, not is DMH from message warning the though Even information EW the situation, local the get you If situation Local 4.3 the get you If action of Instruction 4.2 “

disaster and during disaster. during and disaster the for utilized be can report situation affected local this issued, not is DMH from message warning the though Even information EW the situation, local the get you If situation Local 4.3 the get you If action of Instruction 4.2 Even though the warning message from DMH is not issued, this local affected affected local this issued, not is DMH from message warning the though Even Even though the warning message from DMH is not issued, this local affected affected local this issued, not is DMH from message warning the though Even Even though the warning message from DMH is not issued, this local affected affected local this issued, not is DMH from message warning the though Even Contents Contents ‹ ‹ ‹ ‹ ‹

of EW information EW of of EW information EW of

Necessity of request for cooperation to for cooperation of request Necessity of p Necessity Necessity of request for cooperation to for cooperation of request Necessity Search of p Necessity shelter) of Progress etc.) of Progress Appendix to referred of Progress Necessity of request for cooperation to for cooperation of request Necessity Necessity of request for cooperation to for cooperation of request Necessity ‹ ‹ ‹ ‹ ‹ ‹ ‹ instruction

” of of Necessity to conduct activities related to evacuation to related activities to conduct Necessity Who should take the actions the take should Who be done to of action kind What time Alert level Alert area Alert evacuation to related activities to conduct Necessity Necessity Who should take the actions the take should Who be done to of action kind What time Alert level Alert area Alert evacuation to related activities to conduct Necessity Necessity Necessity to conduct activities related to evacuation to related activities to conduct Necessity

Who should take the actions the take should Who be done to of action kind What evacuation to related activities to conduct Necessity Send / Receive Format Receive / Send Send / Receive Format Receive / Send Send / Receive Format Receive / Send /Rescue /Rescue

4-3

Appendix 4 Appendix Appendix 4 Appendix of action, the action, of of action, the action, of of action, the action, of Damage condition (human damage, ph damage, (human condition Damage Evacuation condition Evacuation ph damage, (human condition Damage ( condition Weather Evacuation condition Evacuation ph damage, (human condition Damage ( condition Weather Damage condition (human damage, ph damage, (human condition Damage Evacuation condition Evacuation ph damage, (human condition Damage ( condition Weather , , , ,

repositioned emergency relief resources relief emergency repositioned

repositioned emergency relief resources relief emergency repositioned repositioned emergency relief resources relief emergency repositioned repositioned emergency relief resources relief emergency repositioned

tide level etc.) level tide tide level etc.) level tide of (Color Code) (Color (Color Code) (Color ” of of ”

evacuat evacuat Send / Receive Format Receive / Send Send / Receive Format Receive / Send Send / Receive Format Receive / Send following following -2 , , , ,

decision decision following following ion ion visual observation of of observation visual visual observation of of observation visual

A-43

items shall be mentioned in in mentioned be shall items items shall be mentioned in in mentioned be shall items items shall be mentioned in in mentioned be shall items . .

visual observation of of observation visual visual observation of of observation visual visual observation of of observation visual

or instruction of actions or instruction or instruction of actions or instruction or instruction of actions or instruction of status evacuee, (numberof (number of evacuee, status of of status evacuee, (numberof (number of evacuee, status of of status evacuee, (numberof (number of evacuee, status of of status evacuee, (numberof items shall be mentioned in in be mentioned shall items items shall be mentioned in in be mentioned shall items items shall be mentioned in in be mentioned shall items items shall be mentioned in in be mentioned shall items

the the . . surrounding areas surrounding surrounding areas surrounding surrounding areas surrounding rainfall rainfall

ysical damage damage ysical ysical damage damage ysical wind referred to referred referred to referred

and and and and

“ before before before before Contents

Contents

scale scale

of of of of

A-44 The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX2-1: CONTACT LIST

Related organizations in Ayeyarwaddy Region

Organization Focal person Tex/Fax/Mobile No No. Chief minister 04220242(fax) 1. Chairman of disaster 04224005 management committee U Aye Kyaw 095200073 2. Secretary of government 04224005 Ayeyarwaddy Region Daw Khin Saw Mu 098554125 3. Minister of Social affair, Ayeyarwaddy Region U Ngwe Tun (DD) 098550587 4. Public Information and 04225391 Relation Department Ayeyarwaddy Region U Ye Min Oo (DGM) 098550031 5. Information and 04224050 Technology Daw Shwe Shwe Mar 095200063 6. Information and (Engineer) Technology Daw Nyein village 098573210 7. Drill Place (Phyapone)

A-45 EARLY WARNING MANUAL Appendix RRD RRD RRD 6. 6. 5. 4. 3. 2. 1. No. 6. 5. 4. 3. 2. 1. No. 3. 2. 1. No.

RRD RRD RRD

in Ayeyarwaddy Region Ayeyarwaddy in in Rakhine State Rakhine in Region Ayeyarwaddy in HQs HQs RRD Kyauk Phyu District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Hinthada RRD District Pharpon RRD District Laputta RRD Ayeyarwaddy RRD Ayeyarwaddy RRD Organization RRD Kyauk Phyu District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD District Phyu Kyauk RRD Organization Mya Myaung RRD District Hinthada RRD District Pharpon RRD District Laputta RRD Ayeyarwaddy RRD Ayeyarwaddy RRD Organization Region Region RRD RRD RRD District HQs HQs HQs

U Maung Maung Gyi Maung Maung U person Focal U Nay Myo Win Myo NayU Pying Soe U Htet Soe Hein U Zar Thu Aye Daw Win Htay Htay Daw U Maung Maung Gyi Maung Maung U (AD) Tun Kyaw Kyaw U (AD) Oo Zin Shwe Lay Daw (AD) Hlaing Soe U Win U (BC) Soe Than U Ayeyarwaddy) Division (Head Soe Than U person Focal Ch U (DDG) Khaing Aung U (DG) Aung Soe U person Focal U Nay Myo Win Myo NayU Htet Soe Hein U Zar Thu Aye Daw Win Htay Htay Daw U Maung Maung Gyi Maung Maung U person Focal U Nay Myo Win Myo NayU Pying Soe U Htet Soe Hein U Zar Thu Aye Daw Win Htay Htay Daw U Kyaw Kyaw Tun (AD) Tun Kyaw Kyaw U Oo Zin Shwe Lay Daw (AD) Hlaing Soe U (BC) Soe Than U Ayeyarwaddy) Division (Head Soe Than U (DDG) Khaing Aung U (DG) Aung Soe U U Kyaw Kyaw Tun (AD) Tun Kyaw Kyaw U (AD) Oo Zin Shwe Lay Daw (AD) Hlaing Soe U Win U (BC) Soe Than U Ayeyarwaddy) Division (Head Soe Than U person Focal Ch U (DDG) Khaing Aung U (DG) Aung Soe U person Focal

u n Hre (Director) Hre n A-46 n Hre (Director) Hre n Zaw Htay (AD) Htay Zaw Zaw Htay (AD) Htay Zaw

2 2

0949000290 No Tex/Fax/Mobile 067404318 0943120865 067404048 098601164 (fax) 067404512 098600025 No Tex/Fax/Mobile 04270527 09448535742 04422696 0931377902 04541549 09422467114 04541549 09451245637 09422454662 09250456788 09421729677 09421749780 09450542089 09421728542 0949660858 (Fax) 04346588 No Tex/Fax/Mobile 0949000290 No Tex/Fax/Mobile 067404318 0943120865 067404048 098601164 (fax) 067404512 098600025 No Tex/Fax/Mobile 04270527 09448535742 04422696 0931377902 04541549 09422467114 04541549 09451245637 09422454662 09250456788 09421729677 09421749780 09450542089 09421728542 0949660858 (Fax) 04346588 No Tex/Fax/Mobile

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

DMH HQs

No. Organization Focal person Tex/Fax/Mobile No Dr. Hirin Nei Thiam 067411031 1. DMH HQs ( Director General) U Kyaw Moe Oo ( Deputy 09250954636 2. DMH HQs Director General) Daw Tin Ye ( Director) 09250954639 3. DMH HQs U Kyaw Lwin Oo ( Deputy 09250954643 4. DMH HQs Director) Daw Nyein Nyein Naing 09250954649 5. DMH HQs ( Assistant Director)

DMH in Ayeyarwaddy Region

No. Organization Focal person Tex/Fax/Mobile No U Tin Mg Ye ( Assistant 098554213 1. DMH Ayeyarwaddy Director) AD 04224377 Region U Aung Myint Kyi (Staff 09422494360 2. DMH Ayeyarwaddy Officer) Region U Aung San 0931377888 3. DMH Hinthada District U Thant Zin Oo 09422471939 4. DMH Labutta DIstrict U Hein Zaw Htet 0931797616 5. DMH Pyapone Township U Bo Bo 0931370090 6. DMH Pyapone Township

DMH in Rakhine State

No. Organization Focal person Tex/Fax/Mobile No U Tun Aye Kyaw 04323594 (fax) 1. DMH Rakhine State 09421712510 U Than Tun Win 04346044 (Fax) 2. DMH Kyaukpyu Dstrict 0949650803 U Aung Win 04365039 (Fax) 3. DMH ThanTwe District 09421738366

A-47 EARLY WARNING MANUAL Appendix

10. 9. 8. 7. 6. 5. 4. No.

DMH Gwa Township Gwa DMH DMH Taung DMHTaung Ann DMH Township Gwa DMH Organization DMH Kyauk Taw Kyauk DMH U Myauk DMH Aung Mann DMH DMH Maung Da Maung

Gauk

U Thein Myint Thein U Lay Maung Khin U Kyi Tun U Win Nyein Kyaw U Lwin Moe U Swe Kyaw U Twde Mg Khin U person Focal U Thein Myint Thein U Lay Maung Khin U Win Nyein Kyaw U Twde Mg Khin U U Thein Myint Thein U Lay Maung Khin U Kyi Tun U Win Nyein Kyaw U Lwin Moe U Swe Kyaw U Twde Mg Khin U person Focal A-48

4 4

0936071862 0949664907 0949672502 09250878463 0949664785 0949641901 09421732320 No Tex/Fax/Mobile Tex/Fax/Mobile No Tex/Fax/Mobile 0936071862 0949664907 0949672502 09250878463 0949664785 0949641901 09421732320 No Tex/Fax/Mobile

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

GAD in Ayeyarwaddy Region

No. Organization Focal person Tex/Fax/Mobile No U Aye Kyaw 04224527 1. GAD Ayeyarwaddy Region 095200073 U Htun Min Zaw 04223441 2. GAD Ayeyarwaddy Region (Director) 0949804588 U Khin Mg Lay 04223939 3. GAD Ayeyarwaddy Region (Director) 096706212 U Kyaw Khaing Soe 04223823 4. GAD Ayeyarwaddy Region (Director) 09250211010 U Tun Kyaw Kyaw 04223639 5. GAD Ayeyarwaddy Region (Assistant Director) 096478284 U Bo Bo Min Theik 04223637 6. GAD Ayeyarwaddy Region (Assistant Director) 0949587389 Daw Myint Myint Sein 04221250 7. GAD Ayeyarwaddy Region (Assistant Director) 09451245747 U Hlaing Tun 04224903 8. GAD Pathein District (District 0949223254 Administrator) U San Htay 04421013 9. GAD Hin Thata District (District 092173208 Administrator) U Htwe Myint 04270003 10. GAD Myaung Mya District (District 09250760770 Administrator) U Aye Thaung 04530011 11. GAD Ma Au Pin District (District 098585530 Administrator) U Soe Tint 04540113 12. GAD Phyar Pon District (District 098590494 Administrator) U Tin Oo 04283051 13. GAD Laputta District (District 0947115797 Administrator) U Chit Ko Ko 094927779 14. GAD Pathein Township U Sein Thaung 09451234398 15. GAD Pathein Township U Nyi Nyi Lin 095089281 16. GAD Phyapon Township U Zaw Zaw 09422489379 17. GAD Phyapon Township U Zaw Oo 0931156425 18. GAD Daw Nyein Village

A-49 EARLY WARNING MANUAL Appendix GAD 14. 14. 13. 12. 11. 10. 9. 8. 7. 6. 5. 4. 3. 2. 1. No. 22. 21. 20. 19. No.

GAD

in Rakhine State Rakhine in GAD Rakhine State State Rakhine GAD Office Government State State Rakhine GAD State Rakhine GAD State Rakhine GAD Subtownship GADPyinsalu Township GADLabutta Village GADThayetpinseik GAD Rakhine State Rakhine GAD GAD Labutta Township GADLabutta Village GADThayetpinseik Organization Township Townshi State Rakhine GAD State Rakhine GAD Office Government State State Rakhine GAD State Rakhine GAD State Rakhine GAD Organization Subtownship GADPyinsalu GAD GAD GAD GAD GAD GAD GAD Taw C GAD GAD Ya Thae Taung Taung Thae Ya Township Sittwe Kyauk Taw Township Taw Kyauk Township Taw Pauk Min Pyawr Township Pyawr Min District U Myauk Ya Thae Taung Taung Thae Ya Township Sittwe District Sittwe Kyauk Taw Township Taw Kyauk Township Taw Pauk Kyun Ponnar Min Pyawr Township Pyawr Min District U Myauk haungthar Village haungthar haungthar Village haungthar p p

Hlutt Hlutt

U Nyi Nyi Aung Nyi Nyi U Mg Mg U Win Naing Tun U Aung NayTun U Tun Naing Min U Linn Zaw Kyaw U Hein Moe U Lwin Myint U Swe Maung Tin U person Focal Thu Myat Soe U Tun Toe Toe U Aung Zar Tay U Aung Sann U person Focal U Aung Naing Aung U Hteik Min Zaw U AyeLwin U Latt Mon Aung U Lwin Soe Kyaw U U Nyi Nyi Aung Nyi Nyi U Win Naing Tun U Aung NayTun U Tun Naing Min U Linn Zaw Kyaw U Hein Moe U Lwin Myint U Swe Maung Tin U person Focal Thu Myat Soe U Tun Toe Toe U Aung Zar Tay U Aung Sann U person Focal U Aung Naing Aung U Hteik Min Zaw U AyeLwin U Latt Mon Aung U Lwin Soe Kyaw U U Nyi Nyi Aung Nyi Nyi U Mg Mg U Win Naing Tun U Aung NayTun U Tun Naing Min U Linn Zaw Kyaw U Hein Moe U Lwin Myint U Swe Maung Tin U person Focal Thu Myat Soe U Tun Toe Toe U Aung Zar Tay U Aung Sann U person Focal U Aung Naing Aung U Hteik Min Zaw U AyeLwin U Latt Mon Aung U Lwin Soe Kyaw U A-50

6 6

04323636 No Tex/Fax/Mobile 098554253 09250223322 04280140 04280139 0931833342 092502061 0949743172 No Tex/Fax/Mobile 09852241 04375001 098532311 04370010 04350180 09402524064 04350287 095408907 09250240033 09852226 0933319999 04359011 098502718 04321307 097315692 04321156 0936124626 04322891 0940045345 095234470 04323991 09458041222 04322825 098502929 04323636 No Tex/Fax/Mobile 098554253 09250223322 04280140 04280139 0931833342 092502061 0949743172 No Tex/Fax/Mobile 09852241 04375001 098532311 04370010 04350180 09402524064 04350287 095408907 09250240033 09852226 0933319999 04359011 098502718 04321307 097315692 04321156 0936124626 04322891 0940045345 095234470 04323991 09458041222 04322825 098502929

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

No. Organization Focal person Tex/Fax/Mobile No U Tin Shwe 098524262 15. GAD Myay Pone Township 09422452977 U Khin Maung Lwin 04355002 16. GAD Maung Taw District 094282244701 U Myint Thein 04355009 17. GAD Maung Taw Township 09400461189 U Thann Shwe 04353003 18. GAD Bue Thee Taung 0949658501 Township U Zaw Zaw Tun 0921710406 19. GAD Taung Pyo Let Ware Township U Soe Thein 04346128 20. GAD Kyaukpyu District 098552033 U Nyi Nyi Linn 04346001 21. GAD Kyaukpyu Township 095089281 U Aung Kyaw Oo 0949003320 22. GAD Yaung Byae Township 09250881388 U Kyaw Kyaw 04322755 23. GAD Mann Aung Township 0925113355 U Soe Linn Kyaw 04380001 24. GAD Ann Township 093149504 U Myo Oo 09365227 25. GAD Thandawe District 09250131700 U Thein Zaw Han 04365217 26. GAD Thandwe Township 09254014617 U Lu Maw 04360003 27. GAD Taung Goad 09250879900 Township U San Shwe Aung 09421764654 28. GAD Gwa Township U Sein Ngwe Phyo 094976808 29. GAD Ma Eii Township U Phyo Wai Linn 09250124321 30. GAD Kyintali Township

A-51 EARLY WARNING MANUAL Appendix LIST OF EQUIPMENT OF LIST SSB Radio Wave Radio SSB EQUIPMENT OF LIST APPENDIX

SSB Radio Wave Radio SSB EQUIPMENT OF LIST APPENDIX No 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Thea Tan Village Tract Village Tan Thea Office Ditrict/Township Office State Rakhine GAD Office State Rakhine RRD District Labutta GAD Township Labutta GAD District Labutta DMH District Labutta RRD Regional Ayeyarwaddy GAD Regional Ayeyarwaddy RRD Thea Tan Village Tract Village Tan Thea Office Ditrict/Township Phyu Kyauk GAD Office State Rakhine GAD Office State Rakhine RRD Tract Village Sar Hlwa District Labutta GAD Township Labutta GAD District Labutta DMH District Labutta RRD Regional Ayeyarwaddy GAD Regional Ayeyarwaddy RRD Office Office RRD Office Office Office Office Office Office HQ GAD HQ DMH HQ RRD Installation Location Installation Kyauk Phyu Ditrict Ditrict Phyu Kyauk Kyauk Phyu Ditrict Ditrict Phyu Kyauk

2-2 : : : :

THE INSTALLATION LOC INSTALLATION THE THE INSTALLATION LOC INSTALLATION THE THE INSTALLATION LOC INSTALLATION THE THE INSTALLATION LOC INSTALLATION THE

Tan 015_Thea 014_GAD 013_RRD 012_GAD 011_RRD Sar 010_Hlwa 09_GAD 08_GAD 07_DMH 06_RRD 05_GAD 04_RRD 03_GAD 02_DMH 01_RRD Name Code Tan 015_Thea 014_GAD 013_RRD 012_GAD 011_RRD Sar 010_Hlwa 09_GAD 08_GAD 07_DMH 06_RRD 05_GAD 04_RRD 03_GAD 02_DMH 01_RRD Name Code

A-52

positions Responsible

positions Responsible 8 8

Telephone number Telephone Telephone number Telephone ATION ATION ATION ATION

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

PC(Skype)

No Installation Location Code Responsible Telephone number Name positions

1 RRD HQ 01_RRD

2 DMH HQ 02_DMH

3 GAD HQ 03_GAD

IP-STAR

No Installation Location Code Responsible Telephone number Name positions

1 RRD HQ 01_RRD

2 RRD Ayeyarwaddy Regional 04_RRD Office

3 RRD Rakhine State Office 11_RRD

A-53 EARLY WARNING MANUAL Appendix SSB radio is used for the transmission of early warning and and warning early of transmission the for used is radio SSB emergency communication. emergency and warning early of transmission the for used is radio SSB communication. emergency and warning early of transmission the for used is radio SSB WAVE RADIO APPENDIX (3) ※ (2) ※ ※ (1)

emergency communication. emergency and warning early of transmission the for used is radio SSB WAVE RADIO APPENDIX SSB radio is used for the transmission of early warning and and warning early of transmission the for used is radio SSB SSB radio is used for the transmission of early warning and and warning early of transmission the for used is radio SSB SSB radio is used for the transmission of early warning and and warning early of transmission the for used is radio SSB You can send call by push the button " button the by push call send can You witho call receive can You You can send call by push the button " button the by push call send can You witho call receive can You “ button the Push “ button the Push You can send call by push the button " button the by push call send can You witho call receive can You “ button the Push “ button the Push You can send call by push the button " button the by push call send can You Send and receive call. Sendcall. andreceive frequencychannelof the the band. Change theandoff onTurnpower. Send and receive call. Sendcall. andreceive frequencychannelof the the band. Change theandoff onTurnpower. Send and receive call. Sendcall. andreceive frequencychannelof the the band. Change theandoff onTurnpower. Change the channel of frequencychannelof the the band. Change Change the channel of frequencychannelof the the band. Change Turn on the power, In the order of “Power unit unit “Power of order the In power, the on Turn If you push “ push you If off Turn unit “Power of order the In power, the on Turn If you push “ push you If off Turn unit “Power of order the In power, the on Turn Turn on the power, In the order of “Power unit unit “Power of order the In power, the on Turn Turn on the power, In the order of “Power unit unit “Power of order the In power, the on Turn the power, In power, the ▲ ”,Channel gets up side. If you push “ you If push up side. gets ”,Channel ”,Channel gets up side. If you push “ you If push up side. gets ”,Channel ”,Channel gets up side. If you push “ you If push up side. gets ”,Channel ”,Channel gets up side. If you push “ you If push up side. gets ”,Channel 2-3 . ②”. ① . ”.

: OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION :

the order of “SSB radio radio “SSB of order the the order of “SSB radio radio “SSB of order the the order of “SSB radio radio “SSB of order the ut any operation. any ut Equipment configuration SSB of configuration Equipment ut any operation. any ut Equipment configuration SSB of configuration Equipment Equipment configuration SSB of configuration Equipment

③ A-54 " of of " microphone. " of of " microphone.

10 10

⇒ ⇒ SSB radio". SSB SSB radio". SSB Power unit". Power Power unit". Power

▼ ”,Channel gets down side. down gets ”,Channel ”,Channel gets down side. down gets ”,Channel ”,Channel gets down side. down gets ”,Channel

OR OR OR OR SSB SSB SSB SSB

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX2-4: OPERATION MANUAL FOR PC(SKYPE)

Each office in NPT communicated by PC applications (Skype).

(1)Process of communication *This setting needs only initial connection. ①Install the application. The installer can be downloaded at the following URL. http://www.skype.com/ja/download-skype/ ②Create your account. Register your account ID and Password, create your account. ③Set the accounts and communication conditions. Add a skype contact of other office. (Appendix 1) ④Create a new group. Create a new group to contact of other office. (Appendix 1)

(2)How to use ①Start application(Skype). Double click icon Skype on desktop. ②Log in. Enter user ID and password. ③Conversation with other office Choose group for office and Conversation.

A-55 EARLY WARNING MANUAL Appendix If you put the power of each equipment can be connected to to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each If you put the power of each equipment can be connected to to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each COMMUNICAT SATELLITE to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each office Each COMMUNICAT SATELLITE APPENDIX ò ò ò ò (2) ò ò (1) f

If you put the power of each equipment can be connected to to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each office Each COMMUNICAT SATELLITE APPENDIX If you put the power of each equipment can be connected to to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each If you put the power of each equipment can be connected to to the connected be can equipment each of power the put you If . conditions communication the set been has equipment Each COMMUNICAT SATELLITE unction of IP of unction unction of IP of unction

Equipment configuration of of configurationIP Equipment Equipment configuration of of configurationIP Equipment Equipment configuration of of configurationIP Equipment Equipment configuration of of configurationIP Equipment M M Connect the Internet and multiple PC byLAN. PC multiple and Internet the Connect the Internet. to Connect : Router satellite. the with Communicate : Antenna Connect the Internet and multiple PC byLAN. PC multiple and Internet the Connect Phone the Internet. to Connect : Router satellite. the with Communicate : Antenna thepho in talk Can IP Connect the Internet and multiple PC byLAN. PC multiple and Internet the Connect Phone the Internet. to Connect : Router satellite. the with Communicate : Antenna thepho in talk Can IP Connect the Internet and multiple PC byLAN. PC multiple and Internet the Connect Connect the Internet and multiple PC byLAN. PC multiple and Internet the Connect satellite. the with Communicate : Antenna ethod - STAR can connect to the Internet and use e use and Internet to the connect can STAR STAR can connect to the Internet and use e use and Internet to the connect can STAR STAR can connect to the Internet and use e use and Internet to the connect can STAR STAR can connect to the Internet and use e use and Internet to the connect can STAR

of communication of of communication of of of -Star -Star RRD can communicate by internet and phone and internet by communicate can RRD RRD can communicate by internet and phone and internet by communicate can RRD RRD can communicate by internet and phone and internet by communicate can RRD RRD can communicate by internet and phone and internet by communicate can RRD RRD can communicate by internet and phone and internet by communicate can RRD RRD can communicate by internet and phone and internet by communicate can RRD 2-5 ne by using the Skype application. the byusing ne ne by using the Skype application. the byusing ne ne by using the Skype application. the byusing ne ne by using the Skype application. the byusing ne : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION : : OPERATION MANUAL F MANUAL OPERATION :

-Star -Star A-56 IONS IONS

12 12

<<<<<< Does not know the meaning the know not Does <<<<<< <<<<<< Does not know the meaning the know not Does <<<<<< <<<<<< Does not know the meaning the know not Does <<<<<< - mail and Homepage. and mail mail and Homepage. and mail mail and Homepage. and mail

(IP (IP

STAR) STAR) phone and phone phone and phone OR OR OR OR

Internet. Internet. in in

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX2-6: MAINTENANCE MANUAL FOR SSB RADIO WAVE

This manual shows the way of daily maintenance for SSB radio wave. (1)Target organiza tions: RRD HQ, RRD Ayeyarwaddy Regional Office, RRD Labutta District Office

RRD Rakhine State Office, RRD Kyauk Phyu District Office, DMH HQ, DMH Labutta District Office, GAD HQ,GAD Ayeyarwaddy Regional Office, GAD Labutta District Office

GAD Labutta Township Office, GAD Rakahine State Office, GAD KyaukPhyu, District/Township Office, Hlwa Sar Village Tract, Thea Tan Villagelage TractTract (2)Daily schedule

ò Before 2:30p.m.: All organizations prepare to be ready to use thethe SSBSSB radioradio wave.wave. ò 2:30p.m.:

DMH HQ announces the weather summary, and other organizations adjust the CH and volume, etc.

*Default frequency channel is 4CH.

ò 2:35p.m.(After the DMH finish to speak the weather summary):

DMH HQ checks RRD HQ and GAD HQ whether they can communicate or not.

ò 2:40p.m.:

DMH HQ, RRD HQ and GAD HQ check each local office and theythey cancan communicate as follows. The order of communication is DMH→RRD→GAD.

V HQ “No. ●, Can you hear me? Please reply to me if you can hear.” V Received organization ”This is No.●、I can hear you well.” V HQ ”No.●,Thank you for your reply.”

*Code Name of organizations is Appendix2-6

Received organizations and HQ describe the results in a check list.

*Check list is Appendix2-7

ò 3:00p.m.: GAD HQ speak final call to all organizations.

A-57 EARLY WARNING MANUAL Appendix

3:00 3:00 2: 2: 2: 30 30 35 40 35 40 P.M. P.M. P.M. P.M. P.M. P.M. P.M. P.M. Main Speaker Main Speaker DMH DMH GAD GAD RRD DM Image the Dailyof maintenance Image the Dailyof maintenance Image the Dailyof maintenance GAD GAD Image the Dailyof maintenance Image the Dailyof maintenance C C C heck list heck heck list heck heck list heck heck list heck heck list heck heck list heck H HQ H H HQ H HQ HQ HQ HQ HQ HQ HQ HQ HQ HQ ｖ

weather summary weather weather summary weather weather summary weather ”No.2 DMH ”No.2 ”No.2 DMH ”No.2 me? Please reply to me If Please reply me to me? me? Please reply to me If Please reply me to me? me? Please reply to me If Please reply me to me? “ me? Please reply to me If Please reply me to me? “

No. No. This is No.2 DMH is This This is No.2 DMH is This This is No.2 DMH is This Final Final 2 DMH2 A-58 hear you well you hear hear you well you hear youhear. can youhear. can your reply.” your your reply.” your Call Call , 14 14 Thank you for for you Thank Thank you for for you Thank Can you, hear Thank you for for you Thank , Can you, hear , Can you, hear

.” ” 、 Receive / reply Receive / reply Receive / reply

I can can I I can can I organizations organizations organizations organizations organizations organizations organizations organizations organizations organizations organizations organizations organization organization organization organizations organizations organizations organizations organizations organizations All other All All other All organizations organizations All other All All other All organization organization All other All All other All All other All organization All other All organization All other All All other All organization organization All other All All other All All other All All other All All other All All other All All other All All other All All other All All other All All other All All other All All other All All other All C Local office Local Local office Local office Local Local office Local Local office Local office Local . . heck heck heck heck RRD GAD RRD GAD DMH DMH GAD GAD RRD

list

HQ HQ

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX2-7: DAILY CHECKLIST FOR SSB

e of Director Signetur Month/Year Check:Receive a ○/×reply Daily Check List for RRD HQRRD for CheckList Daily The name of the responsible 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Code Name 04_RRD 011_RRD 012_GAD 013_RRD 015_Thea Tan 02_DMH 03_GAD 05_GAD 06_RRD 08_GAD 09_GAD 07_DMH 010_Hlwa Sar 01_RRD Station Station Name DMH District Labutta Office Hlwa Sar TractVillage 2 DMH HQ 3 GAD HQ 4 Regional OfficeAyeyarwaddy RRD 5 Regional Office GAD Ayeyarwaddy 6 District Labutta RRD Office 8 Township GAD Labutta Office 9 District GAD Labutta Office 7 1 HQ RRD 12 GAD Rakhine State Office 14 GAD Kyauk Phyu Ditrict/Township Office 014_GAD15 Thea Tan TractVillage 11 Rakhine RRD State Office 13 Kyauk RRD Phyu Ditrict Office 10 No.

A-59 EARLY WARNING MANUAL Appendix

Daily Check List for DMH HQ

The name of the responsible Signeture of Director

Check:Receive a reply ○/× No. Station Name Code Name Month/Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 RRD HQ 01_RRD

2 DMH HQ 02_DMH

3 GAD HQ 03_GAD

4 RRD Ayeyarwaddy Regional Office 04_RRD

5 GAD Ayeyarwaddy Regional Office 05_GAD A-60

6 RRD Labutta District Office 06_RRD 16 16 7 DMH Labutta District Office 07_DMH

8 GAD Labutta Township Office 08_GAD

9 GAD Labutta District Office 09_GAD

10 Hlwa Sar Village Tract 010_Hlwa Sar

11 RRD Rakhine State Office 011_RRD

12 GAD Rakhine State Office 012_GAD

13 RRD Kyauk Phyu Ditrict Office 013_RRD

14 GAD Kyauk Phyu Ditrict/Township Office 014_GAD

15 Thea Tan Village Tract 015_Thea Tan The Project for Establishment of End-to-End Early Warning System for Natural Disaster Signeture of Director Month/Year Check:Receive a ○/×reply Daily Check List for GAD HQ GAD for CheckList Daily The name of the responsible 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Code Name 011_RRD 012_GAD 013_RRD 03_GAD 04_RRD 06_RRD 07_DMH 08_GAD 09_GAD 010_Hlwa Sar 015_Thea Tan 05_GAD 01_RRD 02_DMH Station Station Name GAD Ayeyarwaddy Regional OfficeGAD Ayeyarwaddy 4 Regional OfficeAyeyarwaddy RRD 7 DMH District Labutta Office 9 GAD District Labutta Office 3 GAD HQ 6 District Labutta RRD Office 8 GAD TownshipLabutta Office 5 1 HQ RRD 2 DMH HQ 12 GAD Rakhine State Office 14 GAD Kyauk Phyu Ditrict/Township Office 014_GAD15 Thea Tan TractVillage 11 Rakhine RRD State Office 13 Kyauk RRD Phyu Ditrict Office 10 Hlwa TractVillage Sar No.

A-61 EARLY WARNING MANUAL Appendix

Date 31 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Today's Weather Daily List Check for SSB Wave Radio The name of the responsible the of name The Signeture Please reply to me If you can hear. can you If me reply to Please No. ●, Can you hear me? hear you Can ●, No. A-62 Check:Receive a call from HQ ○/× HQ from call a Check:Receive 18 18

Station Name Station Month/Year Code Name Code No.●,Thank you for your reply your for you No.●,Thank

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX2-8: MAINTENANCE MANUAL FOR PC(SKYPE) This manual shows the way of weekly maintenance for PC communication by Skype. (1)Target organiza tions: RRD HQ, DMH HQ, GAD HQ (2)Weekly schedule

ò Before 10:30a.m. on every Monday:

All organizations get ready the PC.

ò 10:30a.m. :

DMH HQ announces the weather summary.

RRD HQ checks all organizations and they can communication as follows.

V RRD HQ “DMH HQ (GAD HQ), Can you hear me? Please reply to me if you can hear.” V Received organization ”This is DMH HQ(GAD HQ)、II cancan hearhear youyou well.”well.” V RRD HQ” DMH HQ (GAD HQ), Thank you for your reply.”

RRD HQ describe the results in a check list.

Weekly Check List for Skype The name of the responsible

Date/Month

DMH HQ

GAD HQ

Signeture

Check:Receive a reply ○/×

The name of the responsible

Date/Month

DMH HQ

GAD HQ

Signeture

Check:Receive a reply ○/×

The name of the responsible

Date/Month DMH HQ

GAD HQ

Signeture Check:Receive a reply ○/×

A-63 EARLY WARNING MANUAL Appendix RRD HQ describe the results in a check list. check in a results the HQdescribe RRD Ayeyarwaddy HQcheck RRD by phone. communication of way the shows manual This list. check in a results the HQdescribe RRD byphone communication Ayeyarwaddy HQcheck RRD organizations All HQ RRD by phone. communication of way the shows manual This APPENDIX ò ò (2) (1) IP

RRD HQ describe the results in a check list. check in a results the HQdescribe RRD byphone communication Ayeyarwaddy HQcheck RRD organizations All HQ RRD by phone. communication of way the shows manual This APPENDIX RRD HQ describe the results in a check list. check in a results the HQdescribe RRD of way the shows manual This Signeture Office State RRDRakhine RRDAyeyarwaddyOffice Regional Date/Month reply○/× a Check:Receive Signeture Office State RRDRakhine RRDAyeyarwaddyOffice Regional Date/Month reply○/× a Check:Receive Signeture Office State RRDRakhine RRDAyeyarwaddyOffice Regional Date/Month

Target Target tions:organiza Weekly Target tions:organiza Weekly Target tions:organiza - - 10:30a.m. 10:30a.m. on 10:30a.m. Before 10:30a.m. 10:30a.m. on 10:30a.m. Before The name of the responsible the of name The responsible the of name The responsible the of name The STAR STAR , RRD ,

schedule

: Ayeyar

prepare to be ready to use to ready be to prepare prepare to be ready to use to ready be to prepare prepare to be ready to use to ready be to prepare 2-10 waddy waddy waddy waddy

every every : : : : Weekly Check List for IP-STAR

MAINTENANCE MANUAL F MANUAL MAINTENANCE MAINTENANCE MANUAL F MANUAL MAINTENANCE MAINTENANCE MANUAL F MANUAL MAINTENANCE MAINTENANCE MANUAL F MANUAL MAINTENANCE MAINTENANCE MANUAL F MANUAL MAINTENANCE

Regional Regional regional regional

Monday Monday

office and Rakhi and office office and Rakhi and office Office, RRD Rakhin RRD Office, Office, RRD Rakhin RRD Office, A-64 : Weekly Weekly

the IP the the IP the 20 20

- Star phone. Star Star phone. Star

maintenance for IP for maintenance maintenance for IP for maintenance maintenance for IP for maintenance ne State office that they can can they that office State ne ne State office that they can can they that office State ne ne State office that they can can they that office State ne e State Offic State e e State Offic State e e State Offic State e

e e OR OR OR OR - STAR STAR

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPEXDIX3-1: ACTION CHECK LIST

Check Time Action Receipt of Information □ : Receive the information by Phone from XX office. □ : Describe the received information on the Send/Receive Format. □ : Receive the information by Fax from XX office. □ : Describe the received information on the Send/Receive Format. Consideration of Actions to be taken : Report to XX Office by Phone that you received the information □ well. : Report about the received information to responsible officer in your □ office. Decision and Implementation of Actions : Be instructed the necessary actions from the responsible officer in □ your office. : Send the information by Phone to YY office. □ □ : Describe the sent information on the Send/Receive Format. : Send FAX to YY office. □ □ : Describe the sent information on the Send/Receive Format. : Receive confirmation phone from YY Office. □ : Call for an emergency meeting to the related organizations (if □ necessary). : Send the information and instructions by phone to YY office based □ on the results of emergency meeting. □ : Describe the sent information on the Send/Receive Format.

A-65 EARLY WARNING MANUAL Appendix APPENDIX

APPENDIX 3-2:

FLAG SIGNALS FLAG FLAG SIGNALS FLAG FLAG SIGNALS FLAG A-66 22 22

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX4-1: SEND/RECEIVE FORMAT

A-67 EARLY WARNING MANUAL Appendix Source: WMO Source: APPENDIX4

Source: WMO Source: APPENDIX4

- 2: BEAUTFORT WIND SC WIND BEAUTFORT 2: 2: BEAUTFORT WIND SC WIND BEAUTFORT 2: 2: BEAUTFORT WIND SC WIND BEAUTFORT 2: 2: BEAUTFORT WIND SC WIND BEAUTFORT 2: 2: BEAUTFORT WIND SC WIND BEAUTFORT 2: A-68

24 24

ALE ALE

The Project for Establishment of End-to-End Early Warning System for Natural Disaster

APPENDIX4-1: RANFALL SCALE

Rainfall Intensity (mm/hour) Soaked to the Soaking skin over whole body 10mm/hour: fallingfalling withwith noisenoise likelike “Zaa“Zaa zaa”zaa” Soaking even under around umbrella 20mm/hour: falling in torrents 30mm/hour: falling like turned over Bucket 50mm/hour: falling like the waterfall

20mm/h 50mm/h

Source: JMA

A-69

လအူူ ရင္းအျမစ္ဖ္ဖံၿြံၿြံၿံၿံၿဖိဳးတိုးတက္ေ္ေ္ေ္ေ္ေရးပရိုဂရမ Human Resource Development (HRD) Program

The Project on Establishment of End-to-End Early Warning System for Natural Disaster

A-71

A-72 The Project for Establishment of End-to-End Early Warning Syst em for Natural Disaster

Human Resources Development Program Agenda

Time Content of the Program

Introduction of HRD Program 15 min 15 min IEC Material-1: Cyclone Nargis

20 min Program 1: General of Disaster Risk Reduction

15 min IEC Material-2: Interview to Victims

20 min Program 2: General of Early Warning System

15 min IEC Material-3: Typhoon Haiyan 10 min Tea / Coffee Break 15 min IEC Material-4: Great Indian Ocean Tsunami

20 min Program 3:: LessonsLessons Learned from Recent Disasters

15 min IEC Material-5: Great East Japan Earthquake,, EarthquakEarthquake inin NepalNepal

Program 4:: Simulationimulation forfor InundationInundation duedue toto StormStorm SurgeSurge and Tsunamii 20 min simulation

Total: 180 min (3 hours)

- 1-

A-73 The Project for Establishment of End-to-End

Early Warning System for Natural Disaster

IEC Material-1: Cyclone Nargis Feature of Disaster Cyclone Nargis attached Myanmar from April 27th to May 3rd, 2008. Central pressure was 962 hPa, and Maximum instantaneous wind velocity was 134 mile/h. Totally 138,366 people was dead/missing by this cyclone.

This video isis showingshowing thethe affectedaffected situationsituation afterafter landinglanding toto Myanmar,Myanmar, andand speechspeech isis mademade byby Mr. Soe Thein he was working in Bogalay Township, Ayeyarwaddy Region at that time. He explains how he conducted early warning dissemination to community people, and introduces the lessons learned what was the difficulties during cyclone Nargis.

We need to hand this kind of story telling down to posterity so that the tragedy is not repeated.

IEC Material-2: Interview to Victims This video is taken by the JICA Expert Team, showing thethe interviewinterview toto victimsvictims inin AyeyarwaddyAyeyarwaddy Region affected by cyclone Nargis. There are 2 story tellings, one is talking by Ms Nyein in Kwin Yar village of Labutta township, another isis talkingtalking byby UU AyeAye MyintMyint inin KoneKone GyiGyi villagevillage ofof LabuttaLabutta township.township. They are talking how they took actions during the cyclone was approaching, and what was the difficulties on the preparedness actions.

We must remember this devastating disaster on every May 2nd as memorial day.

IEC Material-3: Typhoon Haiyan Feature of Disaster Typhoon Haiyan attached Philippines from November 6th to 8th, 2013. Central pressure was 895 hPa, and Maximum instantaneous wind velocity was 201 mile/h. Totally 5,680 people was dead, 1,799 people is missing, and 26,233 people was injured by this typhoon.

This video is showing the affected situation during the typhoon Haiyan was approaching to Philippines. The latter half of video is showing the mechanism of storm surge. People do not understand how to occur storm surge, but government office has to understand it well, and warn the people to take care when cyclone is approaching.

A-74

IEC Material-4: Great Indian Ocean Tsunami Feature of Disaster Indian Ocean earthquake and tsunami occurred in Indonesia on December 26th, 2004. The scale of Magnitude was 9.3, the depth of earthquake was 30 km, and the maximum tsunami height was 34 m. Totally 220,000 people was dead, and 130,000 people was injured by this earthquake. Several countries, Indonesia, Sri Lanka, India, Thailand, Maldives, Somalia, and Myanmar were affected by this tsunami.

This video is showing the mechanism of earthquake, and how the tsunami affected to several countries. We need to understand that tsunami of distant origin causes the wide area damage without feeling the shaking.

IEC Material-5: Great East Japan Earthquake Feature of Disaster East Japan Earthquake and Tsunami occurred in Japan on March 11, 2011. The scale of Magnitude was 9.0, the depth of earthquake was 24 km. Totally 15,883 people was dead, 2,671 people is missing, and 346,987 people was evauating as of June 2012. 398,649 buildings were destroyed by this disaster.

This video is showing the mechanism of earthquake, and how the tsunami affected to Tohoku area in Japan. In Japan, people always remember this devastating disaster on March 11th through a memorial service.

A-75 The Project for Establishment of End-to-End

Early Warning System for Natural Disaster

Program 3 Lessons Learned from Recent Disasters

1. This presentation is introduction of lessons learned from recent disasters in Japan and Philippines. 2. This slide show Key Elements on Early Warning, which was proposed in international conference related to Early Warning held in Germany in 2006. There are 4 kinds of key element, first is Risk Knowledge, Second is Monitoring & Warning Service, Third is Dissemination & Communication, and Fourth is Response Capability. This presentation will introduce the detailed examples corresponding to each key element.

A-76

3. First is about Risk Knowledge in case of East Japan Earthquake and Tsunami in 2011. The right side figure shows tsunami inundation hazard map prepared for Ishinomaki city. Ohkawa elementary school in Ishinomaki city is designated as evacuation shelter because it is located outside of inundation area. However, Ohkawa elementary school was affected by tsunami, and 70 students were dead at that time. We have to understand that hazard map is prepared by a certain assumed condition, it means unexpected disaster can be happened.

A-77

4. This slide shows comparison between actual tsunami affected area (red(red color) and hazard map area (blue color) in Sendai city (left side figure) and Ishinomaki city (right side figure). The actual tsunami affected area (red zone)) exceededexceeded thethe hazardhazard mapmap areaarea (blue(blue zone) in case of East Japan Earthquake and Tsunami. Especially, government officer has to understand thethe possibility possibility to to happen happen unexpected disaster.

A-78

5. Second key element is Monitoring & Warning Service. InIn Japan,Japan, JMAJMA (Japanese(Japanese MeteorologicalMeteorological Agency)Agency) improvedimproved TsunamiTsunami warningwarning based based onon the lesson learned from East Japan Earthquake and Tsunami inin 2011.2011. For example, if 1 meter height of tsunami is predicted,, JMA JMA issues issues the the warning warning as as “Tsunami will be occurred”. If 3 meter height of tsunami is predicted,, JMAJMA issuesissues thethe warningwarning asas “High” tsunami. If more than 5 meter height of tsunami is predicted,, JMAJMA issuesissues thethe warningwarning asas “Huge” tsunami. JMA does not inform the height of tsunami, because the prediction is not always accurate due to the difficulty of technical matter. On the other hand, JMA informs thethe scalescale ofof tsunamitsunami byby thethe qualitative expression. It will not make misunderstanding, and easy to understand by people.

A-79

6. This slide shows lesson learned from Philippines Typhoon Yolanda caused devastating damage by storm surge in 2013. Mr. Evelin Cordero from tacloban city administrative office isis sayingsaying “IfIf thethe alertalert waswas issuedissued as tsunami, I should have been considerably afraid”. Meaning of storm surge in the alert was not understood by people since there is no local word for storm surge in the Philippines. The damage was more spread due to the language barrier,, and and also also people people could could not not imagine the scale of storm surge disaster.

A-80

7. On the other hand, there was good experience during the Philippines Typhoon Yolanda. Mr. Gonzales, Guiuan municipality officer informed people “Delubyo is coming, evacuate to shelter” before the typhoon landing. Delubyo is Armageddon which means terrifying world war inin locallocal word.word. He tried to inform people the dangerous condition of the typhoon. As a result of his effort, most of people in Guiuan municipality could evacuate to shelter successfully on the day before typhoon landing. He imaged the scale of disaster, and informed the scare to people as much as he could. In Myanmar also, government officer needs to imagine the scale of disaster, and informed the scare to people.

A-81

8. This slide shows cyclone warning issued by DMH during cyclone Mahasen approaching to Myanmar in 2013. Weather forecast information such as the location and scale of cyclone, expected storm surge height etc is described in this warning message. There is an instruction how to take actions by people, but only one sentence in the warning message. So, local government officer has to translate thethe DMHDMH weatherweather forecastforecast informationinformation intointo disaster management information how to take actions by people, and issue the evacuation order to the people.

A-82

9. This slide introduces lesson learned from Oshima town in Japan. In 2013, big scale of landslide happened inin OshimaOshima towntown duedue toto heavyheavy rainfall.rainfall. However, mayor of Oshima town didid notnot issueissue evacuationevacuation advisoryadvisory toto people,people, andand finallyfinally 35 people were dead by this disaster. InIn aa meetingmeeting afterafter thisthis disaster,disaster, mayormayor ofof OshimaOshima towntown saidsaid “I“I couldcould notnot judgejudge whetherwhether thethe evacuation advisory should be issued or not.”” Why he could not issue the evacuation advisory, there isis 22 factors.factors. One is fear for secondary disaster which means he was afraid that people are affected by disaster during evacuation in midnight. Another is fear for end in failure which means he was afraid that motivation of people for evacuation will be down if the evacuation advisory ends in failure. InIn MyanmarMyanmar also,also, governmentgovernment officerofficer alwaysalways hashas toto makemake judgementjudgement whether evacuation order should be issued or not.

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10. Third key element is Dissemination & Communication regarding lesson learned from Minami-Sanriku Township in case of East Japan Earthquake and Tsunami in 2011. Before the tsunami was coming, one of the Township officer was keeping to announce to the people by radio communication device as “Please evacuate to upland”. Unfortunately, she was affected by the tsunami, but her accouchement could help many people to evacuate from the tsunami. ItIt is is important important for for government government officer officer to to recognize recognize the necessity of evacuation announcement.

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11. This slide show another lesson learned from East Japan Earthquake and Tsunami in 2011. InIn YuriageYuriage areaarea ofof NatoriNatori citycity 40004000 peoplepeople werewere livingliving there,there, 800800 peoplepeople werewere dead/missingdead/missing by the tsunami. After the earthquake, radio communication device was broken, and the government officer could not announce evacuation order to the people. InformationInformation transmission transmission equipment equipment always always needs needs to to be be maintained maintained and and prepared prepared whenever disaster comes. It is also important to secure more than 2 routes for redundancyredundancy of information transmission.

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12. Fourth key element is Response Capability. According to the survey by cabinet office in Japan, about 40% of people did not evacuate immediately after the earthquake in 2011. Japanese government learned that community enhancement for disaster is important to take suitable action by the people after earthquake. InIn Myanmar Myanmar also, also, the the government government officer officer has has responsibility responsibility to to enhance enhance the the Response Response Capability of people through education program. This HRD Program also will be one of the solution to enhance the Response Capability of Myanmar people.

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13. This slide shows lesson learned from Philippine in case of typhoon Ruby in 2014. As explained,, thethe PhilippinesPhilippines experiencedexperienced thethe devastatingdevastating disasterdisaster by typhoon Yolanda in 2013, and the same scale of typhoon was coming again in 2014. Based on the lessons learned from typhoon Yolanda in 2013, the Philippines government estimated damage area through implementing Pre-Disaster Risk Assessment, and strongly advisedised the the related related Local Local Government Government Unit Unit to to evacuate evacuate earlier earlier as as “Typhoon “Typhoon is is coming like Yolanda”. Media also strongly broadcasted it. As a result of the efforts by the Philippines government, finally 700 thousand people evacuated earlier, and minimized damage only 18 people dead/missinging. We are always able to learn lessons from the past disaster,, and and make make use use of of the the experiences for preparation of next disaster.

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Early Warning System for Natural Disaster

Program 4： Simulation for Inundation due to Storm Surge and Tsunami

1. This presentation is explaining resultsresults ofof stormstorm surgesurge andand tsunamitsunami simulationsimulation calculated by the JICA Expert Team of “The Project for Establishment of End-to--End Early Warning System for Natural Disaster”. Through this presentation, we will be able to understand the risk of storm surge and tsunami along Myanmar coastal area.

2. Firstly, this slide shows mechanism of storm surge. When cyclone is approaching to coastal area, water level consists of waves, normal tide, and storm surge. The storm surge consists of 2 types of factor, one is pressure tide shown by orange arrow ①, another is wind driven surge shown by blue arrow ②. The storm surge makes water level go up rapidly, also flows and destroy like tsunami.

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3. We have several future challenges on evacuation for storm surge. For example, villager is saying “We start to evacuate when the water level rises”. It is too late to start evacuate because the water level will go up rapidly. Also, government officer has some difficulties like “villager do not evacuate even though government officer advise them to evacuate”. For the purpose of more public awareness regarding storm surge, thethe simulationsimulation inin thisthis presentation can be utilized to show the possibility toto happen happen devastating devastating storm surge disaster in Myanmar coastal area.

A-89 4. The JICA Expert Team implemented the simulation under the assumption that cyclone GIRI keeps its strongest power till landing to Myanmar coast. The track of cyclone in this simulation is same with GIRI track which made landfall near Myebon Township in Rakhine State. InIn thethe simulation,simulation, thethe centercenter pressurepressure isis givengiven asas maximummaximum pressurepressure 922922 hPahPa constantlyconstantly from the start of simulation.

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5. This is one of the result of storm surge simulation, which shows the height of storm surge around Sittwe and Kyauk Phyu. The left side figure shows it before cyclone, and the right figure shows it at its peak. As shown in the right side figure, the height of storm surge at Myebon is calculated as 4.0 meters, and the one at Kayuk Phyu is 1.8 meters.

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6. This slide shows the time series of water level at Kayuk Phyu. The height of storm surge is calculated as 1.8 meters at Kyauk Phyu as explained in the previous slide. However, if this storm surge attacks during high tide time shown by blue line, water level shown by red line will rapidly go up to about 4 meters in 5 hours at Kayuk Phyu. It is important to consider the combination between the high tide time and storm surge timing.

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7. InIn thisthis simulation,simulation, thethe tracktrack ofof cyclonecyclone isis calculatedcalculated samesame asas cyclone GIRI, which affected mainly around Myebon shown in the left side figure. However, if the track course moves to 2.0 degree westward, the affected area will move to north side area around Sittwe shown in the right side figure. It is important toto understandunderstand thatthat stormstorm surgesurge affectedaffected areaarea isis changedchanged (moved) according to the cyclone track.

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8. As conclusion, IfIf Cyclone Cyclone GIRI GIRI comes comes maintaining maintaining its its strongest strongest power, power, Storm Storm Surge Surge of of 1.8m at Kyauk Phyu and 4.0m at Myebon will attack and flood wide coastal area. Also, Water Level will rapidly go up to about 4m in only 5 hours at Kyauk Phyu. But, Storm surge affected arearea isis changedchanged accordingaccording toto thethe cyclonecyclone track.track. As recommendation, Flood by huge Storm Surge is very dangerous like huge tsunami. It will make you fall down and drown even ifif itit isis onlyonly 22 feetfeet high.high. ItIt isis particularlyparticularly soso inin thethe midst of rain, wind and during night time. So, Listen to Early Warning and Evacuate Quickly to save your own life.

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9. From this slide, some results of tsunami simulation are explained. There are several faults around Indian Ocean as shown in the figure. InIn case case of of Sumatra Sumatra earthquake earthquake in in 2004, 2004, Myanmar Myanmar was was affected affected by by the the tsunami tsunami without without feeling earthquake shaking, because the epicenter of earthquake was far from Myanmar coast, it is called Far-field tsunami. On the other hand, Myanmar has possibility to happen Near-fieldfield tsunamitsunami asas well.well. The shortest distance from the tsunami source to Sittwe is 63 km, Kyauk Phyu is 80 km, Chaun Tha is 45 km, Haing Gyi Kyun is 200 km according to the simple calculation by the JICA Expert Team.

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10. This slide shows one of the results of tsunami simulation estimated by UNDP. The left side figure is tsunami inundation map around Sittwe, and the right side is around Kyauk Phyu. This calculation is estimated under the assumption the tsunami comes at high tide time. The red color zone means 3-5 meters height of tsunami, and the purple color zone means more than 5 meters height of tsunami.

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11. InIn this this slide, slide, tsunami tsunami arrival arrival time time is is estimated estimated through through simple simple calculation calculation by by using using the the distance from the tsunami source and the water depth. The expected travel time of 1st wave tsunami is 53 mins to Sittwe, 59 mins to Kyauk Phyu, 26 mins to Chaung Tha, and 2hrs 8mins to Haing Gyi Kyun. We need to take care that the 1st wave of a tsunamitsunami generated generated offshore offshore ofof Rakhine Rakhine is is expected to arrive at the northern Rakhine coast within 60 minutes, and arrive at the southern Rakhine coast within 30 minutes. IfIf people people wait wait for for the the Tsunami Tsunami Alert Alert and and start start evacuation evacuation thereafter, thereafter, they they might might most most probably be caught in the tsunami. We need toto evacuateevacuate quicklyquickly afterafter earthquakeearthquake shakingshaking withoutwithout waitingwaiting forfor tsunamitsunami alert.alert.

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May 2016

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Table of Contents

1. Basic Concept of CBDRM ...... 2 1-1 KeycharacteristicsofCommunity-based Disaster Risk Management ...... 3 1-2 Rationale of applying CBDRM ...... 4 1-3 Key desired outcomes and outputs of any CBDRM process ...... 5 2. Framework of CBDRM Program ...... 6 2-1 Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine State ...... 6 2-2 Framework of CBDRM Program...... 7 2-2-1 Purpose of CBDRM Program ...... 7 2-2-2 Target of CBDRM Program ...... 7 3. TOT Workshop ...... 8 3-1 Objectives of the TOT workshop ...... 8 3-2 Target of the TOT workshop ...... 8 3-3 Facilitators and Lecturers of the TOT workshop ...... 9 3-4 Agenda of the TOT workshop ...... 9 3-4-1 Basic Knowledge of Disaster Management ...... 11 3-4-2 Regional Characteristic of Disaster ...... 12 3-4-3 Overview of CBDRM ...... 15 3-4-4 6 Steps of CBDRM ...... 15 3-4-5 Practical Training: Search and Rescue...... 45 3-4-6 Practical Training: First Aid ...... 46 3-4-7 Fundraising NGO ...... 47 3-4-8 Mainstreaming Disaster Management at village level...... 47 3-4-9 Organizing workshops at village level (optional) ...... 48 3-4-10 CBDRM workshop preparation (optional) ...... 49 4. CBDRM Workshop ...... 51 4-1 Objectives of the CBDRM workshop ...... 51 4-2 Target of the CBDRM workshop ...... 51 4-3 Facilitators and Lecturers of the CBDRM workshop ...... 51 4-4 Agenda of the CBDRM workshop ...... 52 4-4-1 Basic Knowledge of Disaster Management ...... 53 4-4-2 Disaster at village level ...... 54 4-4-3 6 Steps in CBDRM (from Disaster Management Course) ...... 54

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4-4-4 Community Infrastructure ...... 54

4-4-5 Search and Rescue ...... 58 4-4-6 First Aid ...... 59 4-4-7 Formulation of VDMC ...... 59 Manual 4-4-8 Conducting evacuation drill ...... 60 5. Good Practices of the Pilot activities ...... 63 5-1 Sustainable CBDRM activities ...... 63 5-2 Effectiveness of Observers ...... 63 5-3 Utilization of Methodology of Community Infrastructure ...... 63 5-4 Zin Phyu Gone Activities ...... 64

Appendix

Appendix. 1 Cost estimation and necessary items to conduct the TOT and CBDRM workshop at village level Appendix. 2 Necessary items to conduct evacuation drill at village level Appendix. 3 Sample scenario of cyclone evacuation drill Appendix. 4 Report form of warning message Appendix. 5 Report form of evacuation conditions

based Disaster Risk Management Risk Disasterbased Appendix (DVD) - Appendix. 1 PPT files of the TOT and CBDRM workshop Appendix. 2 Story telling of cyclone Nargis Appendix. 3 Drill Movies in the pilot villages Appendix. 4 Sample lectures at village level (Zin Phyu Gone village, Hlwa Zar village tract, Labutta Township in Ayeyarwaddy Region) Community

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Abbreviations

ADPC Asian Disaster Preparedness Center ADRA Adventist Development and Relief Agency CBDRM Community-Based Disaster Risk Management CBDRR Community-Based Disaster Risk Reduction CBO Community Based Organization CDA Community Development Association CDF The Constituency Development Fund CSO Civil Society Organization DM Disaster Management DMC Disaster Management Committee DMH Department of Metrology and Hydrology DRM Disaster Risk Management DRR Disaster Risk Reduction EWS Early Warning System GAD General Administration Department HRD Human Resource Development HVCM Community Hazard, Vulnerability, Capacity Map HH Household IDDR International Day for Disaster Reduction IEC Information, Education and Communication INGO International Non-Government Organization JICA Japan International Cooperation Agency LNGO Local Non-Government Organization MMK Myanmar Kyat MRCS Myanmar Red Cross Society NGOs Non-Governmental Organizations PDCA Plan Do Check Act PDF The Poverty Reduction Fund RDF The Rural Development Fund RRD Relief and Resettlement Department SAR Search and Rescue SSB Single Side Band TDMC Township Disaster Management Committee TOT Training-of-Trainers TTX Table-Top Exercise UNDP United Nations Development Program UN-HABITAT United Nations Human Settlements Program USDP Union Solidarity and Development Party VCA Vulnerability Capacity Assessment

A-102 Community-based Disaster Risk Management Manual WASH VTDPC VDPC

VillageDisaster Water, Sanitation and VillageTrace Disaster PreparednessCommittee PreparednessCommittee Hygiene A-103

Community-based Disaster Risk Management Manual

Preface

Japan International Cooperation Agency (JICA) is implementing “The Project on Establishment of End-to-End Early Warning System for Natural Disaster in the Republic of Union of Myanmar” from March 2013. The Project has major four outputs 1) Establishment of EWS system; 2) HRD activities for government officers; 3) CBDRM activities; and 4) Expansion plan to other areas. The counterpart organizations of the project are Relief and Resettlement Department, Ministry of Social Welfare, Relief and Resettlement (RRD) and Department of Meteorology and Hydrology, Ministry of Transport. For CBDRM activities of the Project, Relief Section, Relief Department of RRD and RRD in Region and District are the main C/P of CBDRM activities in the Project. The Project implemented CBDRM activities in Ayeyarwaddy Region and Rakhine State with the implementation partner Community Development Association (CDA) from 2013 to 2016. Part of the pictures and figures of the activities are compiled with the contribution of CDA.

One of the objectives of the Project is to develop a model to expand the activities in other regions with the initiatives of the Myanmar Government. Therefore, the Project designed CBDRM activities by following the methodology of the Disaster Management Course which is the official textbook of RRD. The Project proposed additional activities such as the TOT workshop for VTDPC members and community infrastructure projects for better implementation of CBDRM as a reference for RRD for further improvement of Disaster Management Course in the future. Especially, methodology of 6 Steps of CBDRM in the CBDRM Manual is based on the Disaster Management Course published in 2013 by RRD in cooperation with DRR Working Group.

Target of the Manual is District, Township level government officers who will organize and provide lectures in the TOT workshops to train village tract, and village tract leaders who will provide lectures about CBDRM activities to their member villagers.

Legends

The box above is the citation of Disaster Management Course 2012. After the boxes, the manual gives detailed explanations and examples of actual workshops at the village level.

The box above introduces the PPT files of Disaster Management Course 2012 which are usable as lecture files. In additions to the existing PPT files, the Project developed PPT files for the village level activities.

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1. Basic Concept of CBDRM

CBDRM is an approach and process of disaster risk management in which at risk communities are actively engaged in the identification, analysis, treatment, monitoring and evaluation of disaster risks in order to reduce their vulnerabilities and enhance their capacities. This means that people are at the heart of decision making and implementation of disaster risk management activities. The involvement of the most vulnerable is paramount and the support of the least vulnerable is necessary. Simply put, the aim of CBDRM is to reduce vulnerabilities and strengthen people’s capacity to cope with hazards. A thorough assessment of the community’s hazard exposure and analysis of the specifics of their vulnerabilities as well as capacities is the basis for activities, projects and programs to reduce disaster risks. Because the community is involved in the whole process, their felt and real needs as well as inherent resources are considered. There is more likelihood that community problems will be addressed with appropriate interventions.

(Source: Disaster Management Course, 2012)

Concept of DRR and CBDRM are not fully recognized especially at village level. Ownership and participation of the activities are critical factors of successful implementation of CBDRM. For those who experienced devastating disaster such as Cyclone Nargis tend to think DRR activities as emergency response such as distribution of relief material and equipment. It is essential to know the recognition of risk, vulnerability, and capacity to mitigate the damage of disaster with the initiatives of the community.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 1-1 Key characteristics of Community-based Disaster Risk Management

Experiences in the implementation of CBDRR point to these essential features: • Centrality of the role of the community disaster management. The focus of attention in disaster management is the local community. The CBDRM approach recognizes that the local people are capable of initiating and sustaining their own development. Responsibility for change rests with those living in the local community. • Disaster risk reduction is the aim. The main strategy is to enhance capacities and resources of the most vulnerable groups and to reduce their vulnerability in order to avoid the occurrence or lessen the impact of disaster in the future. • Recognition of the link between disaster risk management and the development process. CBDRM should lead to general improvement in people’s quality of life and of the natural environment. The approach assumes that addressing the root causes of disasters, e.g. poverty, discrimination and marginalization, poor governance and bad political and economic management would contribute towards the overall improvement of the wellbeing and quality of life of people and of the environment. • Community as the key resource in disaster risk reduction. The community is the key actor as well as the primary beneficiary of the disaster risk reduction process. • Application of multi-sectoral and multi-disciplinary approaches. CBDRM brings together the community members, community groups, local as well as national stakeholders to expand its resource base for disaster risk reduction. • CBDRM as an evolving and dynamic framework. Lessons learned from practice continue to build into the theory of CBDRM. The sharing of experiences, methodologies and tools by communities and CBDRM practitioners continues to enrich practice. • CBDRM recognizes that different people have different perceptions of risk. Specifically, men and women, adult and children who may have different understanding and experiences in coping with risk may have a different perception of risk and therefore may also have different views on how to reduce the risks. It is important to recognize these differences. • Various members and groups in the community have different vulnerabilities and capacities. Different individuals, families and groups in the community have different vulnerabilities and capacities. These are determined by age, gender, class, occupation/sources of livelihood, ethnicity, language, religion and physical location.

There are some key factors to consider when engaging in community-based disaster risk management. The local community is capable of initiating and sustaining their own development and as such, should be directly involved and participate in decisions that affect it and take responsibility for all stages of the process

 The community should be encouraged at all times to come up with their own solutions  Different individuals, families and groups in the community have different vulnerabilities and capacities. These are determined by age, gender, class, occupation (sources of livelihoods), education, ethnicity, language, religion and physical location  Programs that fail to address the specific needs of different member of the communities, including women, children, older people and persons with disabilities, and that ignore the potential of local resources and capacities, may in some cases even increase people’s vulnerability and that of the whole community.  Reducing risks should always be the aim through enhancing capacities and utilizing resources  The implementation of multiple actions is essential for effective disaster risk management

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 Disaster risk reduction should always be viewed as a key component in sustainable development  Information should be disseminated to or within a community in a manner and language that is understood by all in the community- including those with hearing and visual impairments  Sharing experiences, methodologies and tools by communities and CBDRM practitioners enriches best practice  Coordination between CBOs; between CBOs and INGOs and LNGOs etc. is imperative to avoid duplication and to enhance complementarily and effectiveness of any community program  Mechanisms should be put in place to ensure that any equipment or other resources provided by anyone who is not from the community is properly maintained to better ensure sustainability

1-2 Rationale of applying CBDRM

Applying lessons in CBDRM from Development Practice on the bottom-up approach vs. the top-down approach: Practical considerations • Nobody can understand local opportunities and constraints better than the local residents themselves. • Community is the first responder in any disaster. • Nobody is more interested in understanding local affairs than the community whose survival and wellbeing are at stake. • People are the country’s most abundant and valuable development resource, which should be harnessed and developed.

General elements of the bottom-up approach • Local people are capable of initiating and sustaining their own community development. • While role of government, private sector and NGOs are important, the primary requirement for grassroots development is local leadership and local responsibility. • A successful bottom-up strategy will include broad-based local participation in comprehensive planning and decision-making, activities that promote motivation. • Educational opportunities should correspond to identified local needs. • It addresses different vulnerabilities and capacities of different individuals, families and groups in the community. • It focuses to enhance capacities and resources of most vulnerable groups and reduce their vulnerability. • Responsible utilization of outside financial assistance is required. • CBDRM brings together the many local communities and other stakeholders for disaster risk management to expand its resource base. • Replication of a community’s success is a powerful factor in continuing local initiative. • Responsibility for change rests with those living in the local community. • Sustainability of the CBDRM interventions as community is the key actor as well as the primary beneficiary of the disaster risk management process.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster When applying to CBDRM, these are the keys for successful implementation. To be covered in the table below, CBDRM is multi-sectoral, comprehensive, and coherent with development process and these factors should be understood while conducting workshops.

Closely related to the above mentioned features, the following elements also serve as overall targets to work for and parameters/indicators to keep track of in CBDRM. • Participatory process and content: involvement of community members, particularly the most vulnerable sectors and groups in the whole process of risk assessment, identification of mitigation and preparedness measures, decision making, implementation; the community directly benefits from the risk reduction and development process • Responsive: based on the community’s felt and urgent needs; considers the community’s perception and prioritization of disaster risks and risk reduction measures so the community claims ownership • Integrated: pre-, during and post-disaster measures are planned and implemented as necessary by the community; there is linkage of the community with other communities, organizations and government units/agencies at various levels especially for vulnerabilities which the local community cannot address by itself • Proactive: stress on pre-disaster measures of prevention, mitigation and preparedness • Comprehensive: structural (hard, physical) and non-structural (soft, health, literacy, public awareness, education and training, livelihood, community organizing, advocacy, reforestation and environmental protection, etc.) preparedness and mitigation measures are undertaken; short-, medium- term and long-term measures to address vulnerabilities • Multi-sectoral and multi-disciplinary: considers roles and participation of all stakeholders in the community; combines indigenous/local knowledge and resources with science and technology and support from outsiders; addresses concerns of various stakeholders while upholding the basic interest of the most vulnerable sectors and groups • Empowering: people’s options and capacities are increased; more access to and control of resources and basic social services through concerted action; more meaningful participation in decision making which affects their lives; more control over the natural and physical environment; participation in CBDRM develops the confidence of community members to participate in other development endeavors • Developmental: contributes to addressing and reducing the complex relation of conditions, factors and processes of vulnerabilities present in society, including poverty, social inequity and environmental resources depletion and degradation

1-3 Key desired outcomes and outputs of any CBDRM process

There are some key desired outcomes and outputs of any CBDRM process.

 A Community Hazard, Vulnerability, Capacity Map (HVCM) that is representative of the whole community- including women, children, older people and persons with disabilities- and that should form the basis for planning community based disaster risk reduction and community learning planning  A Community Disaster Management Plan that is representative of the whole community that details agreed collective actions by the community for disaster risk management.  Disaster Management Committee should be established or activated to manage the overall implementation of CBDRM activities that are detailed in the plan. This DMC should be comprised of local residents in the community.

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 A Community Disaster Risk Reduction Fund should be established by the DMC to ensure availability of resources for the implementation of community disaster risk reduction and preparedness measures as detailed in the plan.  The overall plan should also include: - A plan to disseminate the plan to the community ensuring everyone has access to it and understands it - A training and support plan to enhance the technical and organizational capability of the community based organization, its sub-committees and taskforces on community first aid, search and rescue, evacuation, relief operations management, emergency shelter management, damage and needs assessment, and safer construction - A training and awareness campaign plan for the rest of the community to enhance the understanding of individuals, families and communities about hazards, disasters, vulnerabilities, risk reduction and preparedness - A plan to conduct drills/ practice exercise to ensure the readiness of communities for disaster response - A monitoring and evaluation plan that includes key roles and responsibilities

2. Framework of CBDRM Program

2-1 Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine State

The framework of the CBDRM Program proposed in the manual is based on the three-year experience of CBDRM activities in Ayeyarwaddy Region and Rakhine State. Major lessons learned from the pilot activities to formulate the CBDRM framework in Myanmar are as follows.

 In Ayeyarwaddy Region, one township GAD, which is designated for implementation of the CBDRM activities to residents in the Township Disaster Management Plan, needs to cover 470 villages in average which is beyond their capacity to cover all. However, 75 village tracts per township can be considerable to cover to instruct and promote CBDRM at village tract level.  Design of training the VTDMC as a target of the TOT training was successful. The VTDMC member in Hlwa Zar Village Tract obtained the capacity to provide training in other villages in Hlwa Zar Village Tract. The training of the village tract administrator was effective in terms of strengthening the communication across the administrative line.  Training of VTDMC needs to be conducted for at least three days, since the short-time individual training is not sufficient for the village tract level to understand the importance of the CBDRM activities.  After completion of the pilot activities, it is reported that the pilot villages are voluntarily continuing CBDRM activities and understand the importance of disaster risk management.  Implementing community infrastructure contributed to motivating the villagers to become involved in CBDRM activities.  Village-level activities conducted by VTDMC with the support of NGOs are essential because the current system, which only trains village tract administrators during monthly meetings, is not sufficient to educate villagers because village tract administrators cannot transfer the knowledge due to their busy daily work schedules.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster

Significant difference for conducting CBDRM between Ayeyarwaddy Region and Rakhine State were observed. Program of the workshops should be adjusted considering the major differences below.

 Awareness of disaster knowledge is higher in Ayeyarwaddy Region due to the experience of Cyclone Nargis  Number of educated villagers is low in the pilot village tract because there is no secondary school in the pilot village tract. Some of the pilot villages do not have enough educated villagers to conduct CBDRM such as reading and calculating.  Villagers use Rakhine language which is quite different from Burma language so level of understanding lecture affects due to language.  Administrative line and unity as village tract is weaker than Ayeyarwaddy Region. For example, it is not widely recognized among villagers in Rakhine State about warning message/evacuation order comes from administrative line while villagers in Ayeyarwaddy Region clearly understand. In Rakhine State, contrary to the Ayeyarwaddy division, people are less aware of the way warning messages and evacuation order are disseminated through local and union authorities.  Considering the complexity of the social and humanitarian context in Rakhine State, some of the population does not trust International donors.

2-2 Framework of CBDRM Program 2-2-1 Purpose of CBDRM Program The purpose of CBDRM Program described in the Manual is “To enhance the capacity for disaster response at village level”. Capacities of disaster response to be enhanced in the Project are as follows:

 Villages receive proper early warning information of the disaster and transmit it properly throughout the villages  Villagers who received early warning messages can take proper actions which are previously designated 2-2-2 Target of CBDRM Program The Village Tract Disaster Management Committee (VTDMC) in the pilot village tract is the main target of TOT to conduct training to the villagers. Trained VTDMC members conduct CBDRM workshops which include community disaster management planning, securing places for evacuation and evacuation routes, and transmission of early warning messages within the villages. By providing lectures about their DRR works as government officers and involving workshop operation, the Project is designed to produce a better understanding of CBDRM methodologies and to enhance the capacity to instruct village tract administrators.

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（Source: JICA Expert Team）

Figure 2.1 Design of CBDRM activities shown in the manual

3. TOT Workshop

3-1 Objectives of the TOT workshop

The objective of the TOT workshop is to rain village tract officers and leaders as trainers of the villagers when conducting the CBDRM workshops at village level. The TOT workshop is also designed for enhancing the knowledge related to sustain the CBDRM activities in the future such as mainstreaming DRR and fundraising activities.

3-2 Target of the TOT workshop

The main target of the TOT is VTDMC who will conduct CBDRM activities for the villagers as trainers. In order to formulate the team of lecturers, at least 5 persons from each village tract should be invited. If VTDMC is formulated in a selected village tract, leader of each sub-committee is desirable as participants. As lecturers, highly educated villagers are recommended to be invited to the workshop.

For the size of workshop, 50 persons per workshop are maximum considering to group works and practical training. Selection of the target village tract will be based on the risk in the village tract and eagerness and leadership of village tract administrator for CBDRM activities.

Table 3.1 Example of Participants of the TOT Workshops at village tract level

Participants Rationale of Participation Village Tract Administrator Leader of EW dissemination and disaster response at village tract Clerk in Village Tract Administrative support of village tract administrator Health Post officer Leader of first aid activities in case of disaster

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School teacher Care of children, shelter management in case school can be evacuation Elderly persons Leader of CBOs Fire Brigade Leader of SAR in case of disaster Leader of Sub-committee in Reactivation of VTDMC VTDMC (Source: JICA Expert Team)

3-3 Facilitators and Lecturers of the TOT workshop

Considering the institutional and financial capacity, RRD, DMH and GAD at District Level and GAD officers at Township level are recommended to participate in the TOT workshop and CBDRM workshops as trainers for the village tracts. Fire Department and Health Department are essential for practical training. Township based NGOs can be utilized as facilitators of participatory approaches, community infrastructure and fundraising.

Table 3.2 Sample of Lecturers of the TOT workshop

Organization Number RRD 2 persons DMH 1 persons GAD 1 person Township Fire Department 3 persons MRCS/Health Department 2 persons NGO based in Township level 2 persons (Source: JICA Expert Team) 3-4 Agenda of the TOT workshop

The proposed time table for the TOT workshop in Ayeyarwaddy region is for three days. The trainees of the TOT workshop which were held in Ayeyarwaddy Region as a part of JICA “The Project on Establishment of End-to-End Early Warning System for Natural Disaster” were active and prepared the course works after the lectures every day and continued training reducing lunch time break. For Rakhine State it is proposed to extend the duration for the workshop to 5 days. Compared to Ayeyarwaddy Region, disaster awareness and knowledge is limited at the village level, so additional lectures such as storytelling of Cyclone Nargis should be added. The table below shows the proposed additional lectures for Rakhine State or states in similar characteristics.

Table 3.3 Additional contents of the TOT workshop Additional Lectures Purpose Story telling of Cyclone Nargis Awareness raising for those who do not have experience of disaster Administrative Structure related to DRR Strengthen the sense of responsibility of village tract Injury treatment as a part of First Aid Support villagers without access to health clinic at the village tract level Funding mechanism of NGO Avoid misunderstanding of NGO activities and utilize the funding mechanism for CBDRM Organize workshops and facilitation Management of CBRDM workshops for those who are not used to holding workshops

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(Source: JICA Expert Team)

Table 3.4 Sample program of Ayeyarwaddy Region

Day Content of the program Time lecturers 1st ・Basic information regarding disasters 1hr RRD ・Disasters in Ayeyarwaddy Region 1hr DMH ・Overview of CBDRM(DM Course) 1hr RRD(District) ・6 steps of CBDRM (2) Building Rapport and Understanding 3hrs the Community ・Fundraising NGO 1hr NGO 2nd ・ 6 steps of CBDRM (3) Participatory Community Risk 4hrs NGO Assessment (lecture and implementation of town watching, creation of community hazard map) ・ 6 steps of CBDRM (4) Participatory Disaster Risk 3hrs NGO Management Planning (Creation of community action plan) 3rd ・6 steps of CBDRM (5) Community Managed Implementation 2hrs NGO Forming Disaster Management committee for evacuation ・Search and Rescue ・First Aid 3hrs SAR: Fire brigade ・Mainstreaming of DRR 2hrs MRCS 1hr RRD/GAD (Source: JICA Expert Team)

Table 3.5 Sample program in Rakhine State

Day Content of the program Time lecturers 1st ・Story telling of Cyclone Nargis 0.5hr Video/GAD/RRD ・Basic information regarding disasters 1hr RRD ・Disasters in Rakhine State 1hr DMH ・Overview of CBDRM(DM Course) 2hr RRD(District) ・6 steps of CBDRM (2) Building Rapport and Understanding 3hrs NGO the Community 2nd ・6 steps of CBDRM (3) Participatory Community Risk 4hrs NGO Assessment (lecture and implementation of town watching, creation of community hazard map) ・6 steps of CBDRM (4) Participatory Disaster Risk Management Planning (Creation of community action plan) 3hrs NGO 3rd ・6 steps of CBDRM (5) Community Managed Implementation 2hrs NGO (Forming Disaster Management committee for evacuation ) ・Search and Rescue 3hrs SAR: Fire brigade ・First Aid 2hrs MRCS 4th ・6 steps of CBDRM (6) Participatory Monitoring and 1hr NGO Evaluation ・Mainstreaming Disaster Management (Development project, 1.5hrs Township GAD projects of other donors ) ・Fundraising NGOs 2.5hrs NGO ・Overview of CBDRM workshop preparation 2hrs NGO 5th ・Lessons for facilitator of CBDRM(How to involve villagers, 3hrs NGO presentation skills)

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・Organizing workshops (Preparation of venue, material, 2-3hrs NGO logistics ) ・Recap and feedback 1hr All participants (Source: JICA Expert Team)

Presentation files of each lecture see Appendix 1 of the attached DVD.

3-4-1 Basic Knowledge of Disaster Management This lecture is designed to provide the basic knowledge of disaster management for disaster management committee members to respond disaster and instruct villagers during disaster response. Village tract plays an important role to connect between township and village level. Township GAD or RRD officers who are in the position to involve disaster response at local government level are suitable for this lecturer.

In this part of lecture, it is effective to include the concept of disaster risk management especially about the concept of disaster preparedness and prevention of which is relatively less recognized among villagers. Effectiveness of disaster prevention and preparedness should be emphasized to reduce the damage of disaster.

Also it is essential to cover administrative structure related to disaster management: EWS, evacuation order, relief distribution, report of damage conditions.

Table 3.6 Example of topics to be covered by basic knowledge of disaster management Theme Key topics Legal framework ・Overview of Township Disaster Management Plan ・Roles and responsibility of township and village tract prescribed in Disaster Management Rules Information dissemination ・Understand the contents of warning message ・Mechanism to issue evacuation order Available public services ・Evacuation facility at the township level ・Services at local government level (ex. care of livestock) ・Real-time information sources(Facebook page of RRD, DMH) Disaster Management ・Terminology of disaster management ・Disaster management cycle

Available Presentation Files: Disaster Management Course- Session 1.1 Understanding DRM Terms and Concepts (Only simple terms) Disaster Management Course- Session 1.3 Overview of DRM Disaster Management Course- Session 1.4 DRM in Myanmar (Below township level) Disaster Management Course- Session 3.1 Disaster Risk Management Approach

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3-4-2 Regional Characteristic of Disaster This lecture is designed to learn the characteristics of disasters at the regional level since different regions have different risks of disaster. Regional or district level DMH officers are suitable lecturers since regional and district DMH office conducts meteorological observations and knows the local conditions well.

In this part, it is desirable to cover the disasters that can occur in each region, topics which helps villagers to understand the meaning of weather forecast such as cyclone color code and, danger level of water level is desirable as a topic. At the village level, it is likely that villagers have difficulties to differentiate water induced disasters such as flood, storm surge and tsunami. (Since these phenomena and tips for proper response are different, precise explanation of each disaster is essential.)

Recently, DMH improved the contents of warning messages. They are now able to forecast the storm surge by District. This kind of information is essential for people living in the coastal areas. In order to be better prepared, participants should be able to understand the meaning of warning messages broadcast on television and radio.

Table 3.7 Cyclone color code

Color Definition Yellow Stage The formation of a tropical storm in the Bay of Bengal and the Andaman Sea. When a tropical storm has formed in the Bay of Bengal and the Andaman Sea and begins Orange Stage moving toward the Myanmar coast. Red Stage When a storm moving towards Myanmar coast is expected to make landfall in 12 hours

Brown Stage When a storm makes landfall on the Myanmar coast Green Stage When a storm has weakened and the storm hazard has passed (Source: DMH)

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Alert Level 1: There is a possibility of a storm in the area and the public should pay particular attention to weather news updates and comply with instructions. Alert Level 2: A storm has begun forming and the public should pay particular attention to weather news updates and comply with instructions. Alert Level 3: There is a likelihood of severe weather conditions caused by a storm and the public is advised to pay particular attention to alerts/warnings, news updates and comply with instructions. Alert Level 4: A storm of modest strength is imminent and the public is advised to pay particular attention to alerts/warnings and comply with instructions. Alert Level 5: A weak storm has become one of moderate strength and the public is advised to stay alert. Alert Level 6: Weather conditions are likely to worsen due to the storm and the public is advised to comply with alert/warnings. Alert Level 7: Weather conditions are likely to worsen due to a storm of moderate wind speeds in the area and the public is advised to follow the weather updates and comply with alert/warnings in a timely manner. Alert Level 8: The storm is gaining strength and the public is advised to begin evacuations. Alert Level 9: A severe storm will strike the area and evacuations are advised. Alert Level 10: A severe storm is imminent and everyone should evacuate to safe locations. Alert Level 11: The storm has struck and communications have been disrupted.

Figure 3.1 Flag signal and its equivalent alert level

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This part indicates current color code

This part forecasts strong wind, rainfall, and storm surge

This part is the caution for affected area in next few days

(Source : DMH)

Figure 3.2 Actual warning message issued by DMH in 2016

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster

Available Presentation Files: Disaster Management Course- Session 2.3 Geological Hazards in Myanmar Disaster Management Course- Session 2.4 Hydro Meteorological Hazards in Myanmar Disaster Management Course- Session 2.5 Fire Hazards in Myanmar Disaster Management Course- Session 3.2 Overview of Early Warning

3-4-3 Overview of CBDRM Once the concept of CBDRM explained, this part should demonstrate the positive impact of the CBDRM on the development of the village. Discussion of the issues of village, resilient community infrastructure, practical skills of first aid and SAR are useful skills for the daily lives of villagers. Participants of the TOT workshops and village leaders in Ayeyarwaddy Region and Rakhine State commented that it is difficult to motivate and involve villagers in CBDRM activities because most of the villagers do not understand the importance of DRR, and cannot afford to participate in the activities because they tend to think DRR is an extra activity for their daily lives.

Available Presentation Files: Disaster Management Course- Session 5.3 Overview of CBDRM

3-4-4 6 Steps of CBDRM These are the steps to conduct CBDRM activities and detailed explanation of each step will be covered in the box below.

Six-Step Process of Community Based Disaster Risk Management The goal of CBDRM is to transform vulnerable or at-risk communities to be safe, disaster resilient and developed communities. Although steps may vary from community contexts and organizational mandates, the process for community based disaster risk management can be generalized as follows: 6-Step CBDRM Process 1. Selecting the Community 4. Participatory Risk Management Planning 2. Building Rapport and Understanding the Community 5. Community Managed Implementation 3. Participatory Community Risk Assessment 6. Participatory Monitoring and Evaluation

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How does a community start with disaster risk management? Presently, NGOs, disaster management agencies, the government and other intermediary organizations such as national or regional level people’s organizations play a key role in initiating the process of Community Based Disaster Risk Management. They either respond to requests coming from vulnerable communities or select at-risk communities where disaster risk management programs should be prioritized. Criteria for their selection of at-risk communities may include the following: most disaster prone area, most vulnerable to a particular hazard, least served by the government and/or NGOs, additional consideration such as possibility of replication or spread effects of the program to neighboring communities, presence of existing development projects or community partners. In some cases, several community members or an organization in the community approaches an intermediary organization for assistance after experiencing a disaster or in preparing for an impending disaster threat.

(1) Selecting community The CBDRM programme could be justified in any village in Myanmar given the exposure to natural hazards and given the generally low level of knowledge of disasters and disaster management across the country- even in locations that have suffered a disaster recently. Therefore, it is necessary to provide clear-cut explanation to select a community to conduct the CBDRM activities.

In order to make sound decision to select the community, a set of criteria should be developed. Some suggestive criteria are: • Severity of the community’s exposure to risk (most vulnerable community) • Accessibility of the community • Number of people to benefit from the program • Safety of the project team • Readiness of community to engage in the program • Lack of safe shelters Using matrix ranking, decision makers can make better decisions on community selection. In many instances, an impending disaster threat can be turned into an opportunity to start a community- based disaster risk management program. When the knowledge, skills and experiences in disaster risk reduction which are in communities are systematized and disseminated, surely there will be more community -to-community sharing on how to get started and implement Community Based Disaster Risk Reduction.

Due to the limited budget and human resources, all villagers cannot be covered. Target community should be selected from abovementioned criteria. Also from experiences in Ayeyarwaddy Region and Rakhine State, following conditions are necessary to be considered.

 Motivation and eagerness to participate in the CBDRM  Leadership of village leaders

In some cases, several community members or an organization in the community approaches an intermediary organization for assistance after experiencing a disaster or in preparing for an impending disaster threat.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster One example of Community Selection is as follows:

Name of Villages Hazard Zone Vulnerable Accessibility Community Total ( Rank) Population Participation Daunt Gyi Kone X X X X XX XX 9(2) Ka Nu Ka Mar X X X X X X X X 8(3) Hlwa Zar X X X X X X X X X X X X X 13(1) (Source: JICA Expert Team )

(2) Building rapport and understanding the community

Outsiders who support the community in disaster risk management need to build a picture of the nature, needs and resources of the community. This step usually involves building rapport/trust with the community through integration with them and gathering basic information to have a general description and understand of the community. This step will lead to open sharing about issues, problems, concerns and solutions as well as help in better understanding of the local culture, way of life, economic and social context of the community, which is the essential component of CBDRM process. How to Socialize with the Community • Staying in the community and identifying oneself with it • Informal meeting with village Head, Youth Club, Women Association, etc. • Door-to-door informal meet with community • Being transparent and open about who they are and what is being done • Participating in daily life in the community, cultural events and community activities • Listening to local people about their lives, issues and problems • Learning new skills from local people

An understanding of the community’s development position and the context upon which disasters will impact includes the following basic elements: • Social groups • Cultural arrangements • Spatial characteristics • Vulnerable households and groups • Economic activities

Understanding key stakeholders

There are several stakeholders in the community based disaster risk management process within and outside of the community.

Stakeholders within the community include individuals, families, businesses, those who deliver services to the community and organizations based within the community. The Disaster Management Committee (DMC), where one exists, is the focal point to ensure the management of disaster risks. The DMC with its members and teams facilitates the implementation of disaster risk reduction measures. The DMC should mobilize men, women, school committees, farmers, fishermen, laborers, youths, monks and persons with disabilities to implement the multitude of actions.

Stakeholders that are based outside of the community include Government Departments of many different Ministries, MRCS, NGOs, the United Nations and the private sector. Their role is to support the community’s efforts in reducing their vulnerabilities and enhancing capacities. They can do this through providing technical, material and/or financial support. 17

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Rapport Building and Understanding the Community

It is essential that anyone from outside the community take time to understand who the key stakeholders are within the community that it is working with or intends to work with and to build rapport and trust. This will more likely lead to more openness about sharing issues, problems, concerns and most importantly, solutions. It is also important to build an understanding of the social, economic, environmental, cultural and political aspects of the community.

The following set of key questions will help guide the development of an understanding of the community as a whole:

Social groups • What are the main ethnic groups, class and religion in the community? • Who is in the majority, who is in the minority, what is the nature of their relationships? • Status of women? Cultural arrangements • How are the family and community level structures organized? • What hierarchies exist? • What are the common ways of behaving, celebrating, and expressing? Economic activities • What are the major livelihood sources (e.g. fishing, agriculture, livestock, etc.) and what are the associated activities that people carry out? • What is the division of labor? • What is the relationship between livelihood activities and seasonality Spatial characteristics • What are the locations of housing areas, public service facilities (e.g. primary/middle schools, pagodas, sub-rural • health center, station hospital and evacuation centers), agricultural land etc.? Vulnerable households and groups • Who might be the most vulnerable groups or households, given the locations of their houses, sources of livelihoods, ethnic and cultural positions, etc.?

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster (3) Participatory Community Disaster Risk Assessment (PDRA)

Community risk assessment is a participatory process to identify the risks that the community faces and how people overcome those risks using local knowledge and resources. The Participatory Community Risk Assessment unites the community in common understanding of its disaster risks, the size of its problem as well as the resources and opportunities involved are identified and analyzed.

Community risk assessment has four components as follows: • Hazard assessment determines the likelihood of experiencing any natural or human-made hazard or threat in the community. Assessment includes the nature and behavior of each of the hazards the community is exposed to. • Vulnerability assessment identifies what elements are at risk and why they are at risk (unsafe condition resulted from dynamic pressure which is consequences of root or underlying causes). • Capacity assessment identifies the people’s coping strategies, resources available for preparedness, mitigation and emergency response, and who has access to and control over these resources. • People’s perception of the risks is the subjective judgment that people make about their characteristics and severity of risk. It also explains why people make different estimates of the danger and decisions to avoid, reduce or accept the risk. Understanding people’s prioritization of risk is a necessary component of coming to a common understanding of disaster risk in the locality as basis for appropriate and adequate risk reduction measures which are owned by the affected population and communities.

A community is not homogeneous. Few formal leaders, or community figures may not represent the community as a whole, hence sample should be from: • Differences of class • Gender • Ethnic groups • Age • Religions • Disabilities/PWDs

Detailed contents of each component PDRA and important tips for effective implementations are as follows.

Hazard assessment

Hazard assessment at village level is conducted by investigating past record of disaster, and its damage within the village by historical timeline. Transect walk also is utilized for hazard assessment of the village by identifying the past record of the disaster such as inundation height, damage of infrastructure and so on.

Figure 3.3 Example of past inundation record Pay Gyi Kyun, Hinthada Township, Ayeyarwaddy Region

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Vulnerability assessment

Vulnerability assessment at village level is conducted by utilizing the social network analysis and transects walk. Not only physical vulnerability, but also social aspects of vulnerability should be investigated such as vulnerable populations in the village (elderly persons, persons with disabilities etc.).

(Source: JICA Expert Team)

Figure 3.4 Simple bridges connecting paddy field to residential area in Kwa Kwa Lay and Shwe Kyun Thar village, Labutta Township, Ayeyarwaddy Region

Table 3.8 Example of vulnerable assessment at village level List of Vulnerable population in Village: 1. Four Elder Persons ( Over 80 years old) 2. Three Disable Persons 3. Two Babies ( Under 6 Months) 4. Pregnant Women 5. The family who live in Paddy Field 6. The families who live near the banks (Source: JICA Expert Team)

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Capacity assessment

Capacity assessment investigates available resources in a village. In this part, participants of the assessment list up the equipment, capacity of villagers which is useful during the disaster. For example, households which own rescue equipment should be identified and ask them to provide incase of disaster. Capacity of the evacuation facilities is especially essential for making proper evacuation plan.

Table 3.9 Example of Capacities at village level

List of Capacities and Resources 1. Shelter / Early warning facilities 2. Water Storage Tank 3. Three Ponds 4. Monastery and Loudspeaker 5. Village Clinic/ Phone 6. Six Handcarts 7. Four Local Shops/Phone 8. Boats 9. Administration Office, Early warning facilities 10. Video Theatre, Phone 11. Coffee Shop, Phone 12. ADRA Ware House 13. Jetty (Remark: JICA – Reconstruct)

People’s perception of the risks

In Ayeyarwaddy Region and Rakhine State, people are so-called “living with flood”. They experience flooding on a yearly basis and these features are part of their daily life. Therefore, it is likely to underestimate the damage of flood and risk of storm surge generated by a cyclone. It is obvious that local people know the local context but the route of a cyclone or level of storm surge often cannot be estimated without meteorological observation. According to the damage survey of the flood in 2015, victims failed to evacuate in timing because they underestimated the severity of the flood. In that sense, it is essential to share the experience of elder villagers and understand the instructions from the local government to mitigate the damage of a disaster.

Hazard Map

Hazard Map: to identify areas at risk from specific hazards and the vulnerable members of the community and identify available resources that could be used in community disaster risk management

Hazard Map is developed through Vulnerability Capacity Assessment (VCA) and transect walk. It is utilized to develop an evacuation plan in a village. For example, it is utilized to visualize who will assist the vulnerable population during evacuation period, which routes will be safer for evacuation and so on.

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No Hazards in Hlwa Zar Village Score

1 Fire 6

2 Flood 8

3 Strong Wind 2

4 Tsunami 2

5 Cyclone 23

6 Insufficient Drinking Water 1

■Risk/ Hazard - Fragile housings, weak infrastructure, risky areas for flooding/inundation etc.

■Vulnerability - Household with small children, elderly persons, and persons with disability etc.

■ Capacity - Clinics, evacuation places, rescue materials, local stores, boat for evacuation etc.

Figure 3.5 example of Hazard Map in Hlwa Zar village, Labutta Township Ayeyarwaddy Region Historical Profiles

Historical Profiles - to learn what are the disaster events that happened and other significant events in the community

Historical profile is developed through focus group discussion including elderly population in the village. This profile envisages past record of disaster and its severity. It is utilized for the perception of the risk in the community and focus on the target disaster to develop Village Disaster Management Plan.

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Year Description Historical Time Line of Hlwa Zar 1909 Hlwa Zar Village was formed 1910 Village’s Monastery building was constructed 1929 A Pagoda and religious place was built in Village 1951 Kayin and Burma Civil war 1965 School opened 1968 Cyclone stroke the village (No casualty) 1972 Village clinic opened 1974 Cyclone and flood stoke the village (A few people were killed by Cyclone) 1984 Villagers constructed Water Storage tank and main road, built village administrator office. 1998 1st Fire burned the houses 2004 Tsunami affected the village 2007 2nd Fire burned the houses May Cyclone Nargis killed the people and totally 2008 destroyed the village. 2009-10 Communication office was constructed 2009-10 Rehabilitation and Reconstruction of village 2009-12 NGO and many donors donated humanitarian assistance 2010 Reconstruction of Clinic 2010-11 JICA Cyclone Shelter was constructed 2012 Renovated and reconstructed the pond / pool

Figure 3.6 example of Historical profile in Hlwa Zar village, Labutta Township Ayeyarwaddy Region

Seasonal Calendar

Seasonal Calendar: to depict seasonal activities, hazards and disasters. The seasonal calendar contains information about seasonal changes and related hazards, diseases, community events, livelihood related activities (start of cropping season, harvesting, fishing season, etc.) and other information related to specific months of the year.

Seasonal Calendar is developed through focus group discussion of villagers who engage in different kinds of activities. It is utilized to determine the timing for activities determined by Village Disaster Management Action Plan. For example, physical infrastructure projects, the activities should be designed before rainy season, and activities which involves children should be implemented during school holiday period.

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Figure 3.7 Example of Seasonal calendar

Institution and Social Network Analysis

Institution and Social Network Analysis: use of pictorial representation to identify different individuals, groups and organizations associated with the community, degree of relationship (close or distance), influence or level of support received from, etc.

Institutional and social network analysis is conducted through the focus group discussion. The Analysis visualizes the internal and external sources which can be utilized in the disaster management activity either as funding sources or as human resources.

Figure 3.8 Example of Institutional Analysis

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Ranking

Ranking: to know the priorities of community members or the most significant problems faced by the community

Cause Affected Destroy of No Hazard Cause Agriculture and Housing Damage of Total Score human loss Loss of relocation housing Livelihood 1 Cyclone 16 27 27 29 99

2 Flood 14 6 2 6 28

3 Fire 13 5 6 7 31

Figure 3.9 Example of Ranking Transect Walk

Transect Walk - involves walking in the community following certain path or direction and draw a map to get a picture of community vulnerability and resources

Transect walk is utilized to develop hazard maps and evacuation plan. It is desirable to include various members such as men, women, children and elderly persons since all of them have different perspective of risks in the village.

Experiences of the pilot activities in Ayeyarwaddy Region and Rakhine State indicate that villagers are likely to overestimate the capacity of evacuation place. They tend to forget the space of emergency stockpiles such as drinking water and space of important belongings of each evacuee. It is recommended to check the capacity of evacuation places by actually evacuating during the transect walk.

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3 Groups:Transect Walk

To Bain Daunt Chaun g Village Religious Area GROUP 1 GROUP 2

To Zin Pyone Kone Village School Play Hlwa Ground Zar Mangrove Plantation AD AD RA RA ADRA Fishery Product River AD RA Warehouse Mangro Administrator Office ve Jetty Plantati House on Area Bridge Communication Office GROUP 3 Pagoda

Monastery Cemeter y Clinic Pond Water Storage Tank Cyclone Shelter

School

Figure 3.10 Sample of transect walk conducted in Hlwa Zar village, Ayeyarwaddy Region

Livelihood Analysis

Livelihood Analysis - to analysis various aspects of livelihood in the community such as timeline for certain livelihood activities, vulnerabilities and capacities

Livelihood analysis envisages specific livelihood of villagers such as working in paddy field, fishing and cattle breeding. These livelihood conditions should be considered while making evacuation plans such as early evacuation of cattle, evacuation of fishing equipment to the first floor of strong buildings.

Focused-group discussion- to cross-check the results derived from other tools, as well as to have detailed discussion with particular group of community members such as elderly, households in the most vulnerable location, etc. to get the insight understanding on their perception of risk, particular needs and other related issues.

The result of the risk assessment will be used to develop community planning including identification of adequate, appropriate and effective risk reduction measures at community level.

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Notes: Livelihood and Disaster at village level Post-Nargis Social Impact Monitoring 2010 introduced that a large number of victims of Cyclone Nargis suffered from long-lasting debt because they lost the means of livelihood such as fishery equipment. Certain loss of livelihood equipment can be avoidable by early evacuation.

Survey of damage of the flood in 2015 reported that a man drown because he was trying to evacuate his cattle until water level reaches high. Such kind of tragedy can be avoidable if he evacuated his cattle earlier.

Evacuation plan should include evacuation of cattle and important source of livelihood in a village as well as evacuation of human.

Table 3.10 Summary of Steps for risk assessments:

(Source: Disaster Management Course)

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(4) Participatory Disaster Risk Management Planning (action Planning)

The Community Disaster Risk Management Plan unites the community (and with other stakeholders) in commitments and actions to reduce disaster risks. The plan is the blue print, road map, or guide in changing or transforming their at-risk community to become a disaster resilient community through various preparedness and mitigation measures.

Participatory Disaster Risk Management Planning is a process where all parties propose concrete risk reduction measures based on the following: • Vision of their ideally prepared and resilient community • Determining the acceptable level of risk • Decision as to whether identified risk can be prevented, reduced, transferred or lived with • Their own capacities and other resources that can be generated outside of their community. •These measures are not necessarily big projects. The important point is to start off the risk reduction process through community mobilization based on existing capacities and resources within the community’s immediate reach. •Management Planning into a Community Disaster Risk Management Action Plan format

From the fourth step of 6 Steps of CBDRM, it is effective to assume “PDCA cycle” for developing Village Disaster Management Plan.

Step 1to 3 are the information collection phase for developing the plan. By utilizing the findings from the previous steps, the fourth step moves on to the stage of Planning Phase.

Article 14 of “The Disaster Management Rules” enacted on 7th April, 2015 prescribes that “The local bodies shall prepare the Disaster Management Plans to be implemented by the respective agencies and responsible personnel. After preparing such plans, (d) Ward or Village tract Disaster Management Bodies shall prepare their respective Disaster Management Plan, and submit it to the Township Disaster Management Bodies for approval.” To put it simply, village tract level is required to form a disaster management plan, and obtain the approval of Township Disaster Management Committee. Since each all villages are part of a village tract, it is desirable to share the Disaster Management Plan with VTDMC. This will facilitate VTDMC to understand the condition of each member village and enable each village to propose better community infrastructure development proposal to Township GAD.

A village does not need to formulate an elaborate Disaster Risk Management Plan. However, they should document the results of the Participatory Disaster Risk Management Planning into a Community Disaster Risk Management Action Plan format.

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Overall objectives and strategies are translated to operational plans and activities. The people, timetable, resources within and outside the community needed to turn the intent of the plan into reality are identified. Community targets in undertaking preparedness and mitigation measures in terms of particular capacities increased and vulnerabilities decreased are also identified. At the planning stage, agreements with intermediary organizations are formalized regarding their supports in the risk reduction plan implementation and their expectations/requirements for resources, which they commit to mobilize. Outsiders are usually expected to assist the community in the following areas: • Community capacity building through training and education activities and materials; • Resource mobilization to supplement the community’s efforts to generate resources to realize the risk reduction plan; • Facilitate linkages with concerned government agencies and NGOs for access to information, resources, etc.

For itemizing the priority activities, these are main points to be careful for feasible Village Disaster Management Action Plan. The draft action plan by the villagers is shown in Figure 3.11 and updated action plan in cooperation with facilitators are shown in Table 3.11.

 When developing the timeframe, villagers tend to set the period “Dry season / Rainy season”. If the timing of the commencement is unclear, proper time management will be difficult.  It is recommended not to depend on every financial sources to donors (Especially past disaster stricken areas) explaining the availability of government funding sources such as community infrastructure fund by GAD township and rural development fund.  It is desirable to develop a plan for at least one year. Yearly base activities such as maintenance of bridge, road and check the condition of equipment should be recorded.

Figure 3.11 Draft action plan by villagers

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Table 3.11 Example of Action Plans in Hlwa Zar Village, Ayeyarwaddy Region Focus Area: Cyclone Hazard, Objectives: To reduce the elements of risk in Hlwa Zar Villages Element of Risks Activities/To Responsibilities Estimate Own Supporting Expected time Expected time Do sub-committee, Budget Resources Organization to do to finish Organization Person Un-secure condition To Village Tract Estimated Man Power, 5 Millions May, 2014 October, 2014 of Jetty reconstruct Administrator/ 7,000,000 Self Fund from JICA, (This activity is VTDPC MMK Mobilizing finished now.) Insufficient of To construct Village Tract Estimated Man Power Government/ 2014 2016 shelter space a new shelter Administrator/ 60,000,000 JICA/Other ( Long Term ) ( Long Term ) VTDPC MMK Un-smooth To maintain Village tract Estimated Man Power, USDP or Self- December, 2014 May, 2015 condition of road Administrator 3,000,000 Transportation mobilizing access from Hlwa MMK for Boats, Zar to Daunt Gyi Some Kone Carpenter materials Medical To conduct Health sub- Estimated The shelter as Myanmar January, 2015 April, 2015 Knowledge/ the training committee 1,000,000 training space Red Cross Intensive First Aid MMK Society Training Insufficient of water Facing to Village tract Estimated Man Power, Government/ November 2014 February 2015 in dry season and water pond administrator 2,000,000 Land, Local Merlin/Other ( Now budget have not protecting MMK Woods proposed to the pond government) Less of Wind proof To plant All Families 1,500,000 Man Power, ADRA December 2014 May 2015 trees Wind Proof MMK Power, Land Trees near bank

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster (5) Community Managed Implementation

The formation and/or strengthening of community disaster management machinery is usually helpful in the implementation of the risk reduction plan. The Community Disaster Risk Management Plan will just remain on paper or in the minds of those who participated in the planning activities, if there is no group/s of people, organization or team at the community level to put the plan into practice. A wide range of organizational arrangements -a so-called Community-Based Organizations or CBOs- to be set up to undertake implementation of the activities indicated in the plan include the following: • Committee of an existing community organization • Search and Rescue Group • Village Disaster Management Team • Project management committee a community organization • Network of community organization • Disaster Management Taskforce • Volunteer Group for disaster management, etc.

Formation and organizational development of CBOs could be facilitated to enhance the followings: • People’s participation and consensus building to be encouraged • Simple organization structure, clear and practical • Keep scale of activities small and do-able and expand activities later • Define roles, responsibilities and functions for pre, during and post disaster • Appropriate tasks assigned to responsible committees, sub-committees, volunteer teams, etc. • Gender distributions in activities/tasks assigned

This core groups/teams usually motivate the community through the translation of plan objectives and targets into disaster management activities. This group also leads in monitoring the progress of plan implementation, necessary adjustment of targets and plans when necessary to keep on course with set objectives to reduce vulnerabilities and increase capacities in the immediate and long term.

Formulation of Disaster Management Committee

In order to implement the action plan, mobilization of village member as committee and designate their roles and responsibilities are the essential. Disaster Management Law in Myanmar which was enacted in 2013 prescribes that village tract shall form the committee and The Disaster Management Rules prescribes the roles and responsibilities of Disaster Management Committee are shown in the table below.

Since Village Tract Disaster Management Committee needs to collect all information from village level to fulfill the responsibilities designated by the Disaster Management Rules, Village Disaster Management Committee should assign the persons who are in charge of collecting the information to report to village tract.

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32. The Ward or Village Tract Disaster Management Body shall: (a) undertake the measures of emergency response as soon as it is known that a disaster has occurred (b) immediately inform the Township Disaster Management Body of the occurrence of the disaster (c) immediately perform an initial assessment comprising the following data, and inform the findings forthwith by any means to the Township Disaster Management Body: (1) disaster affected area; (2) amount of disaster victims; (3) damage to infrastructure and other facilities; (4) disturbance to functions of public services and governmental administration; and (5) capacity of resources. (The Disaster Management Rules 2015)

The Disaster Management Committee should have representation from a broad range of groups, including key persons of the community, women, older people, authorities based at community/ village/ village tract level and persons with disabilities. The functions of the committee can be divided into three categories in concurrence with the phases in disaster risk management, the pre- disaster phase, during disaster, and post-disaster phase.

The table below is the major activities of Village Disaster Management Committee as a steering body of disaster management at village level.

Table 3.12 Major roles and responsibilities of VDMC Preparedness/Pre-disaster phase  Share community Disaster Risk Management Plan with all community members  Mobilize community members to implement the planned disaster risk reduction measures  Mobilize resources that the community cannot produce or access on its own  Conduct disaster preparedness training with community members  Raise community awareness on what to do before, during, and after a disaster  Monitor disaster threats, conduct drills, and lessons to improve the plan  Network and coordinate with Township and Village Tract authorities; and other external stakeholders  Organize mock drill to check effectiveness of plan and identify areas of improvement  Update the community Disaster Management Plan periodically based on evaluation outcomes  Constitute Teams/ Taskforces or Sub-committees, on specific themes such as: - Health Care/ First Aid - Resource Mobilization - News, information and early warning - Procurement - Evacuation - Rehabilitation and Reconstruction - Search and Rescue - Security Shelter Management - Emergency phase  Disseminate warning received from Department of Meteorology and Hydrology and Township/village tract. The warnings can be disseminated with the help of warning dissemination team within a village through traditional methods such as loudspeaker, announcements from monasteries or banging of wooden logs in a relay system [this should be pre-agreed]  Evacuation of the community  Set up evacuation places  Conduct search and rescue  Provide first aid and coordinate with Health Department and other agencies for subsequent medical

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster assistance Post disaster phase  Conduct Damage, Needs and Capacity Assessment and report damages and needs to Township or Village Tract Authorities in agreed format  Coordinate, plan, and implement relief delivery operations with Township/ Village Tract Authorities and aid agencies  Facilitate social, economic and physical rehabilitation of community; e.g. livelihoods, psychosocial care, reconstruction of houses and infrastructure  Coordinate with Township and Village Tract Authorities and aid agencies to assist in rehabilitation  Ensure that risk reduction measures are integrated during the reconstruction and rehabilitation phase  Evaluate the performance in terms of DMC and Teams capacity and effectiveness to promote community safety and identify strategies for future improvements

Desirable structure of the committee depends on the size of village. It is not efficient to develop large number of groups in a small village. For small to medium size of village, establishing five groups are appropriate and manageable size as a disaster management committee. During the pilot activities in Ayeyarwaddy Region and Rakhine State, 1) Information and Early Warning; 2) Shelter Management ; 3) Search and Rescue; 4) Healthcare; and 5) Confirmation of Loss and Damage were established.

Training the committee members

Followings are the suggested topics of the trainings as members of disaster management committee. Detailed roles and responsibilities of each group are described in the part of implementing evacuation drills.

Table 3.13 Training topics for VDMC Area A. Typical Topics Community  Disaster Preparedness and Response, which will cover the following: Disaster Risk - Search and rescue Management - Medical first aid, (Health in emergency, Hygiene ) - Relief coordination, distribution - Emergency shelter management - Evacuation management  Capacity building in disaster risk reduction, which will cover the following: - Orientation on disaster reduction - Conducting risk assessment - Designing and conducting risk communication - Designing local early warning systems - Structural mitigation - Livelihood sustainability - Advocacy for community vulnerability reduction Organizational  This training is for the staff and members of the committee to equip them to management and manage the roles and functions of the CBDRM effectively. Subjects to be development covered include: training - Leadership - Planning - Negotiation, conflict management and conflict resolution - Community mobilization

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- Budgeting and financial management - Proposal and report writing - Facilitating a meeting

Implementing community evacuation drill

Capacities building of CBOs aims to enhance understanding on responsible activities, expected roles and functions as well as to increase skills in operations. Trainings and other activities could be carried out to serve the purposes such as • Training for Preparedness and Emergency Response • Training on Risk Reduction - Search and rescue - Designing local early warning systems - Designing and conducting - Emergency shelter management - Community first aid risk communication - Structural mitigation - Relief coordination and distribution - Evacuation management - Livelihood sustainability - Warning dissemination

Management skills building such as skills for facilitating meetings, planning and assessment, financial management, conflict resolution skills, etc. Key Considerations for Community-Managed Implementation • Ensure the effectiveness and timely implementation of CBDRM actions • Enhance engagement of stakeholders - ways to harness the support of those in favor of local and community -based disaster risk reduction while managing the risk posed by stakeholders against local and community based disaster risk reduction • Using Resource Analysis, strategies and intervention for Resource mobilization - human, equipment’s, vehicles, local capacities, network, partnership, organization

Organizing an evacuation drill is one of the best ways to confirm the validity of plan. Followings are the steps of community mobilizations. In case of an emergency evacuation or a mock drill, all VDMC/VDPC’s sub-committee and prefects have to help to guide the resident to the safe area and to control if all of them arrived there. They all need to know the village evacuation map, which shows the routes of evacuation and safety points. The VDMC/VDPC has to be prepared for a disaster by knowing about the warning signal, the evacuation plan, the emergency rescue, and emergency food, water and equipment. They also should take measures in advance to guarantee that vulnerable people can be safely evacuated.

The VDMC/VDPC is responsible for conducting regular evacuation drill – at least once per term – in coordination with township government and other stakeholders. They should practice for different hazards as flood, cyclone or tsunami based on DM plan. During a disaster they have to coordinate the evacuation as practiced in the drills. After a disaster they have to ensure that the area is safe and determine if any additional assistance is required for evacuation.

If an evacuation drill is implemented once a term it is very useful. One drill can be an informed and the other can be a one only informed within the committee. After each drill evaluation should be done to get feedback of the drill practices. Each and every comment after the drills should be used to upgrade the village disaster management plan.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Objectives of the evacuation drill are as follows:

 To remind community what to do in case of emergency  To review the Village Disaster Management Plan, and Disaster Management System  To demonstrate the roles and responsibilities of VDMC and task forces  To inculcate a culture of preparedness to next generation For the implementing the drill, below is the major steps to be taken.

Table 3.14 Major steps of implementing an evacuation drill Step 1 Confirm the roles and responsibility of each group Step 2 Develop the evacuation plan Step 3 Develop the scenario of the drill Step 4 Implement the evacuation drill Step 5 Evaluate the evacuation drill Step 6 Update community disaster management plan including evacuation plan

Step 1 Confirm the roles and responsibility of each group Depending on the size and characteristics of the villages, roles and responsibilities of disaster management committee are different. The members of the committee should discuss their roles and responsibilities before, during and after disaster. Coordination and communication among groups should also be confirmed during the confirmation of the roles and responsibilities. Following are example of roles and responsibilities of groups within disaster management committee.

Information and Early Warning Group

Major roles of the group are to disseminate the early warning message and evacuation orders/ instructions through administrative line and decision of VTDMC. Confirmation and regular check of communication devices and equipment are also essential.

Table 3.15 Example of major roles and responsibilities of Information and Early Warning Group Before Disaster During Disaster After Disaster

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 Check the available  Listen to radio or watch TV  Check the conditions of resources within the village to collect the official communication devices which is usable as information about disaster  Disseminate the communication devices  Closely communicate with information from village such as loud speakers village administrator for administrator such as relief  Check the available means disseminating the distribution from of transportation for instruction from village tract government and donors information dissemination  Disseminate the  Dissemination of such as bicycle and boat information to entire village information from  Check the conditions of by loud speakers , hand government such as communication devices speakers or other devices confirmation of housing regularly such as battery damage and economic loss  To inform the evacuation routes within village  Assign members to cover the entire village for information dissemination  Make the important phone number list in case of disaster (Source: JICA Expert Team)

Shelter Management Group

Major roles of Shelter Management Group are to designate evacuation places and emergency stockpiles before the disaster and set up a shelter during the disaster. Understanding the capacity of shelter including emergency stockpiles is critical in case of large scale disaster. Coordination with other villages is also essential if the village share the evacuation place with other villages or accept school children from other villages. For emergency stockpiles, it is desirable to list up the available resources within the village and ask shop owners to provide goods in case of disaster. For better management, it is necessary for them to educate villagers on what to bring to the shelter to avoid material deficiency.

Table 3.16 Example of major roles and responsibilities of Shelter Management Group Before Disaster During Disaster After Disaster  Check the available  Prepare emergency  Take care of evacuees if resources within the village stockpiles such as food, their houses are totally as emergency stockpile water and firewood destroyed  Develop an memorandum  Mobilize villagers to  Organize accounting works of understanding with shop evacuate their equipment for shop owners for owners to provide goods for livelihood to safe place providing emergency during disaster  Mobilize villagers to stockpiles  Prepare list of emergency evacuate cattle to safe place  Clean the shelter after goods to educate villagers prior to evacuation of the evacuees go home  Understand the capacity of villagers shelter and designate the  Operate inside the shelter evacuees by area, gender and so on. (Source: JICA Expert Team)

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Table 3.17 Stockpiling essential stock and equipment needed in an emergency Household (Additional item will be necessary for Community (village) level small children and elderly persons)  Water  Handy speaker and battery  Food for three days  Radio  Torch light  Generator and fuel  Portable radio  Rear car, cart  Important documents (ID card)  Drinking water tank /Bucket  Cash  Food for emergency and cooking utensil  Medicine  Plastic sheets  Towel  Firewood  Clothes  Bamboo sticks  Tissue  Ropes  Sanitary items  Toolbox for carpenters  Battery  First aid box  Umbrella  Blanket  Plastic bags  Relief item  Knife/scissors etc.  Notebook/Pen (Source: JICA Expert Team) Search and Rescue Group

The major roles of Search and Rescue Group are to ensure a safe evacuation before disaster and rescue during the disaster. The group is also required to do regular maintenance check-up of the equipment once a year at least, before the cyclone season. The group is required to work in close coordination with the confirmation and loss and damage group and first aid group during the disaster. Therefore, it is essential to demarcate the works with these groups to avoid overlapping and misallocation of works.

Table 3.18 Example of major roles and responsibilities of Search and Rescue Group Before Disaster During Disaster After Disaster  Make a list of vulnerable  Communicate evacuation  Rescue missing persons groups in the village routes and transport and send them to a safe  Make a list of vehicles and programs place. motor boats that can be  To communicate with the  They have to send back all used for emergency work information subcommittee the villagers to their  Build the shelters to be and healthcare committee. respective place safely and firmly and strongly.  To evacuate the PWD, continue helping the needs  To specify and maintain elderly persons, small in the village. the evacuation route to children, the pregnant  Arrange maintenance work the shelters such as women, the orphans and where emergency repairs cutting trees which may mentally disabled persons have been carried out prevent evacuation and prior to regular villagers. maintain bridges  To help the emergency supply unit, the shelter unit and health care unit.  To collaborate with the information subcommittee. (Source: JICA Expert Team) First Aid Group

Major roles of First Aid Group are to secure the hygiene in the shelter and care injured persons. The responsibility of the group depends on availability of the health clinic within the village or village 37

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tract. Prior coordination with Health Department and MRCS are also essential since the capacity of medical care at village level is limited. Since the member of the group requires knowledge and skills for treatment, it is desirable to attend outside trainings by MRCS or Health Department.

Table 3.19 Example of major roles and responsibilities of First Aid Group Before Disaster During Disaster After Disaster  Collect the medication in  To settle the temporary  Make arrangements to advance. healthcare center at provide health care and  To prepare enough shelter. social protection to medication in the box.  To collaborate with other disaster Victims.  To prepare and collect the sub-committee.  To care the injured person medications, carts to carry  To separate the and send to them to clinics the injured person and emergency patients and or hospitals on time. other supporting materials others.  To check all of the drinking (in shelter)  To heal the injured water and wells not to  To know the first-aids and persons by running the infect from the diarrhea. how to rescue in temporary health care  Make arrangements as emergency. center. quickly as possible to reclaim contaminated wells and ponds for access to clean water and dig new wells for drinking water. (Source: JICA Expert Team) Confirmation of Loss and Damage Group

Counting exact number of evacuees, loss and damages is essential for villagers to receive the relief material or housing compensation from government or donors. The importance of timely reporting is not fully understood by villagers since many of them do not have experiences of emergency relief activities. In 2015, some of the victims of the flood could not receive the compensations timely because of the delay of the damage report1.

Table 3.20 Roles and Responsibilities of Confirmation of Loss and Damage Group Before Disaster During Disaster After Disaster  Prepare the form of  Head count the evacuees,  Collect information and evacuation injured person, missing loss and damage within  Prepare the name list of persons and so on. village and report to village villagers by evacuation  Compile the needs of the administrator sites evacuees and report to  Share the information of  Prepare the list of village administrator relief distribution among resources within the  Distribute relief materials villagers village. based on the evacuation conditions  Report the evacuation conditions to village administrator (Source: JICA Expert Team)

Step 2 Develop the evacuation plan

1 Interview in Pay Gyi Kyun Village, Hinthada District interviewed by JICA Expert Team

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster After confirming the roles and responsibilities of each group, village should compile an evacuation plan of each disaster. Since the characteristics of disaster is different, timing of evacuation and things to prepare are different. These are major characteristics to be careful to develop the evacuation plan by type of disaster.

Table 3.21 Example of things to be considered by type of disaster Disaster Consideration Cyclone - Due to strong wind and high wave, early evacuation is necessary when people use boat to evacuate - Telecommunication tends to be unstable due to strong wind and heavy rain before its landing Tsunami - After a strong earthquake, tsunami may arrive at coastal area within several minutes, each individual should promptly climb up to higher places without waiting for the instruction from local government - Tsunami evacuation should give up elaborate stockpiling due to time constraint Flood - Timing for an evacuation is determined by complex components (rainfall, location, elevation, tide level etc.) consultation and collaboration is essential - Prior stockpiling tends to be neglected because people cannot distinguish damaging flood from seasonal flood. Fire - For evacuation it is necessary to pay careful attentions for wind directions - Confirm appropriate water sources is essential (Source: JICA Expert Team)

This manual takes cyclone disaster as an example to develop an evacuation plan based on the previous experiences in the pilot activities in Ayeyarwaddy Region and Rakhine State.

Confirmation of Resources

In order to formulate a concrete evacuation plan, village should recognize the resources of evacuation. Confirmation of resource should start with developing the list of potential evacuees which does not necessarily the list of villagers. If the village has a school which composed of students from other villages, assisting these students should be considered. Also if the village has possibility to accept villagers from other villages due to limited capacity of evacuation places in adjacent villages, discussion with village tract administrator and equivalent village leaders are necessary. Same thing can be said for the village which does not have enough capacity to accommodate entire population. Confirmation of human resource includes list up of vulnerable population who need special assistance for evacuation.

Not only human resources, but also the physical resources such as agricultural and fishery equipment which are inevitable tool for villagers to generate income should be confirmed. In many rural areas in Myanmar, livestock such as cattle, pig, and goat are the most important property for farmers, and it was reported that villagers tend to refuse evacuation worrying about their livestock.

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These properties can be saved if villagers understand the necessity of early evacuation and designate way of evacuation beforehand.

Figure 3.12 Practice of evacuation of cattle and fish gear, Thea Tan village tract, Rakhine State Confirmation of capacity of evacuation places

In order to make a proper evacuation plan, the village should recognize the capacity of evacuation places and its capacity. At village level, it is difficult to estimate the capacity by size and area of the facilities, so it is desirable to measure the capacity by actually evacuating with important belongings which occupy certain space within the shelter. When measuring the capacity of a shelter, room allocation inside the shelter needs to be considered such as rooms for women to protect privacy and room for evacuees with small children and elderly persons.

If the capacity of evacuation facilities within the village is not sufficient to accept all residents, the village should consider securing the evacuation places by constructing new building or retrofitting

the existing buildings. Issue for insufficient evacuation places should be reported to the village tract administrator to request township to prioritize new construction of shelter and to arrange accepting evacuees within the same village tract.

(Source: CDA )

Figure 3.13 Example of shelter layout, Hlwa Zar village tract, Ayeyarwaddy Region

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster Designation of evacuation route

By utilizing the resource map of the village and result of transect walk, the village should designate evacuation route to evacuation place. Evacuation route can vary whether it is rainy season or dry season and availability of vehicle for evacuation is also different. It should be noted that people sometimes have to evacuate during the night time and the safety should be secured for night time evacuation.

Finalize the timing of evacuation

Considering abovementioned conditions, it is necessary to finalize the timing of evacuation for all villagers. If some part of the village needs to take boats to evacuate, timing of evacuation should be earlier than those who evacuate by foot. Timing for those who takes time to evacuate such as elderly persons, person with disabilities, pregnant women should be earlier than other villagers. If the village is planning to evacuate outside of the village, number and timing of evacuees should be agreed with the recipient villages.

In case of Cyclone Mahasen in 2013, it was reported that villagers who do not have enough evacuation facilities voluntarily evacuated to a nearby cyclone shelter located in another village. In result, villagers could not use the shelter of own village because of overcapacity by outside evacuees2.

At that time, there was no damage or inundation in the village, but if the damage was severe such as loss of human lives, there would be a risk of discord among villages.

Step 3 Develop the scenario of the drill Scenario of the drill is depending on the types of disaster. For example, evacuation from fire, tsunami, and earthquake requires immediate actions on the other hand cyclone and tsunami has certain lead time for evacuation if villagers pay close attentions to weather forecast and condition of river and ocean. In any types of disaster, it is essential to develop a scenario of the drill to confirm who will do what and when. For the scenario of cyclone, please refer the Appendix 3. When developing a scenario, it is recommended to consult with GAD, RRD and Fire Department to improve the contents.

If the time and budget is limited in the village, conducting an evacuation drill targeting school is effective, yet it is desirable to conduct full-scale evacuation drill in disaster prone villages.

For conducting village level evacuation drill, it is desirable to include VTDMC and village tract administrator to confirm the actual coordination with upper organization.

Step 4 Implement the evacuation drill In order to conduct an evacuation drill, prior arrangement is a key for successful implementation. Necessary items to conduct the drill are shown in Appenix2. Below is the table of necessary actions before conducting the drill. For conducting the drill, it is desirable to assign evaluators of the drill to

2 Interview by JICA Expert Team in Hlwa Zar village tract in Ayeyarwaddy Region

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observe the activities. Eligible evaluators are those who have experience of conducting drill, have knowledge of disaster management related activities. If the budget permits, it is desirable to invite township level government officer, MRCS, or donors who are conducting DRR activities near the village.

Table 3.22 Timeline for preparation of the drill Timing Necessary actions ~1 week before • Finalize the date and scenario of the drill • Inform related agency (village tract, GAD , other donors) • Hold coordination meeting with village disaster management committee members 2-3 days before • Inform villagers about the drill not to get panic • Purchase necessary items to conduct the drill 1 day before • Set up the venue of the drill • Final check of the equipment • Conduct rehearsal of each group to check the actions The day of the drill • Inform villagers for participation of the drill

At the day of conducting the drill, following actions are frequently observed and need to be careful for the smooth and effective implementation at village level.

Table 3.23 Important arrangements before the drill Group Actions to be careful  Be sure to put “This is evacuation drill” before the announcement in order Early warning not to confuse the villagers  Be sure villagers to stay at their house until evacuation order is issued  Be sure villagers to evacuate with important items

 Be sure not to go out for rescue until Green Stage especially for those who SAR conduct water rescue  Designate the route for searching the missing persons and victims before hand  Inform villagers not to run while evacuating to avoid secondary injury Shelter and  Be sure villages to stay at their house until evacuation order is issued evacuation

 Determine the way of headcount (By timing, by gender etc. ) not to double Report of count over and over evacuation  Prepare the list of evacuees before hand  Report the condition of evacuation immediately after counting by using form

Step 5 Evaluate the evacuation drill Evaluation of the drill is more important than conducting the drill in terms of specifying the bottlenecks and challenges of the village. It is desirable to conduct evaluation session shortly after implementing the evacuation drill so that participants do not forget the feedback. Table X is the example of comments from villagers who participated in the drill held in Ayeyarwaddy Region in

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 2014. Utilizing the comments and feedback of the drill, the village should update the DM Plan, member of DM committee, and evacuation plan to be more realistic.

Table 3.24 Example of feedback comments by villagers in Ayeyarwaddy Region Item Comment  Since there is only one hand speaker in the village, it took time to disseminate Early warning the warning messages  Roles and responsibilities within the information transmission team were not clearly discussed and the team could not transmit the message effectively  The group should consider the situation that the message delivery from the government could be delayed  The area of the village is so large that the loud speakers installed by JICA cannot cover the entire village. The group could coordinate with the facilities which have speakers and disseminate the message efficiently  The timing of the warning message in the scenario and actual time of the warning message was different, so the instruction to the villagers became confused  Since it is necessary to disseminate the message to the other side of the river by boat, more manpower than expected is required for the task of the team.  Life jackets are necessary for water rescue SAR  It is necessary to secure the safety of the volunteers who conduct SAR  Assistance in the evacuation of elderly persons was not efficient. It would be better to use stretchers than having several persons supporting them.  It is better to list the persons who need assistance in the evacuation  Since the communities are divided by a river, efficient allocation of team members is essential.  A village midwife who is the only medical specialist is dispatched from First aid another village and she will be evacuated first during a disaster, so no one with medical knowledge will be left during the disaster.  There are no medical professionals in the village, so everyone feels anxious about their medical condition in case of emergency  Medical equipment, especially medicine for injury, is insufficient.  Team members are interested in advanced skills for first aid.  It turned out that the capacity of the shelter was absolutely insufficient. Shelter and Another shelter is necessary. evacuation  If more than expected villagers from other villages came to our facilities, there would not be adequate space to accommodate our villagers.  The damage and loss form for reporting to the township was not fully shared within the evacuation team  It is necessary to investigate the measures to protect properties such as furniture and boats  Even though the VDPB only invited 150 villagers, more than 250 villagers participated in the drill, so it is confirmed that awareness of villagers regarding DRR activities is high.  Six persons are not enough to collect food and emergency supplies from all over the village and bring them to the shelter.  Storage of water and food is not adequate for an emergency  Participation of children and students is good for conveying the knowledge and experience to the next generations.  The way of counting the evacuees was inefficient so it took approximately 40 Report of minutes to count 250 persons (Observation from JICA Expert Team) evacuation

(Source: JICA Expert Team) 43

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Step 6 Update community disaster management plan including evacuation plan The result of the evacuation drill and its evaluation envisage the bottlenecks, challenges, necessary trainings to properly respond to disaster. These lessons learned and needs for strengthen the capacity of the village is a strong supporting document for applying to community infrastructure development fund by township government or donor agencies. The information is also useful for township GAD to prioritize the infrastructure development at village level or decide a place to construct new cyclone shelter. After the pilot activities by JICA, pilot villages in Ayeyarwaddy Region submitted proposal to township GAD and some of the proposals have been accepted3.

(Source: JICA Expert Team)

Figure 3.14 Example of improving infrastructure based on CBDRM activities

3 Report from village tract administrator in Hlwa Zar village tract, Ayeyarwaddy Region

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster (6) Participatory Monitoring and Evaluation

Monitoring is the continuous or periodic review to ensure that input deliveries, work schedules, target outputs and other required actions are proceeding according to the plan. Evaluation is an assessment of the results and effects of the project/activity focusing on outputs (or - the immediate results the disaster risk management project achieves), to what extent objectives have been met, and especially on impact, and concerned with long term outcomes. (Impacts or Outcomes - the significant or lasting changes in people’s lives brought by a given action or series of actions) For DRM activities, evaluation is concerned with the effects of the risk management measures in terms of reducing the vulnerability situation of the community, considered against the inputs (human, financial and technical resources deployed for disaster risk management). If vulnerability has not been significantly reduced, the reasons for this are analyzed. The significance of building on existing capacities and those which have been actually increased are also analyzed. It is concerned with the difference the results of the risk reduction measures have made to the community situation and its overall quality of life. Lessons are drawn and best practices are shared with other groups and communities to promote the CBDRM framework and strategy.

Once the necessary committees are set up, and the plan is finalized, including mechanisms in place to monitor and evaluate it, the next stage is implementation. Monitoring and evaluating the plan should be implemented continuously not at the end of each activity.

3-4-5 Practical Training: Search and Rescue When a township conducts the TOT workshop, it is desirable to invite township Fire Department officers to provide practical trainings for Search and Rescue. It is desirable to provide demonstrations for rescuing injured people from specific location like high- rise building, debris etc. The methods taught during this session should be simple and lifesaving methods which are practical and essential not only at the time of disaster but during non-disaster time also. The tools and the equipment used while demonstrating the methods were easily available household materials like ropes, wooden /iron rod, blankets, chair etc.

The lecture can cover fire extinguishers and its components such as nature and type of fire extinguishers that should be used for specific type of fire and method of extinguishing fire without

Available Presentation Files: Disaster Management Course- Session 5.3 Overview of CBDRM fire extinguisher such as blankets and sands. In this topic, participants tend to insist material deficiency of the village and request, life jacket, tent, stretchers and so on. Lecturers should emphasis on the utilization of available resources at village level.

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Figure 3.15 Example of SAR lecture by Fire Department

Table 3.25 Example of locally available material for SAR Equipment Alternatives with available resources Lifejacket Connecting small plastic bottles Water tanks Stretchers Bamboo sticks and blankets, longyi Tents Bamboo sticks and plastic sheets , coconut leaves Fire extinguisher Sand, Wet towel and blanket (Source: JICA Expert Team) 3-4-6 Practical Training: First Aid The topic of First Aid is one of the most popular lectures at village level especially for villages which do not have clinics in their villages. In these villages, villagers’ knowledge and skill of first aid are extremely limited and will be extremely vulnerable in case of disaster.

In Myanmar, almost all townships have MRCS branch office who can be lecturers for the first aid. In additions, since villagers show strong interests on how to use the medicine and treatment of injury, it is desirable to select the lecturers who have license to provide the lectures about usage of medicine and injury care such as doctors.

For further training, MRCS has program and budget to outreach to village level to provide trainings, so it is useful for villagers to inform the availability of MRCS training at village level.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 3-4-7 Fundraising NGO At the village level, budget constraint is always an issue in building disaster resiliency. To cope with this lack of budget, villagers can seek both government and non-government funds. In Myanmar, a large number of NGOs are working at community level, not only in the DRR sector but also in other development sector such as WASH, education, rural development and so on. Since CBDRM is strongly related with these issues, villagers have options to utilize outside funding sources.

NGO officers are suitable as lecturers to provide precise explanations on NGO funding mechanisms such as how to collect fund, how to raise the fund and external source of income. The lecture needs to cover the limits of NGOs as a donor such as constraint in fund allocation, reporting requirement to secure accountability, and fiscal year budgeting system for funding.

3-4-8 Mainstreaming Disaster Management at village level At the village level, it is difficult for the villagers to understand the importance of DRR especially in economically challenging villages. Villagers tend to think that DRR activities are additional activities. The purpose of the lecture is to demonstrate that DRR is interrelated with livelihood activities and the village’s sustainable development.

Given the example in the Appendix 1 in DVD, it is effective to get local authorities from different department to give examples of DRR mechanisms in development project such as construction of embankment.

It is effective to introduce the local government level community infrastructure development projects at the village level. The sample lecture covered the example of application form of local government community infrastructure and how to write a persuasive proposal to obtain funding.

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(Source Kyauk Phyu Township)

Figure 3.16 Sample of community infrastructure application in Kyauk Phyu Township, Rakhine State 3-4-9 Organizing workshops at village level (optional) If it is difficult to find lecturers in target villages who are used to speaking in front of an audience such as school teachers. Additional trainings to train future workshop facilitators and lecturers are necessary. In this lecture, following topic can be covered for being a good facilitator of CBDRM.

 State the objectives of the training at the beginning  Establish a set of rules together with the participants (eg. No put downs; No personal questions; It’s OK to say you don’t know; All questions are good questions; Use correct terms; Be on time for sessions)  Be punctual and stick to the timing allocated on the agenda, including breaks (coffee, tea and lunch)  Icebreakers and games can keep the participants lively and more enthusiastic  Avoid doing too much talking in order to allow the participants to freely explore their own ideas and actively participate in the discussion  Allow, when possible, the participants to explore and brainstorm ideas in small groups (4-5 people) before presenting to the whole group for further discussion and/ or clarity  Allow sufficient time for participants to read any hand-outs given in the training  After summing up each session, actively ask the participants if there are any questions and/or if everyone agrees/ is clear  Recap previous sessions at the beginning of the next one to help participants understand the linkage between sessions  When presenting back, encourage the participants not to repeat what others have already mentioned  Any issues raised that are not included in the agenda should be documented and an agreed plan should be made collectively to revise it  Try to provide some practical examples that participants can directly relate to in order to conceptualize key concepts (for example disaster management terms); to better ensure understanding; and that theory may be translated into practice and allow participants to discuss

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster and agree with further examples together  Encourage at all times for participants to come up with their own suggestions for solutions within the context of their own community to foster ownership and ensure sustainability rather than giving them the answers  Ensure that all concepts and ideas presented are easily replicated at the community level. Suggested resources and/ or activities must be affordable; practical; manageable; and accessible. For example, if fire extinguishers are used for a fire safety demonstration, fire extinguishers must be easily obtained and managed by the participants’ community for long- term sustainability and effectiveness following the training  Keep all explanations as simple as possible to avoid confusion  Emphasize the value of local knowledge and experience; and the importance of participation and collaboration, which lie at the heart of all effective community programs, at all stages of the project or program  Emphasize that participation and collaboration must be fostered from a wide range of stakeholders at the community level, including but not limited to older people; persons with disabilities; children and women

3-4-10 CBDRM workshop preparation (optional) For villages which are not used to participating in donor’s workshop or government activities, lecture to provide the tools to organize a workshop is essential for effective implementation.

(1) Selecting participants: First, it is necessary to select the participants among villagers. It is recommended that the Village Tract Administrator, 100 Household Leader and Village Disaster Management Committee as representatives of the community are included.

Other participants who would benefit from the training should be identified once there is clarity over the committees and sub-committees and roles and responsibilities, which would be done during the CBDRM process.

While they may only be invited to or be able to attend the opening ceremony, it is important to consider local authority officers such as General Administration Department, Relief and Resettlement Department and Department of Methodology and Hydrology and other stakeholders who may be able to provide support for the training.

(2) Choosing the right venue: Ensure that the venue you choose is familiar and accessible to all. This will allow for a better environment for people to feel comfortable in sharing their ideas. The venue can be a makeshift bamboo tent, shelter, monastery or a hall, which has space for many people. The training should not be limited to a lecture, but should also include practical work so the venue should have sufficient space to allow for this.

(3) Choosing an appropriate time for the training: So as not to interfere with livelihood activities, the community should be involved in deciding the appropriate timing and dates of the training. This will help ensure that participation is maximized. Some training fails simply because the chosen timing was inappropriate. The appropriate timing may vary considerably from one community to the other.

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(4) Selecting appropriate materials: The facilitator(s) must ensure that all materials needed both for participants and trainers are available before the beginning of each training . Based on the lessons plan, the facilitator must make a checklist for all needed materials and tools. See checklist below in Section 3.

(5) Inviting participants: Invitations to the training should state clearly the objectives. It should be disseminated in advance and through appropriate channel of communication, such as through community meetings, where there would be a range of key community stakeholders such as village leaders, women, youth, particularly vulnerable groups, etc.

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 4. CBDRM Workshop 4-1 Objectives of the CBDRM workshop

Objective of the CBDRM workshop is to strengthen the capacity at village level to respond to disaster as a first responder. To be more detail, the workshops are designed to learn the basic knowledge of disaster, learning the concept of CBDRM, formulate village disaster management plan with proper disaster management committee member and conduct evacuation drill to verify the capacity of disaster response.

The Village Tract Disaster Management Committee members trained in the TOT workshop are the main implementers of the CBDRM workshops. CBDRM workshops will be conducted five times in each of the three pilot villages.

4-2 Target of the CBDRM workshop

Target of the CBDRM workshop is VDMC members if it is already established. If the committee has not been established yet, select a potential member of VDMC referring to the list below. Considering the group discussion and practical trainings, less than 50 persons per workshop is desirable.

Table 4.1 Example of potential participants Information and Early Warning Group ・Shopkeeper of DVD theater ・Satellite TV owner ・Villagers living near village administrator ・ Villagers who have landline phone Shelter Management Group ・Shopkeeper of grocery store ・Villagers living near school or monastery ・Owner of generator First Aid Group ・Villagers who took First Aid training ・Staff of village clinic ・Women group member ・School teacher SAR Group ・Village security staff ・Fire brigade staff ・Youth group(young men) Confirmation of Loss and Damage Group ・School teacher ・Women group member ・Shopkeepers good at counting (Source: JICA Expert Team)

4-3 Facilitators and Lecturers of the CBDRM workshop

The TOT workshop is designed to train facilitators of the CBDRM workshop at village level. Basically, the participants of the TOT workshop will be the lecturers of the CBDRM workshop. In addition, considering the future expansion to other villages within the village tract, it is desirable to increase

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the number of facilitator by involving the VTDMC members to the workshop. If the outside resources are available, it will be effective to invite resource persons especially for practical trainings.

Example of lecturers of the CBDRM workshop is as follows:

 Village Tract Disaster Management Committee  MRCS  Fire Department  NGO/CSO staff

4-4 Agenda of the CBDRM workshop

The CBDRM workshop is designed for 5days. The first 2 days are designed to gain the knowledge of DRR and their community to recognize the risk and resource of community. The goal of the workshop is to conduct village level evacuation drill by the initiative of villagers. Timing of the workshop does not have to be continuous even though it is desirable to conduct the first and second workshop continuously considering the contents. If core member of the facilitators are school teachers, it is desirable to conduct the workshops during school holiday or set the timing when the farmers are less busy with their works.

Table 4.2 Example of CBDRM Workshops (in Thea Tan Village, Rakhine State in 2015) Day Content of the program Time 1st Basic information regarding disasters (Pictures and video of baseline) 1hr Disasters in Rakhine State CBDRM overview (Disaster Management Course) 1hr 6 steps of CBDRM (2) Socializing the Community 1hr ‐ Vulnerability Assessment 2-3hrs ‐ Community Resource Mapping ‐ Seasonal Calendar 2nd 6 steps of CBDRM (3) Participatory Community Risk Assessment 4hrs ‐ Transect walk overview lecture ‐ Transect walk implementation ‐ Creation of community hazard map) 6 steps of CBDRM (4) Participatory Disaster Risk Management Planning ‐ Action plan such as evacuation plan, and management of shelter 3hrs 3rd 6 steps of CBDRM (5) Community Managed Implementation (Training in 4hrs First aid and SAR)

6 steps of CBDRM (6) Participatory Monitoring and Evaluation 1hr

Selection of pilot infrastructure project 3hrs 4th Preparation of community evacuation exercise 1hr - Community early warning 1hr - Evacuation 1hr - SAR/First Aid 1hr Relief material/distribution - 1hr - Shelter Management Group works 1hr 1hr

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 5th Community evacuation exercise AM: Rehearsal 3hrs (Overall explanation, rehearsal by groups) PM: Implementation of exercise 2hrs Evaluation of drill 1hr (Source: JICA Expert Team) 4-4-1 Basic Knowledge of Disaster Management This topic is the first part of the CBDRM workshop and is very important to attract the attention of the participants. Important points to be covered in this lecture are concepts of disaster management and administrative structure of disaster management at village level. The major bottlenecks at the village level are the limited knowledge on DRR and the administrative line in early warning system.

Useful video clips for understanding CBDRM Movie of evacuation drill by JICA Project https://www.facebook.com/jica.myanmar.ewsproject/videos Action Aid Myanmar (Community infrastructure) Village Book : http://www.youtube.com/watch?v=DUEV6K-3Bxw Change Maker : http://www.youtube.com/watch?v=ldPoFSQcPLQ

It is essential that CBDRM is a key point in the development process of the village. Thanks to CBDRM activities, villagers can clearly identify the resources, risks of the village and develop a constructive action plan. Even though it is developed from a DRR perspective, these are useful for village development to increase the safety of village and proper management of infrastructure.

As for the administrative system for DRR below the township level, communication through administrative line is not fully recognized at village level. JICA Project observed that villagers are reluctant to participate in the CBDRM workshop because they did not understand why their village needs to collaborate with the village tract. When the lecturers explained that prompt reporting will assure the accurate evacuation order and prevent delay or insufficient relief distribution, they were convinced that it is beneficial for them to participate in the CBDRM activities.

Figure 4.1 Simplified roles of village level before and after disaster

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4-4-2 Disaster at village level In this part of the lecture, contents should be adjusted to the villagers’ level of education since this lecture contains technological terms. Understanding the mechanism of disaster and understanding the contents of weather forecast essential.

Concerning cyclone codes, it is essential to understand the weather forecast. In some villages with lower education, it was difficult for the villagers to understand the color code. Village leaders and information and early warning group should understand the meaning of the color code, but it is appropriate for villagers with lower education to simplify the meaning to memorize them.

Also it was observed that villagers were confused of red flag signal and cyclone code during the preparation of an evacuation drill. If the villagers are confused by differences, it is effective for them to only use color code since weather warning from DMH uses color code to describe the stage of cyclone.

Table 4.3 Example of simplified definition of color code of cyclone

Color Original definition Simplified definition The formation of a tropical storm in the Bay of Bengal Listen to Radio/TV Yellow Stage and the Andaman Sea. When a tropical storm has formed in the Bay of Bengal Prepare for evacuation Orange Stage and the Andaman Sea and begins moving toward the Myanmar coast. When a storm moving towards Myanmar coast is Evacuate Red Stage expected to make landfall in 12 hours Brown Stage When a storm makes landfall on the Myanmar coast Stay in evacuation place When a storm has weakened and the storm hazard has Become safe Green Stage passed (Source: JICA Expert Team)

4-4-3 6 Steps in CBDRM (from Disaster Management Course) Please see the 3-4-4 for the detail methodology for the 6 Steps.

4-4-4 Community Infrastructure

In order to secure an evacuation route for the pilot village, to enhance their capacity to develop a disaster management plan, and to enhance their capacity in project management and proposal writing, JICA Project implemented community infrastructure projects in Ayeyarwaddy Region and Rakhine State with a budget of five million MMK per village. This component was included to target the following government funds which are currently available in Myanmar. According to Local Governance Mapping the State of Local Governance Trends in Rakhine, four development funds are available at the moment at the township level4. :

4 Local Governance Mapping: The State of Local Governance Trends in Rakhine (UNDP Myanmar, 2015) Local Governance Mapping: The State of Local Governance: Trends in Ayeyarwady (UNDP Myanmar, 2014)

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 1. The Poverty Reduction Fund (PDF) Projects under this fund can be submitted by village tracts for school and health facility renovation, road improvement or bridges, the improvement of water facilities and electricity (usually solar power). The projects are small (between 2-3 million MMK each) and should be implemented by the village tract people themselves under supervision of the Village Tract Administration and the Township Administration. The total budget of the fund is 50 billion MMK in 2015-16 budgets. Allocation was based on the poverty level of each Region/State. For example, one billion MMK was allocated in Ayeyarwaddy Region and 15 billion MMK was allocated in Rakhine State.

2. The Rural Development Fund(RDF) There is a small GAD operated RDF available in Region/State level, which is a State fund. Part of the revenues that are collected by the GAD at the township level on behalf of the State Government (like land, mineral and excise tax) are used for this fund, of which the total amount can differ substantially each year.

3. The Constituency Development Fund (CDF) Representatives from the two houses of the Pyidaungsu Hluttaw and State Hluttaw are allowed to select township development activities in their constituencies to a maximum of five million MMK per project. The CDF is now budgeted as current revenue and expenditure under the State Hluttaw budget. Priorities for these projects are to be improved water supply, renovations of rural roads and bridges, renovations of school buildings, renovations of buildings related to health and other township needs. In the fiscal year of 2014-15, each township in Rakhine State and Ayeyarwaddy Region received 100 million MMK for the fund.

4. Area Development Fund of the Ministry of Border Affairs The Ministry of Border Affairs has its own development fund available for a selected number of townships in all States (those with a significant part of the population being one of the ethnic minorities or former conflict areas). The type of projects considered are similar to those for the PRF (small infrastructure maintenance) but usually more substantial in volume (average costs of a project is 30 million MMK).

Followings are the examples of community infrastructure constructed through the Project activities.

(1) Jetty

In Hlwa Zar village in Ayeyarwaddy Region, after executing a vulnerability analysis and developing the action plan, the villagers selected a priority project for community infrastructure. Since Hlwa Zar village is a terminal for passenger liners, reconstruction of the jetty at the entrance of the village was the main priority in order to secure the evacuation and transport of relief material during disaster. Construction management and accounting was initiated by the villagers under the instruction of an NGO. Part of the construction cost which exceeded five million MMK was subsidized by donations from the villagers.

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Figure 4.2

Jetty in Hlwa Zar village with Figure 4.3 Jetty after reconstruction collapsed shore protection (2) Bridge

A large number of villagers in Kwa Kwa Lay village in Ayeyarwaddy Region are engaged in agriculture, and they are mainly working in the paddy fields located in the northern part of the residential area during the rainy season starting from May. Residential areas and the paddy fields are separated by a small river and villagers built a simple bridge across the river as shown in the picture below. School children from the adjacent village of Kwa Kwa Lay are using the bridge to go to school in Kwa Kwa Lay village. Considering the fact that the water level raises during the rainy season, the fragile bridge endangers the safety of the farmers of the paddy fields and the school children. Therefore, it was concluded that reconstruction of the bridge is urgent. For the above mentioned reason, the villagers decided to construct a new concrete bridge in the same place. Like Hlwa Zar village, villagers subsidized part of the construction cost which exceeded five million MMK.

Figure 4.4 A simple bridge connecting paddy field to residential area Figure 4.5 Bridge under the construction

Residential areas of Shwe Kyun Thar village in Ayeyarwaddy Region are divided into four parts by small rivers. A bridge is connecting one residential area with an evacuation facility to another residential area without evacuation facilities. The bridge is decaying and some parts are connected by only one log as shown in the picture below. Villagers concluded that during the rainy season, this

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster type of bridge is at risk of toppling into the river and the priority is to secure the evacuation route by reconstructing the bridge.

Figure 4.6 Bridge before reconstruction and after reconstruction (3) Retrofitting monastery Than Kha Yae village in Rakhine State discussed about their community infrastructure development projects. Among the possible projects such as an embankment and evacuation route to the hill, the villagers preferred to construct a clinic cum shelter in the village. It was challenging for the Project team to make the villagers understand that it is technically impossible to construct a disaster- resilient building within the budget of 5 million MMK. Therefore, the Project team explained that the villagers needed to select a project which prioritizes safety. As a result of the discussion, the villagers agreed to retrofit the monastery, which can accommodate all villagers. The design involved covering the first floor with concrete for use as a meeting room during normal time and strengthening the foundation as an evacuation facility in case of disaster. During the evacuation drill, villagers stored livelihood necessities such as agricultural equipment and fish nets, which should be protected from strong winds and storm surges in the retrofitted first floor, and villagers evacuated to the second floor.

Figure 4.7 Monastery Under Construction (Left) : Monastery After Retrofitting (Right)

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(4) Evacuation route Let Nyot Ngon Village in Rakhine State selected a community infrastructure project like Than Kha Yae Village. The villagers insisted on constructing a shelter and retrofitting a zinc-roofed school to use as a shelter without understanding the technical and budget constraints to construct a disaster-resilient structure within the budget of 5 million MMK. An engineer and the Project team visited the villagers to investigate the technical and financial feasibility of the candidate projects such as water tank and purchase of a boat and the villagers agreed to construct a footpath to evacuate to the hill. Previously, the route to climb up the hill was rocky and steep, so it was dangerous for children and elderly persons to climb during the night or bad weather. Smoothing the steep hill and making cement stairs with a handrail enabled many villagers to evacuate easily. In the normal time, villagers utilize the footpath to collect firewood on the hill, so the footpath will be regularly used and maintained by the villagers.

During the evacuation drill, children and elderly persons who are not physically disabled could easily evacuate to the hill, and cattle also could climb up the hill because the steps were designed not to be steep for cattle. According to the flood survey in 20155, a large number of villagers refused to evacuate because they were worried about the cattle and one person drowned while evacuating his cattle during the flood. Securing an evacuation route considering the evacuation of cattle is a good practice to remove this mental barrier for the villagers to evacuate early.

Figure 4.8 Site Before the Construction of the Footpath (Left): Footpath Constructed by Villagers (Right)

4-4-5 Search and Rescue Village Tract Disaster Management Committee members who were trained in the TOT workshop are the instructors to other villages for this training. If the lecturers are not fully confident with the skills, it is possible to request fire department at the township level to be lecturers. Depending on the location and geographical condition of the village, it is better to include the training of water rescue.

5 The survey was conducted as a part of JICA project from December 2015 in Ayeyarwaddy Region, Rakhine State, Sagain Region, Chin State and Magway Region

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster

Figure 4.9 SAR Lectures 4-4-6 First Aid In Ayeyarwaddy region, a staff from Health Department is dispatched in each village tract and this person is suitable as lecturers. It was observed that a large number of villagers took first aid training organized by donors after the Cyclone Nargis and they are also suitable as facilitators. In case there is no clinic and trained staff in the village tract, there is an option to request MRCS to dispatch the trainers. Example of suitable topics of the lecture is to make stretchers with available resource, treatment for broken arms or legs, sanitization of injury, and so on.

MRCS has developed a mobile phone application of first aid in Myanmar language. If some of the villagers have smart phone and mobile network access, this device can be useful for learning first aid.

4-4-7 Formulation of VDMC Village Disaster Management Committees (VDMC) should be established at the village level to facilitate the process of Community Based Disaster Preparedness. The VDMC can plan the process of disaster management in the village while task forces or sub-groups may be constituted to perform important task such as issuance of warning, evacuation and response, SAR, first aid and psychosocial counseling, loss and damage assessment, water and sanitation, shelter management, relief management and rehabilitation.

Formulation of the VDMC should be flexible depending on the size of village. If size of the village is small, it is not necessary to establish large number of subcommittees (groups). The pilot villages which implemented evacuation drill were relatively small villages with no access of land transport. Additional groups such as transport and logistic group should be added depending on the location and size of the villages. With the CBDRM experience of JICA in Ayeyarwaddy and Rakhine, the following are necessary sub-groups within the VDMC and suggested members.

1. Information and Early warning groups Village Administrator, owner of loudspeakers/video theaters/satellite, young groups of the village will be trained to understand radio meteorological warnings and act fast to spread the warning throughout the village in an effective manner.

2. Search and Rescue Group The members of this group should include physically strong men and women in the age group 59

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of 18-35 years. Village Fire Brigade, Village Civil Defense, people who has first aid experience should be included in this group. Inclusion of the Police and Red Cross would be useful if available in the village.

3. Health Care Group The group should include both men and women members of the community. The members with some knowledge of first aid, nursing and other government functionaries in the village like Auxiliary Nurse Midwife (ANM) should be included in this group.

4. Shelter Management Group The members of this group can include both men and women. The team will be at the shelters or safe houses or evacuation places looking after the evacuee’s food, water, sanitation and medical needs. The team can also coordinate with the government authorities to ensure that health and nutrition facilities are available for the more vulnerable group like women, children, aged and those dependent on critical facilities.

5. Confirmation of Loss and Damage Group

The members of this team have to be literate preferably matriculates and above. Teachers, Village’s Clerk and the people who are literate should be included in this group. They have to help the government authorities in assessing damages to infrastructure like roads, water supply, electricity, markets and distribution networks and hastening the government enumeration process to assess the damage and loss incurred by the affected community.

The members of each group should discuss their roles and responsibilities of before, during and after disaster. Coordination and communication among groups should also be confirmed. In Rakhine State, some villages had difficulty with understanding the name of the committee. This time, the Project utilized color band to mark the groups not to confuse the villagers.

4-4-8 Conducting evacuation drill

Evacuation drill is crucial to practice local communities to respond effectively during a disaster or an emergency. Conducting different type of evacuation drills for different disasters based on the vulnerability so the community can figure out gaps in their preparation and response and take the necessary steps. One important thing of conducting evacuation drill is to create an environment which looks like a real disaster and not just a drama/ rehearsal. Conducting evacuation drill is necessary for the following reasons:

 It is key instrument for confirming the workability of evacuation plan or disaster management plan.  It will ensure a better and coordinated response during a disaster by making everyone aware of their role and responsibilities.  Evacuation drill also helps in preparing responding groups to determine the kind and number of resources required and also helps them to carry out a capacity/resource assessment.

Organizing an evacuation drill requires detailed planning about the evacuation script and role of each stakeholder’s participation. After a drill is conducted, it is essential to carry out an evaluation meeting. During the evacuation exercise, sometimes VDMC miss momentum and jump the steps

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster originally planned and some actors overact while influencing upon the role of others. That is the reason it is essential to have an evaluation meeting after the evacuation drill. During the meeting the following questions should be discussed.

 Which steps went as planned?  Which steps went wrong and why?  What modifications are required?  What need to be in the next time drill?

This evaluation meeting would contribute to the VDMC for future drills and to modify village disaster management plan. It is suggested that an independent observer, observers from related government departments, observers from adjacent villages to be invited to help in identifying gaps during the drill. The community can learn from the gaps and try to fill it through better preparedness.

Detailed methodology of implementing the drill, please refer 3-4-4 6 Steps of CBDRM (5) Community Managed Implementation.

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Pictures of Drills

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The Project for Establishment of End-to-End Early Warning System for Natural Disaster 5. Good Practices of the Pilot activities

5-1 Sustainable CBDRM activities

Pilot activities in Ayeyarwaddy Region were successfully implemented. It was observed that pilot villages in Ayeyarwaddy Region continued the CBDRM activities. For example, villagers in Hlwa Zar village updated the early warning information communication list based on the actual response of the flood in 2015, and villagers in Kwa Kwa Lay village continue DRR education at Sunday school in church.

5-2 Effectiveness of Observers

The pilot activities in Ayeyarwaddy Region and Rakhine State included the study visit for the leaders of disaster prone villages and adjacent villages to observe the evacuation drill, and invited TDMC members as observers. In Kyauk Phyu Township, the Township Administrator is actively involved in the Project and invited TDMC members to observe the activities. In particular, observing the drills is a good opportunity for GAD officers to recognize the bottlenecks of the villagers during disasters such as village leaders making mistakes during the dissemination of early warning message and villagers having trouble counting the evacuees.

At the village level, the village leader of Zin Phyu Gone Village who observed the evacuation drill in Hlwa Zar Village and Kwa Kwa Lay Village in the second year volunteered to be the target village to conduct an evacuation drill and the training was conducted under Hlwa Zar VTDPC. When the Expert Team inquired the reason of volunteering, the leader answered that when he observed the drill, villagers in Hlwa Zar Village and Kwa Kwa Lay Village had proper knowledge and conducted the drill with organized actions. He envied the villagers who efficiently made proper actions in each stage of disaster and started to think he and his villagers would like to deepen their knowledge of DRR because of the experience of Cyclone Nargis. During the baseline survey conducted before the pilot activities, the village leader of Zin Phyu Gone Village answered that equipment is necessary for DRR in the village. By participating in the CBDRM activities even as an observer, he learned to have a concrete image of CBDRM and his awareness of DRR was enhanced.

5-3 Utilization of Methodology of Community Infrastructure

Pilot villages in Ayeyarwaddy Region utilized the skills of proposal writing and project management through pilot activities, and wrote proposals for community infrastructure project funded by GAD township to fulfil the community disaster management action plan. It was reported that three villages applied following infrastructure projects and some proposals have been approved by the local government.

Pilot villages Proposals submitted Hlwa Zar The construction of a small bridge over the stream that runs through the village To dig a pond for drinking water Kwa Kwa Lay The construction of a village sub-health center

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The renovation of the ponds for drinking water Shwe Kyun Thar The construction of a rainwater collection pond The renovations of the old ponds for drinking water

5-4 Zin Phyu Gone Activities

In order to verify the effectiveness of the pilot activities, the Project only financially supported the activities in Zin Phyu Gone Village, Hlwa Zar Village Tract. Including the course development and providing the lectures, Hlwa Zar VTDPC could implement the workshops by their own initiatives. Material and equipment in the workshop were selected based on the availability within the village. Hlwa Zar VTDPC members created handwritten materials and villagers in Zin Phyu Gone took notes without using printed out materials. Even though two villagers from Zin Phyu Gone Village participated in the TOT workshop, they were not used to speaking in front of villagers or being lecturers. Therefore, three persons from Hlwa Zar VTDPC became lecturers and provided a three-day training session while trying to include the ex-trainees to the activities. After the workshops developed by Hlwa Zar VTDPC, villagers in Zin Phyu Gone village could successfully conducted an evacuation drill.

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Appendix Appendix 1 Cost estimation and necessary items to conduct the TOT and CBDRM workshop at village level

Appendix List for preparation to be checked by facilitator team 3 or 4 days before each workshop session

- Title of workshop Lesson: ………………………………………………………………… Number of Participants …...... Date of workshop ……………… Venue ……….……...…...

Fund or Check List Unit Total Materials On Materials Priority Quantity Not Cost Cost Available Ready Going Yet Source Venue 1. Venue and space Essential 2. Chairs Essential 3. Tables Essential Reference book book Reference 4.Blackboard/whiteboard (if available) 5. Sound systems Essential 6.Slide Projector and (if available power

laptop sources) (if available power 7.White screen (for slides) sources) 8. Electricity power / (if available) Generator/Diesel Engine Consumption (for all persons) 1. Water or soft drinks Essential 2. Snacks (twice a day) (if you have budget) 3. Lunch (if you have budget)

For Trainer 1. Flipchart Essential 2. Color Marker Essential 3. Clips Essential 4. Board marker Essential 5. Paper Tape Essential 6. Cutter Essential 7. Chocks Essential 8. Color Sticky Note Essential based Disaster Risk Management Risk Disasterbased

- 9. Paper, Color Paper Essential 10. Copies of games Essential scenario 11. Various supporting Essential tools and materials for

game For Participants 1. Plastic bag (if you have budget) Community 2. Ballpoint or Pencil Essential 3. Notes / Book Essential 4.Handouts for each topic (if you have budget)

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Appendix 2 Cost estimation and necessary items to conduct village level drill

List for preparation to be checked by VDMC 3 or 4 days before conducting village level drill Number of Expected Evacuees …...... Date of event …………………..………… Evacuation Point (1) ……….……...…...... Evacuation Point (2) …………………. (Add more)

Check List Quantity- Fund or Materials Materials Priority Unit Cost Total Cost Ready On Not Unit Available Source Going Yet Example: monastery, 1. Evacuation Essential school, church or Points/Shelters hills etc. Example: loud speaker from Video 2. Early Warning Essential theater, traditional Instruments drum or gong from monastery and etc. 3. Hand Speaker Essential 4. Warning Flags Essential 5. Warning Signs or Essential Hazard Signs 6. The Sing Board or Essential Vinyl of Evacuation Map 7. Medicines or First Aid Example: from Essential Kits village clinic Example: 8. Stretcher Essential It can be made by blanket and bamboo. 9. Tarpaulins Essential 10. Carpenter Materials (Hand Saw, Hammer, Essential Strings, Nails, Wire, Plier, Machete, etc.) 11. Bamboos (to build temporary If available shelter) 12. Fuel for Boat/Vehicle for If available Evacuation 13. Emergency Food Items such as rice bags, Example: Village’s Essential oil buckets, packages of groceries shop instant noodles 14. Distribution of Food Essential and Drink for Evacuees 15. Water Containers Essential 16. The member list of Village Disaster VDMC and their Essential Management responsibilities (VDM) Book 17. Vulnerability List Essential VDM Book 18. Copies of Evacuation Essential VDM Book

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Check List Quantity- Fund or Materials Materials Priority Unit Cost Total Cost Ready On Not Unit Available Source Going Yet Script 19. Copies of Early Warning Send/Received Essential VDM Book

Appendix Form

- 20. Copies of Record For Essential Evacuees Form Not 21. Inviting Observers essential (Food and (if you have Transportation) budget)

Reference book book Reference based Disaster Risk Management Risk Disasterbased - Community

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Appendix 3 Sample scenario of cyclone evacuation drill

 (Drill conducted in Than Kha Yae village on Feb. 2, 2016) Damage and Loss Shelter Information & EW Search & Rescue Group Time Color Village Administrator Management Health Group Group Group (Relief distribution Group group) 9:35 Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to from GAD to Village the meeting place gathers to the to the meeting gathers to the the meeting place Tract Administrator meeting place place meeting place )and convene leaders of each group and share the warning message and instruct each group what to do

-After leader meeting, the leader informed the group members to inform the yellow signal and tell villagers to listen to radio -After leader meeting, the member put the flag to shelter or visible places

Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to from GAD to Village the meeting place gathers to the to the meeting gathers to the the meeting place Tract Administrator meeting place place meeting place )and convene leaders of each group and share the warning message and instruct each group what to do

-After leader - Members go - After leader -Assist meeting, the leader to local store meeting, the evacuation for informed the group or other places member check elderly person, members to inform to check the equipment pregnant the orange signal emergency and roles and women and and tell villagers to stockpile responsibilities children be prepared for among members evacuation such as -Assist evacuation packing valuables for elderly -After leader person, pregnant meeting, the women and member put the children flag to shelter or visible places

10:24 Receive SSB call from -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to Naypyidaw DMH to the meeting place gathers to the to the meeting gathers to the the meeting place Village Tract and call all meeting place place and call all meeting place and call all members Administrator )and members of the and call all members of the and call all of the group convene leaders of group members of group members of each group and share the group the group the warning message and instruct each group what to do

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Damage and Loss Shelter Information & EW Search & Rescue Group Time Color Village Administrator Management Health Group Group Group (Relief distribution Group group) After leader meeting, -Members -Members -Members help -Members -Member prepare move to evacuation announced and carries evacuation for prepare damage and loss place for setting up visit residential stockpiles to those who need equipment and forms and move to emergency control area to tell villagers shelters assistance medicine and shelter Appendix room in a shelter to evacuate to safe -Members carries to - place organize the shelter and set shelter as up healthcare evacuation center center Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to from GAD to Village the meeting place gathers to the to the meeting gathers to the the meeting place Tract Administrator and call all meeting place place and call all meeting place and call all members )and convene leaders members of the and call all members of the and call all of the group of each group and group members of group members of share the warning the group the group message and instruct each group what to do Reference book book Reference - When people - When people -When people evacuate to evacuate to started to evacuate, shelter ask shelter, check guiding evacuees evacuees to the health and start counting check whether condition and someone missing share the or left behind information with Damage and Loss group Receive SSB call from -Stay close to -Check the -After the storm -Start providing -Start counting the Naypyidaw DMH to Village condition of become weak, first aid for number of evacuee Village Tract Administrator and shelter and fix SAR team start evacuees and and fill the Administrator )and check latest water leaking searching missing tell damage evacuation form convene leaders of information or broken persons and and loss group and report to village each group and share window if conduct rescue for any administrator the warning message necessary activities urgently -Start distributing and instruct each - Coordinate -Member share necessary relief items group what to do with damage the result of SAR items and loss group to damage and to distribute loss group relief goods Received phone call -Inform evacuees -Tidy up the - Continue SAR -Continue First -The evacuation from GAD that cyclone is shelter when activities aid activities form and report to Report the result of gone and assist evacuees go and arrange village administrator evacuation in the them to go home home sick persons to - Continue the village go to clinic or activities

based Disaster Risk Management Risk Disasterbased hospital -

Community

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Early Warning System for Natural Disaster

Appendix-4: Report form of warning message

Record for Evacuee Form

Name of Village:

Name of evacuation point:

Name of record keeper:

Evacuee Male Female Total

Children (Primary school)

Adult

Elder persons (60+)

Total

Note:

Ex, Number of sick and injured person, Number of Pregnant women, and Special relief items needed (medicine, water, etc.)

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Appendix-5: Report form of evacuation conditions

Early Warning Send/Receive Form

Date: Send (or) Receive Time: Send Receive Appendix

- From /To Whom Name: Organization:

Types of Warning Weather Forecast Instruction Regional Condition

Communication Materials Phone Fax SSB Other

Description of Warning Reference book book Reference

Remark

based Disaster Risk Management Risk Disasterbased - Community

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