Draft City Disaster Management Plan

CHAPTERCHAPTER----11 INTRODUCTION ABOUT PLAN AND BASIC PROFILE OF SHIMLA CITY

Disaster threatens sustainable economic development worldwide. In the past twenty years, earthquakes, floods, tropical storms, droughts and other calamites have killed millions of people, inflicted injury, disease and caused homelessness and misery to around one billion others in the world. These have caused damage to infrastructure worth millions rupees. Disaster destroys decades of human effort and investments, thereby, placing new demands on society for reconstruction and rehabilitation. Disaster management thus requires a multi-disciplinary and proactive approach. The community, civil society organizations, media and the proverbial man on the street, everyone has to play a role in case such exigency occurs. The various prevention and mitigation measures outlined below are aimed at building up capabilities as also how to deal with disasters.

1. Objective of Plan The objective of a Disaster management plan is to localize a Disaster and contain its effect to the greatest extent so as to minimize its impact on life, environment and property. Response to any disaster, in the absence of a well-defined plan, would be arbitrary, leading to overemphasis of some actions and absence of other critical actions. A formal plan for Managing Disaster is therefore necessary. This Disaster management plan has a strong preparedness focus which aims at reducing our vulnerability to disasters and at the same time, it includes a plan of action/response mechanism for dealing with earthquakes, floods, cyclones, epidemics, industrial and chemical accidents, road accidents and fires. Keeping in view all the possible aspects of the aforesaid problem in mind and to keep the Administration prepared in all possible ways to respond properly to various Disaster situations with minimum delay, possible Disaster situations have been identified and the component plans have also been identified & mentioned in detail in this document.

2. Review of Plan The plan is to be reviewed annually in the month of December and all the information is required to be updated by the Commissioner and Assistanc Commissioner, Disaster Management Cell, Municipal Corporation, Shimla .

3. Location Located in the middle ranges of the Himalayas, Shimla is a lovely hill station which is favourite among tourists. In 1864, Shimla was declared the summer capital of the British Raj in India. A popular tourist destination, Shimla is often referred to as the "Queen of Hills," a term coined by the British. This beautiful hill station lies between at 3104' North to 31010' North latitude and 7705' East to 77015' longitude, at an altitude of 2130 metres above mean sea level. The city is an unique combination of hills, spurs and valleys. to the north and east, a network of mountain ranges which are crossed at a distance by a magnificent crescent of new peaks, the mountains of Kullu & Spiti in the North, the central range of the eastern Himalayas stretching East and South-east. The East-West axis have emerged major axis of development for the city. Annexure-7 Ward wise map of Shimla

4 Area and Divisions 4.1 Natural Division The approximately 22 square kilometre of the city area is spread over seven hill spurs. The average elevation of these spurs varies from 2073 m to 2454 m from the mean sea level. Jakhoo Hill is the most elevated spur of Shimla. These spurs are inter-connected by roads. The important character of the road network circumscribing these hills is that it is connected to the Mall Road from Boileauganj to Chhota Shimla.

Table 1 Hillspurs & their mean elevation Hill Spur Elevation(Mts)

Jakhu Hill 2454 Elysium Hill 2257 Museum Hill 2201 Prospect Hill 2177 Observatory Hill 2150 Summer Hill 2104 Potters Hill 2073

4.2 Administrative Division Having almost 160 years of history of Municipal Corporation Shimla the autonomous existence starts with the passing of the Himachal Pradesh Municipal Corporation Act, 1994 (H.P. Municipal Corporation Act, 1994) government revised the delimitation of wards into 21. With 5 retention policies now the city is having 25 wards. Ward wise details are mentioned in the administration map of Shimla.

The total number of households and population of M.C. Shimla is 46306 and 169578(Census 2011) respectively. Out of total population, 93152 are males and 76426 are females. The Sex ratio is 756 females per 1000 males. Apart from MC area there are three SADA's also functioning under Special Area Development Authorities

Planning area: The 9950 Hectares of total area as taken into account for revision and formulation of Development Plan, includes, Municipal Corporation, Shimla, Special Area Development Authorities of Kufri , Shoghi and Ghanahatti Special Area which is as under:- Table 2 Settlements Falling Within Planning Area Settlement Area in Hectare Percentage M.C. Shimla 2207 22.18 S. A. Ghanahatti 1647 16.55 S. A. Kufri 3173 31.89 S. A. Shoghi 2923 29.38 Total 9950 100.00

5. Salient Physical Features and Land Use Patterns

5.1 Soil Type: The soil type of Shimla is mainly grey wooded or podzolic soils.

5.2 Existing Land Use Plan: Of the total area of 9950 hectares of Shimla Planning Area (SPA), about 1475 hectares which accounts for 15% of the total SPA is under urban use. The existing land use of urban area is given below: Table: 3 Land use pattern of Urban and SPA Sr. No Land Use Area (In Hectare) % of Urban Area % of Planning Area 1 Residential 903.13 61.19 9.07 2 Commercial 25.22 1.71 0.25 3 Industrial 9.00 0.62 0.09 4 Tourism 21.70 1.47 0.22 5 Public & Semi -public 138.78 9.40 1.39 6 Parks & Open Spaces 6.00 0.41 0.06

7 Traffic and Transportation 371.93 25.20 3.75 Sub Total 1475.76 100.00 8 Agriculture 2174.75 21.85 9 Forest 6080.15 61.12 10 Water bodies and undevelopable 219.34 2.20 land Grand Total 9950.00 100.00 Source: City Development Plan of Shimla

The current land use plan of Shimla reflects that there are hardly any open space available in the city. For better response to any emergency situation open spaces help to prevent, organising community shelters, organising health and rationing camps, etc. In congested geographical location it is difficult to provide efficient response in any emergency situation.

5.3 Geology and Geomorphology In Shimla the sediment eroded from the Himalayas 30 million years ago and deposited by ancient rivers. The town is situated on the rocks of Jutogh Group and Shimla Group. Jutogh group occupies main Shimla area and extends from Annadale-Chaura Maidan-Prospect Hill- Jakhoo-US Club and highland area. Shimla Group comprising of earlier Chail Formation and Shimla Series represented by shale, slate, quartzite greywacke and local conglomerate is well exposed in Sanjauli-Dhalli area.The City is situated at the traverse spur of the Central Himalayas, south of the river Satluj at 31o04' North to 31o10' North latitude and 77o05' East to 77o15' longitude, at an altitude of 2130 metres above mean sea level. In shape, it has been described as an irregular crescent. It is 88 kilometres from Kalka having“exquisite” scenery. It is spread over an area of 9950 Hectares along with its commanding position. It has a panoramic view and scenic beauty all around. The city is a unique combination of hills, spurs and valleys. To the north and east, a network of mountain ranges which are crossed at a distance by magnificent crescent of new peaks, the mountains of Kullu & Spiti in the North, the central range of the eastern Himalayas stretching East and South-east. The East-West axis have emerged major axis of development for the city.

5.4 Climate and Rainfall Shimla in general has a mild highland climate, with temperature in peak winters, falling below 0°C. Shimla features a subtropical highland climate under the Koppen climate classification. The climate in Shimla is predominantly cool during winters and moderately warm during summers. The temperatures range from -4°C (24.8°F) to 31°C (87.8°F) over the year. The average temperature during summer is between 19°C and 28°C and between -1°C and 10°C in winter. Monthly precipitation varies between 24 mm. in November to 415 mm. in July. It is typically around 45 mm. per month during winter and spring and around 115 mm in June as the monsoon approaches. The average total annual precipitation is 1520 mm (62 inches). Snowfall in the region, which historically has taken place in the month of December, has lately (over the last fifteen years) been happening in January or early February every year. Table 4 Climate data of Shimla

5.5 Socio-Economic Features Employment is largely driven by the government and tourism. Being the administrative capital of the state of Himachal Pradesh, the city houses several central and state government offices. Government jobs account for almost half (47%) of the working population. Direct hospitality industry personnel such as tour guides, hotel and restaurant employees, etc., are few (10%). Individual crafts and small scale industries, such as tourist souvenir production and horticultural produce processing, comprise most of the remainder. In addition to being the local hub of transportation and trade, Shimla is the area's healthcare centre, hosting a medical college and four major hospitals: the Indira Gandhi Hospital (formerly known as Snowdon Hospital) Deen Dayal Upadhyay Hospital (formerly called Ripon Hospital,) Kamala Nehru Hospital, and Indus Hospital. The city's development plan aims make Shimla an attractive health tourism spot. The unemployment rate in the city has come down from 36% in 1992 to 22.6% in 2006. This drop is attributed to recent industrialization, the growth of service industries, and knowledge development.

Photograph 1 -Indira Gandhi Medical College, Shimla

5.6 Demographic Features Shimla city consists of the Shimla Municipal Corporation and Shimla planning areas (SPA). The SPAs are Dhalli, Tutu, and New Shimla urban agglomerations. In 2011 the total population of District Shimla is 813,384 compared to 722,502 of 2001. Male and female are 424,486 and 388,898 respectively.Population Growth for Shimla District recorded in 2011 for the decade has remained 12.58 percent. Same figure for 1991-2001 decade was 17.02 percent.Total Area of Shimla District was 5,131 with average density of 159 per sq. km. Shimla Population constituted 11.86 percent of total Himachal Pradesh Population. Sex Ratio of Shimla District is now 916, while child sex ratio (0-6) is 922 per 1000 boys. Children below 0-6 age were 80,778 which form 9.93 of total Shimla District population. Average Literacy rate for Shimla District is 84.55 percent, a change of from past figure of 79.12 percent. In India, literacy rate is counted only for those above 7 years of age. Child between 0-6 ages are exempted from this. Total literates in the Shimla District increased to 619,427. The population projections have been made for the year 2011 and 2021. It is anticipated that there will be a population of 2, 35,970 and 3, 18,560 respectively. The increasing trends of migration and decreasing death rate will affect the projected population. Shimla’s changing socio-economic conditions and better amenities are now the major pull factors for rural population migrating to the city. If the migration is unchecked, no doubt, it will have its adverse effect on the growth of population and overall development of Shimla City.

6. Culture

6.1 Heritage Structures Perceived and established by the British during colonial period in first half of 19 th century as their Summer Capital. It is known to all over the world for its heritage value. Shimla has total 92 identified heritage structures (source SUC) as per the following details: Photograph 2: I nstitute of Advance Studies, Shimla

Annexure – 13 List of Heritage buildings of Shimla

6.2 Religious Centres 1. The Major religious centres of the city are: 2. The Kali Bari temple, dedicated to the Hindu goddess Kali is near the mall. 3. Jakhoo Temple, for Lord Hanuman is located at the highest point in Shimla. 4. Sankat Mochan, another Hanuman temple, located on Shimla-Kalka Highway about 10 kilometres from the city. 5. The nearby temple of Tara Devi is a place for performing rituals and festivals. 6. Gurudwara near the bus terminus. 7. Christ Church: Situated on the Ridge, is the second oldest church in Northern India.

6.3 Tourist Centres Shimla is a major tourist spot of India. The main tourist centers in city are: 1. The Mall 2. The Ridge 3. Christ Church- At the Ridge 4. Jakhoo Hill- 2 km. from the Ridge, at a height of 8000 ft, Jakhoo Hill is the highest peak in Shimla. 5. Institute of Advance Studies- This institute is housed in the Viceregal Lodge, built in 1884-88. 6. State Museum- Asides with the Institute of Advance Studies 7. Annadale- 2-4 km. from the Ridge at a height of 6,117 ft is a favourite spot for cricket, picnics and polo. 8. Summer Hill- 5 km. from the Ridge is the lovely township of Summer Hill at a height of 6,500 ft on the Shimla- Kalka railway line 9. Tara Devi- 11 km. from the Shimla bus-stand 10. Junga- 26 km. north of Shimla 11. Chadwick Falls- A 4 km. long forest road, starting from Christ Church on the Ridge continues along the wooded slopes of Jakhoo Hills

6.4 Government and Semi-Government establishments Shimla is a State capital of Himachal and having all important Government Offices located in Shimla. Many of these offices resides in heritage buildings. The main Govt. Offices are: 1. Vidhan Sabha of the State of Himachal Pradesh, Secretariat, High Court, HP University, Railway Board, AG Office and ARTRAC.

2. Apart from Government offices many Semi-Government and private agencies are also started their establishment in State Capital. Main Semi Government/ private offices such as ommercial Banks, Telecom and Insurance Operators etc.

6.5 Educational Facilities Shimla, the Queen of Himalayas is a heart of quality education. Since the British India, Shimla had been the hub of good schools. Almost all the schools are affiliated either with ICSE council or the CBSE board. The small city also has medical, dental, engineering as well as MBA College. Shimla is home to Himachal Pradesh University and all the degree colleges are affiliated to Himachal Pradesh University. Famous Public Schools like Jesus & Mary, Auckland House School, Tara Hall, St. Edwards, Bishop Cotton School etc. have very good reputation, not just in the local area, but also in other parts of the country.

• Degree Colleges under Himachal Pradesh University, Shimla: 1. St Bedes College, Shimla. 2. Government Degree College, Sanjaulli, Shimla 3. Rajkiya Kanya Maha Vidayaliya (RKMV) 4. H P U Evening College, Shimla 5. Institute of Vocational Studies • Medical & Dental College under Himachal Pradesh University, Shimla: 1. Indira Gandhi Medical College, Shimla 2. H P Government Dental College & Hospital, Shimla

6.6 Health Facilities The city provides very good and effective health services in Shimla. People across from State come here for treatment and health care. The main Government Hospitals are as follows: 1. Indira Gandhi Hospital, Shimla 2. Kamla Nehru Hospital, Shimla 3. DDU Zonal Hospital, Shimla 4. Regional Ayurvedic Hospital, Shimla

• The main private hospitals in Shimla are as follows: 1. Shimla Sanetorium 2. Indus Hospital 3. Shri Ram Hospital 4. Astha Clinic 5. Tara Clinic 6. Prabhudas Clinic

6.7 Places of Mass Congregation • The main places of mass congregation in the city are as under: 1. The Ridge 2. The Mall Road 3. Lower Bazar 4. Temples during festivals, Ridge During Summer festival or Special visits 5. Vidhan Sabha Complex during sessions 6. HP Secretariat Complex

6.8. Power Stations/Electrical Installations (Receiving Station) The overall electricity consumption of Shimla city is 11, 46, 94,707 Kw (2010-2011).

The total number of consumers in City is 37,805 (Apr.2011). There is one Grid in Totu and total 6 substations located in Bharari, Eidgaah, Khalini, Totu, Summer Hill and Sanjauli. The main supply is coming from different Hydro Power Plants- Bhabha, Giri and Nabha. 7. Water Supply The IPH Department is supplying water to Municipal Corporation Shimla in bulk. M.C. Shimla does the distribution of water in entire Shimla. There is metric distribution system of water is in place. There are six water stations which provide supply to entire Shimla: Sanjauli, Chhota Shimla, New Shimla, Central Zone, Lakkar Bazar, Chaura Maidan. There are two big water storage tanks at the Ridge and Sanjauli which are used for bulk water storage and supply.

8. Sewerage System The existing sewerage system was laid for a population of 16,000 in the year 1880. Sewage is carried through CI pipes of various sizes ranging from 100mm to 225 mm dia. The total length of sewer lines, leading to 5 existing disposal sites namely Lalpani, Kasumpti, North Oak Disposal, Snowdon and Summer Hill is 49564 m. Unsewered areas are being served through as many as 52 Pail Depots. The existing sewerage network caters to needs of Central Shimla, Chotta Shimla, Brockhurst, Khalini, Nabha Estate, Phagli, Tuti Kandi, Chakkar, Boileauganj, Summer Hill, Annandale, Kaithu and Bharar.Population of Shimla Township, being scattered on different ridges, STP and disposal units have been provided at five different locations- Lal Pani Disposal, Snowdon Disposal, North Oak Disposal, Kasumpti Disposal and Summer Hill Disposal. Under JNNURM Project, the rejuvenation of existing Sewerage System of Shimla City to include other non served parts of the city is in process of getting implemented.

9. Economy and Industrialization Industries in Shimla are mainly centre around the small scale industries. Since Shimla is a hill resort, so the construction of big industries is quite impossible in Shimla due to number of valid reasons like the unavailability of adequate human resource and uneven terrain. Shimla being an ideal place for a getaway, the tourism industry in Shimla has emerged as a booming one. The tourism industry has been a major source of income for the people of Shimla. The overall scenic beauty of Shimla with the rolling hills and salubrious climate drags domestic as well as foreign tourists.

The various other industries of Shimla are: 1. Food industry 2. Hosiery and textile industry 3. Wood based industry 4. Paper, glass and leather industry 5. Fruit processing industry 6. Bakery Products industry 7. Essential Oil industry 8. Implements of agriculture and horticulture 9. Jute Bags industry

Table 6 Settlement wise workforce participation Category M.C Area. Ghanahatti SA Kufri SA Shoghi SA Total Cultivators 439 1199 2384 2474 6496 Agriculturist 149 115 107 172 543 Household Industry 504 52 42 106 704 Others 53312 2839 2914 2389 61454 Total 54404 4205 5447 5141 69197

10. Transport and Communication Network The economy of Shimla is dependent upon tourist activity; Shimla Local Transportation is therefore planned with the tourist as a core customer. Commercial buses in Shimla are either run by the Himachal Pradesh Road Transport

Corporation (HRTC) or by private transport operators. Buses are available to transport passengers to every part of Shimla city.Shimla local transportation is concentrated in and on the vicinity of the Ring road of Shimla city. The Ring road route covers the Main bus stand, Lift, Chhota Shimla, Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel and Boileauganj. Shimla Local Transportation also includes taxis. There are some restricted roads too in some parts of Shimla on which vehicles are not allowed. Himachal Pradesh tourism also runs a lift from Cart road to the Mall.

10.1 Surface Travel Shimla is connected to the city of Kalka by one of the longest narrow gauge railway routes still operating in India, the Kalka-Shimla Railway. Two National Highways No. 22 and 88 go through Shimla City. National Highway No. 22 connects Chandigarh to Shimla and National Highway No. 88 connects District Kangra (H.P.) to Shimla. Shimla is connected to Kalka through rail network. The heritage toy train is the main attraction for the tourists. From Kalka trains for major stations like New Delhi, Kolkata are available.

Table 7 Road distances from Shimla to major nearest stations

Station Distance Approximate Travelling Time New Delhi 343 10 hours Ambala 151 5 hours Chandigarh 119 4 hours Kalka 96 3.5 hours

10.2 Parking Facilities Shimla is congested town and one can face parking problem if coming by own vehicle. There are many parking places operated by private parties. Main parking places in Shimla are near Lift, Near Hotel Holiday Home, Main Bus Stand, Railway Station Godown and High Court Parking. MC Parking largest in Shimla town situated just 100 mt. away from lift has capacity for about 400 vehicles at a time.

10.3 Air Travel Shimla Airport is at Jubbarhatti, 23 kms. from city and is connected to Chandigarh, Kullu, Delhi but it is not functional now.

Table 8 Details of transport network Number of National Highways 2 (NH -22 & NH -88) Number of railway stations with mail/express halts 2 (Main RLS and Summer Hill) Number of Airports (Currently not functional) 1 Number of Helipads 1

CHAPTERCHAPTER---- 222 PHYSICAL, ENVIRONMENTAL AND CLIMATE CONSIDERATIONS

Shimla has always been proud of its forests and beauty of the city. Shimla lives on its proud past. It broods over its passive present. It aspires for a promising future. The glory of its past attracts visitors and the reality of magnitude of its degradation makes them sad. Unfortunately, Shimla has reduced to a concrete jungle. It is now just a city on a hill with din, dirt and curses that go with any city. Narrow lanes where people feared to tread are today the racing promenades for cars and jeeps. Greenery in Shimla is fast disappearing. With rising population, un-checked construction and depleting forests, water crisis has mounted. Cost of Rs. 28 per kilolitre water supply is quite high. The drains are all dry, choked with waste and the roads overflow with water and dirt. The present generation of Shimla dwellers has also lost what their forefathers took pride in their civic sense. Now people spit everywhere. They have turned the slopes close to their homes ugly to look at and unhygienic. The public conveniences like urinals and latrines are dirty and stinking. Encroachments have reached serious proportions. Much of the activity pertains to the business establishments. Even on the famous Mall, a number of shopkeepers have added a floor or two. Some hotels have opened shops in their basements and many others have extended their premises much beyond the permissible limits. The congested Lower Bazaar and the Ram Bazaar areas abound with such encroachments. Hundreds of two room hutments have come up in the Krishna Nagar area, near the General Bus Stand on steep slopes. Most of these dwellings have been constructed on Municipal land are unauthorized and look ugly. In the Sabzi Mandi and the Anaj Mandi, scores of shopkeepers, who were allotted booths by the Municipal Corporation, have added extension, on the first floor.

Numerous buildings are in dilapidated condition. In many cases joint structures and properties under litigation are about to crumble. There have been at least three major building collapses in Shimla during the last few years. Shimla is a hill town where recently a number of multi-storeyed RCC framed structures have come up for residential or commercial purposes in private sector. In a number of such constructions, structural designs have not been followed.

Mounting pressure on land resources: The original structure of city was designed for 25000 persons at pedestrian scale. Population of the city and migration to it has increased manifolds. The housing stock, water supply, transportation, sewerage, electricity supply and tourist infrastructure are under stress and strain. Every conceivable space has been utilized for constructions and to cater for infrastructural requirements. Thus Shimla has exhausted all physical thresholds and any more development shall be at the cost of health of the city at exorbitant costs. The immense pressure on land resources has led to environmental degradation. Shimla has reduced to a hazardous city. It has congested built-up areas. Common problems of the city are the disturbance to natural profile of land by cutting of terrain for constructions, haphazard development, traffic hazards, overconcentration in the Central area, unauthorized constructions, encroachments on roads and public land, mixed land use, lack of integration between place of work and place of living discrimination between population growth and urban infrastructure development, garbage nuisance and scanty care of natural and built heritage. Land, Water, Air and noise pollution and vegetation loss have grossly affected its eco-system. High rate of construction activity is damaging the natural setting as well as its scenic beauty. Increasing depth of water table has also become a prime concern. The greed and selfishness and thereby materialistic and consumerism attitude have taken over almost all spheres of life.

Climatic variations: Increasing heat in summers, declining quantum of show in winters, unusual behaviour of monsoon and frequent dry spells are the prime climatic concerns. The highest temperature during summer months of May-June goes even more than 300 C. Temperature, however goes down even - 40 C during winters.

Stress on green cover: Spread over seven hills/ spurs, covered with various tree species of deodar, pine, Oak, Kail, Rai and rhododendron, Shimla has lush green environs. Shimla is known for its City Forests. Some common fruit trees are Apple, Almond, Cherry and Plum. Depleting green cover due to massive constructions is the prime concern. Wild life is vanishing or migrating to greener pastures. Uncollected garbage finds its way to the ravines, spoiling the entire serene ambience provided by the landscape. Vide Notification No. HIM/TP-RW-AZR/2000-III dated 11.8.2000, besides delineation of Core and Restricted Areas, all areas possessing substantial green cover, but not classified as forest, whether in public or private ownership were designated as Green Belts and only reconstruction on old lines was allowed therein. The 17 green belts identified and notified vide notification No.HIM/TP-RW-AZR/2000-III dated 7.12.2000 included Tutikandi Forest bounded by Bye- pass and Cart road,- Nabha Forest, Phagli-Lalpani Forest, Bemloe Forest, Himland Forest, Khalini, Chhota Shimla Forest, Chhota Shimla Forest above Cart road, Kasumpti Forest, Charlie Villa Forest, Forest between Himfed Petrol Pump and Secretariat, Jakhu Forest (3 portions), Bharari-Shankli-Ruldu Bhatta Area in between Boileauganj.

Green Belt in Chaura Maidan Area -Chaura Maidan known as Ellesium Hill. Presently as per revenue records, the identified green belts in Shimla Planning Area are spread over 414 hectares, out of which 76% area is either under Govt. Land/ forests and 24% is Private land/properties.

Expanding Shimla Locations, on either side of cart road/ National Highway-22, Circular Road and Mall Road or in vicinity thereof, there is already inadequate width of the roads, a heavy traffic load, inadequate parking lots to cater even for present requirements and mixed traffic. The Core wherein many green pockets are situated, comprising of most of the Shimla, possess a precious natural and built heritage, requiring preservation for posterity at any cost. Indiscriminate tapping of natural resources in terms of wood and stone, construction of roads, has led to loss of scenic beauty of green cover in the city and its surroundings, which has been acting as a major tourist attraction, throughout the year. As majority of tourists visit Shimla for pleasure and site seeing, it is imperative that areas with predominant green cover are to be preserved.

R.C.C. Construction Threatening Green Belt in Jakhoo Area Furthermore green cover is required to be increased for the vital cause of environment and betterment of eco-system of future Shimla. Shimla also falls in seismic Zone-IV and is also susceptible for earthquakes. Vertical buildings have led to manifold increase in pressure on land resources and added to traffic problems, besides they look ugly over hill slopes and are hated by the tourists, against the serene natural landscape and green cover.

The eco-tourism development approach based on natural preservation imperatives, recognized to be most suited for Shimla also call for utmost care in preservation of traditional green cover, on one hand and plantation of evergreen long lasting trees, on the other. Recognition and implementation of interface between tourism, heritage and environment is foremost requirement. Congested built up areas, traffic hazards, over-concentration of the central part, unauthorized constructions, land degradation, mixed landuse, lack of integration between place of work and place of living and mismatch between population and urban infrastructure development are the common problems of Shimla, which are required to be tackled by restricting construction activities in central Shimla, including green areas, comprising of even the private ownerships. Conservation of the environmental quality of Shimla is possible through careful planning taking into consideration the ecological paradigms. Respect for the environmental paradigms in development planning can make the state capital not only to perform its political function, but also continue to act as an attractive location for national and international tourism.

Sinking/ Sliding Areas Geologically week areas identified as highly sinking prone areas which includes the Northern slopes of the Ridge extending upto the Grand Hotel in the West covering Lakkar Bazar including Central School extending to Auckland Nursery School then down to Dhobi Ghat below the Idgah electric Sub-Station and sliding areas which includes Laddakhi Muhalla (Krishna Nagar) and the spur below the Directorate of Education Department and surrounding areas of Hotel Clark’s are prone for hazardous.

Geo-hazards: There is a constant environmental and aesthetic degradation. Once quaint and tranquil, now melancholy shadows of its glorious past. Increased commercial activity, unplanned physical growth and influx of rural population, along tourists have ruptured the fragile relationship between the built form and nature. All this has resulted in denuding the mountain slopes of majestic tree-cover-making way for more asphalt roads and concrete buildings. Metamorphosed Himalayan system has Shali series, permo- carboniferous, Pre- Cambrian archcan group of rocks and hard sedimentary rocks. It has mountainous and sandy soil. Shimla city and its surrounding areas have a complicated physiography due to tectonic events, folding, faulting and thrusting processes, resulting inversion of topography and formation of irregular landforms. On account of predominance of dolomite and lime stone rocks, landslides are common. As rocks are unstable, dislocation of buildings can occur. Being located in seismic zone, it is susceptible to earthquakes.

The recent two decades of organic growth, on account of overwhelming urbanization forces, resulted into eyesores on the townscape of Shimla, which may emerge death traps in the event of natural calamities like earthquakes, cloudbursts and landslides, for which the area is highly susceptible. As the city is now growing beyond its leaps and bounds, it has posed colossal environmental threats. Constructions carried on slopes are more dangerous. Even 450 slope is more than tolerable limits in order to cope up with the gravity of geo-hazards like earthquakes, landslides and dislocation of buildings. The following table shows requirement of natural state with the increase of slope:-

Localities like Cemetery, Sanjauli, Jiunu Colony, Chakkar, Katchi Ghati and Lower Bharari are susceptible to major mishaps during earthquakes whereby chain effect of collapse of building may affect many buildings on slopes down below. In such a situation, the strength of any individual building amidst the maze of weak and multi-storeyed buildings is likely to make a tangible difference. Utmost discipline in construction activities in accordance with ecological imperatives and to allow construction on limited slope, is the present day concern. In view of empirical observations of various important localities, havoc potential thereof has been assessed for densely populated localities and the same is given as under:-

Table: HAVOC POTENTIAL OF CONSTRUCTIONS IN MAJOR LOCALITIES.

Source:- Survey by TCP Deptt

From above table, the threats emanate as under:- I. Likely devastation during earthquake on slopes of more than II. 350 to 400 will multiply due to chain effect. III. High percentage of coverage with no tree/ greenery amidst congested localities and utmost disregard to natural drainage and cleanliness may cause pollution menace and casualties in fire. IV. More number of storeys coupled with high FAR and coverage and thereby no light, air and ventilation may lead to environmental chaos and thereby affect human health. V. High peak density of population may lead to more casualties during earthquake. As localities are thickly built with utmost disregard to roads, setbacks etc., no relief and rescue operations can be carried.

Dilapidating buildings, constructed many decades ago in the heart of city, give a shabby look. The localities of Sanjauli, Summerhill, Dhalli, Kasumpti, Shoghi, Totu and Ghanahatti have become veritable concrete jungle, leading to deterioration of environs. The Municipal Area has been dotted with slums and hutments of construction workers, even amidst the forest areas.

Massive Construction at Cemetery without Proper Accesses The localities which are susceptible for geo-hazards including likely devastation during earthquakes, landslides, collapse of buildings due to local disturbances, cloud thrusts etc. be identified and all remedial measures be taken by the

12 concerned organizations including Development Authority, Municipal Corporation, Town and Country Planning Department and Revenue Department, so that there is no threat to human lives in these areas.

Environmental Pollution Quantum of pollutants is increasing in the city due to massive toxics emerging from the various unmanaged sources. The air is contaminated with different pollutants such as SO2, Nox and SPM. As per information supplied by the State Environment Protection and Pollution Control Board existing quantum of pollutants is given below.

Source: H.P SEP&PCB The National Ambient Air Quality Standard (NAAQS) has setup a norm of 15 and 70 ug/m3 respectively at residential area, but table reveals that quantum of such toxic trends are being mushrooming over city as a whole over the period of time. As a resultant, there is ill effect on various systems of human settlement and ecology. Similarly, concentration of suspended Particular Matter in residential area is increasing at faster rate. The level of pollution in commercial areas is increasing and the same is shown as under:-

Source: H.P SEP&PCB The table reveals that existing quantum of SO2 and Nox pollutants are increasing over the period of time in commercial areas, due to multifold increase of commercial activities in and around the city. Permissible limit of SO2 & Nox is 60 ug/m3 in commercial areas as per the NAAQS norm. In addition, Suspended Particular Matter is increasing at faster rate as against norms of 140 ug/m3 as given below.

. 5.8.3 Noise Pollution Noise pollution is also increasing as against the given norms of 55 dB for day and 45 dB for night at residential locality. In commercial area same level is 65dB for day and 55 dB night as given below:-

Noise pollution is exceeding as against the given norms at night and day time as given in table for localities, due to massive concentration of residential and commercial activities. The highest noise level is recorded in ISBT area followed by H.P Secretariat area. In addition, noise level is also high in city commercial areas like Lower Bazaar, Lakkar Bazaar, Sanjauli and Khalini localities. Besides, water is also contaminated by sewerage and drain wastewater. Water is also not of good quality as per norm due to waste and toxic suspended material over ground.

INFRASTRUCTURAL, TRAFFIC AND TRANSPORTATION CHAOS: The aging drainage and sewerage system has become a nightmare for residents of central Shimla. The faulty pipe lines are posing threats. The entire municipal area and potential locations along highways are witnessing haphazard growth in absence of proper services infrastructure including accesses, water supply, sanitation, electrification and open spaces.

On account of limited road width and as a resultant of manifold increase in number of automobiles and regional heavy traffic, entire peace and tranquillity of the city has been disturbed. Traffic jams, bottlenecks, delays and accidents have become common. The problems in peak hours of morning and evening are severe. Besides wastage of man-hours, lot of fuel is wasted and air is polluted. As there is no scope for expansion of roads in central areas due to prevalence of structures on both sides, traffic problems have multiplied. There is an acute problem of water supply in summer season. Due to old water supply system, leakages are common. Sometimes water supplied is turbid and lacks proper treatment. The choking of sewers, disposed of untreated sewage and open defecation are common problems. The city lacks proper drainage. Generally there are open drains. Haphazard transactions of land, encroachments on drains and inadequate width of streets have led to a chaotic situation. On account of damage of drains by builders of houses and unauthorised cutting of land, the drainage system is frequently disrupted. Vehicles are parked on the roads, which leads to their choking. On account of mushrooming of ‘khokas’ along roads, expansion of roads and provision of parking is a stupendous task. The picturesque city of Shimla nestling amidst the mountains is therefore fast turning into a slum.

IMPERATIVES : Shimla, the premier British town, popularly known for its cleanliness, natural environs, heritage masterpieces, scenic beauty and commanding view of the mighty Himalayas has to be saved at any cost from increasing pollution, environmental degradation and ruin. As the city is bleeding and pleading, no more degradation should be allowed to take place. Overall green cover is enhanced by mobilizing the masses. The plantation be made mandatory. There must be blanket ban on cutting of trees. Its physical deterioration has to be dealt by paving way for detailed local level and problematic area plans and their implementation by community participation. Regular surveillance of well being of trees is required to be ensured by the requisite authorities. In order to tackle the pressure on Shimla at least 3 satellite towns along major highways and a counter magnet at an appreciable distance are required to be planned and developed. Green Shimla will be the panacea for most of the evils that have come to Shimla. An utmost discipline in carrying out construction activities in accordance with physical, environmental and ecological imperatives is the foremost necessity. Energy efficient solar passive housing be encouraged in the city. Discipline is also required in the disposal of debris at earmarked sites, so that the same neither harms tree cover nor goes down to the streams. Besides, statutory duty, it is the moral responsibility of Development Authority, Municipal Corporation, Shimla, Environmentalists, Heritage lovers, Spatial Planners and all those who have respect to their premier hill station to protect it for tourists, safeguard its beauty and take remedial measures to pave way through regulatory control along with conservative surgery to restore its basic character and make it efficient, viable, healthy, wealthy and vibrant city, which may continue to attract tourists from world over and cater for basic requirements of common man.

CHAPTERCHAPTER----3333 HAZARDHAZARD----RISKRISK ANALYSIS OF SHIMLA

1. Potential Hazards for Shimla City Shimla city is exposed to multiple Natural and Human induced hazards. They may include, but are not limited to the following:

1.1 Natural Hazards 1. Earthquake 2. Landslide 3. Land Sinking 4. Hailstorm 5. Severe Storms, including lightning and high winds (Thunderstorms) 6. Flash Flood/cloud Burst 7. Heavy Snow Falls

1.2 Human Induced Hazards 1. Accidents- Train, Road, Air 2. Monkey Menace 3. Traffic Jams 4. Tree Falling 5. Fires: Household, Forest 6. Lift Disorder 7. Stampede 8. Utilities Failure: Energy, Telecommunication, Water and Sewerage System

Figure 4 Potential hazards for Shimla city

NATURAL HAZARDS IN SHIMLA Shimla due to its geological features and location is exposed to various natural hazards. The details of probable Natural Hazards are as under:

1. Earthquake History of Earthquake in Himachal Pradesh The North-Western fringe of Himalayas is bounded by two major thrusts namely Main Central Thrust and Main Boundary Fault running parallel to the axis. Himachal State therefore, falls in most active seismic zones-IV and V. Shimla being capital and most important city of the State has multifaceted functions. There is a mounting pressure of urbanization forces, whereby the city is susceptible to various hazards like earthquakes, landslides, cloudbursts and fire. In order to ensure safety and preparedness for these hazards, it is imperative to devise a pre-disaster mitigation plan for the Shimla city. Himachal Pradesh lies almost entirely in the Himalayan Mountains, and is part of the Punjab Himalayas. Due to its location, it weathers dozens of mild earthquakes every year. Large earthquakes have occurred in all parts of the state, the biggest being the Kangra Earthquake of 1905. The Himalayan Frontal Thrust, the Main boundary Thrust, the Karol, the Giri, Jutogh and Nahan thrusts lie in this region. Besides that, there are scores of smaller faults, like the Kaurik Fault which triggered the 1975 earthquake. However, it must be stated that proximity to faults does not necessarily translate into a higher hazard as compared to areas located further away, as damage from earthquakes depends on numerous factors such as subsurface geology as well as adherence to the building codes and population density etc. Table 9 Past Earthquakes in Himachal Pradesh Date Locations Affected Magnitude Damage 4th April 1905 Kangra 7.8 • 20,000 people died • 53,000 domestic animals perished • 1,00,000 houses destroyed • Economic cost of recovery 2.9 million rupees 1st June 1945 Chamba 6.5 NA 19 th January 1975 Kinnaur 6.8 • 60 people dies • 100 badly injured • 2000 dwellings devastated • 2500 people rendered homeless 26 th April 1986 Dharmshala 5.5 • people dies • Extensively damage to buildings • Loss estimated at 65 crotre 1st April 1994 Chamba 4.5 NA 24 th March 1995 Chamba 4.9 • Faresome shaking • More than 70% houses developed cracks 29 th july 1997 Sundar Nagar 5 • Damage to about 1000 houses

Annexure- 8 Earthquake Hazard Map of Himachal Pradesh

• Seismic Hazard Chamba, Kullu, Kangra, Una, Hamirpur, Mandi, and Figure 5 Seismic hazard map Bilaspur Districts lie in Zone V. The remaining districts of Lahaul & Spiti, Kinnaur, Shimla, Solan and Sirmaur lie in Zone IV. Since the earthquake database in India is still incomplete, especially with regard to earthquakes prior to the historical period (before 1800 A.D.), these zones offer a rough guide of the earthquake hazard in any particular region and need to be regularly updated.

• Earthquakes in Shimla Shimla is situated on mountainous Middle Himalayas, which form the last traverse spur of the Central Himalayas, south of the river Satluj. The city is spread across twenty six kilometres along a ridge that overlooks terrace cultivated hillsides. Administratively, The Municipal Corporation Shimla looks after the civil management. The municipal area is further divided into twenty five wards. The unique setting of Shimla district is that it is bounded by two major thrusts, the Main Central Thrust (MCT) & Main Boundary Fault (MBF). Other thrusts present in the region, such as the Jwalamukhi Thrusts and the Drang Thrust, result in several other lineaments piercing the zone into fractured and faulted blocks and active faults enhancing the structural discontinuities. The region has experienced frequent mild tremors and periodic major earthquakes in the past, and will continue to do so in the future. Shimla can expect maximum peak ground acceleration (PGA) of 4.0 meters per Second Square. This suggests that Shimla can expect an earthquake of seismic intensity of VIII on the Modified Mercalli (MM) Intensity Scale. MM VIII indicates that there can be slight damage in specially designed structures; considerable in ordinary substantial buildings; and great damage in poorly built structures. Panel Walls can be thrown out of frame structures. Chimneys, factory stacks, columns, walls and monuments can collapse. Heavy furniture can get overturned. Sand and mud can get ejected in small amounts. Changes can be caused in water levels. Most of the structures in Shimla fall in the ‘poor built’ classification. Earthquake induced ground failure can be expected along the northern slopes of the ridge, i.e. in Lakkar Bazar, New Shimla and Vikas Nagar, Ruldu Bhatha.

2. Landslide Landslide in Himachal Pradesh: Landslide is the most common hazard in Himachal Pradesh, which causes immense risk to life and property. Almost every year the state is affected by one or more major landslides affecting the society in many ways. Loss of life, damage of houses, roads, means of communication, agricultural land, are some of the major consequences of landslides. The fragile nature of rocks forming the mountains, along with the climatic conditions and various anthropogenic activities has made the state vulnerable to the Landslides. District wise landslide vulnerability in the State is as follows.

Annexure- 9 Landslide Hazard Map of Himachal Pradesh

Landslide Hazards in Shimla: Landslides are slippery masses of rock, earth or debris which move by force of their own weight down mountain slopes or river banks OR Landslides are downslide movement of soil, debris or rocks, resulting from natural causes, vibrations, overburden of rock material, removal of lateral supports, change in the water content of rock or soil bodies, blocked drainage etc. Landslide is the most common disaster in Himachal Pradesh and Shimla which causes immense loss of infrastructure, property and sometimes life too. At present, according to gross yet reliable estimates, landslides occupy about one percent of the land surface in the five central districts of Himachal Pradesh. They have a total volume of more than 2.2 X 106 m3 and a mean age of 6.5 years. This helps to evaluate the denudation rate, which is about 12 mm/year (all erosive process). The fragile nature of rocks forming the mountains along with climatic condition and various anthropogenic activities has made the state vulnerable to the vagaries of nature. Besides earthquakes, landslides are the other geological hazards that are common and peculiar to state. Unscientific land use and unplanned expansion of urban areas is also overloading and destabilizing the slopes in the towns and cities such as Shimla. Overloaded slopes may initially cause only minor landslides, but at later stage could trigger larger landslides. The state capital Shimla is also sinking at several places due to digging of slopes for construction and infrastructure development. First major landslide occurred in Shimla in February 1971 when a large northern portion of the Ridge slumped down threatening the safety of reservoirs below. Since then many areas of the town have become prone to landslides and situation worsens during rainy season when vulnerable roads are washed away at many places.

Photograph 3:- Devastating Landslides in Totu, Shima

• Reasons behind landslides: Geologically weak material: Weathered materials, jointed or fissured materials, contrast in permeability and contrast in stiffness (stiff, dense material over plastic materials). Erosion: Wave erosion of slope toe, glacial erosion of slope toe, subterranean erosion (Deposition loading slope or its crest, Vegetation removal. Intense rainfall: Storms that produce intense rainfall for periods as short as several hours or have a more moderate intensity lasting several days have triggered abundant landslides. Human Excavation of slope and its toe, loading of slope/toe, draw down in reservoir, mining, deforestation, irrigation, vibration/blast, water leakage from services. Earthquake shaking could trigger landslides in many different topographic and geologic settings. Rock falls, soil slides and rockslides from steep slopes involving relatively thin or shallow dis- aggregated soils or rock, or both have been the most abundant types of landslides triggered by historical earthquakes.

Volcanic eruption deposition of loose volcanic ash on hill sides commonly followed by accelerated erosion and frequent mud or debris flows triggered by intense rainfall. The problem of landslides is common and frequent in Shimla. Almost every year the whole district is affected by one or more major landslides affecting society in many ways. Loss of life, damage to houses, roads, and means of communication, agricultural land and floods are some of the major consequence of landsides in the region. The temporal occurrence of landslides with a peak in the month of monsoon suggests that landslides are directly related to monsoons. These prolong rainfall trigger landslides in the region, eventually jeopardising the stability of the hill as a whole. The vulnerability of the geologically young, unstable and fragile rocks of the state has increased many times in the recent past due to various unscientific developmental activities. Deforestation, unscientific road construction, terracing and water intensive agricultural practices, encroachment on steep hill slopes are the anthropogenic activities which have increased the intensity and frequency of landslides. Among the man induced causes, road construction in the hilly terrain is more responsible for landslides. The quantum of the damage by unscientific road construction may be judge by scientific research, which states that one kilometre of road construction in the Himalayas needs removal of 60,000 cubic metres of debris. Due to this and other anthropogenic activities, landslides have become a regular occurrence in the state, especially during the rainy season. The Geological Survey of India (GSI) is also currently updating its earlier studies on the town to assess the disaster- causing potential of its unstable slopes. GSI's Deputy Director-General PN Razdan says, "The problem of landslides in Shimla town is aggravating and we feel that the town needs urgent treatment for this. Our study will identify the vulnerable areas and suggest remedial measures."

Sinking Zone in Shimla: Recent geological studies indicate that roughly 25% of the old town is in the sinking zone, and unless improvements are made in the drainage and sewerage systems of the upper reaches, more could go under. Geologists say that when the famous Ridge of Shimla was constructed, the hilltop was sliced and all the debris was dumped on its northern slopes. Though it has compacted over the years, many parts of Lakkar Bazar and Rivoli bus stand do show a downward creeping movement. Slopes have become overloaded, and buildings in several heavily crowded localities in the central part of the town have become unsafe as they fall in the sinking zone. The Ridge is not only a portion of land in Shimla; it contains its life line. The water reservoir beneath it has storage of ten lac gallons of water. The reservoir was constructed without using a ounce of cement in the eighteen eighties and only lime morter has been used. A major port on of the flat land consist debris and has resulted into so called sinking zone. Geologically weak areas, identified as highly sinking prone areas, which include the northern slope of the Ridge extending upto Grand Hotel in the west, covering Lakkar Bazaar, Central School, upto Auckland Nursery School, Dhobi Ghat below Idgah electric sub-station and sliding areas, including Ladakhi Mohalla, the spur below the office of the Director of education and surrounding areas of Clark’s Hotel are also integral parts of green vertical buildings have led to manifold increase in pressure on land resources and urban infrastructure development are the common problems of Shimla. Any further addition of load is likely to be hazardous in these areas.

3. Severe Storms, including lightining & high winds (Thunderstorms): Every year severe storms, lighting and high winds cause huge loss to the economy of Shimla City. It results into tree falling, damage to electricity supply wires, telephone cables, street lights, etc. Due to tree falling much time it causes loss to life, buildings or vehicles. As per the BMTPC wind hazard zone map of Himachal Pradesh it is visible that Shimla lies in moderate damage risk zone.Winds are generally light throughout the year.

The mean wind speed for Shimla for different months is given below:

Table 10 Mean wind speed in km/hr

Annexure – 10 Wind Hazard Map of Himachal Pradesh

4. Cloud Burst: A cloudburst is an extreme amount of precipitation, sometimes with hail and thunder, which normally lasts no longer than a few minutes but is capable of creating flood conditions. Flash floods, short lived extreme events, which usually occur under slowly moving or stationary thunderstorms, lasting less than 24 hours are a common disaster in state. As a result of the high velocity of the current which can wash away all obstacles in its way, this phenomenon has resulted in enormous loss of life and property in various parts of the region. Prolong monsoons increased the threat of facing cloudburst in Shimla which will cause huge loss to the city. Though there is no recorded history of cloudburst in Shimla City but the vulnerability of the town to this hazard cannot be ruled out.

5. Heavy Snow Falls: The climate of Shimla is extremely cold during winters. Snowfall in Shimla occurs during the winter months. The temperature of Shimla city and its adjoining ecosystem varies between minus 7 degrees and 10 degrees in winter. Shimla snowfall usually occurs during December and February. It is worth mentioning that the effect of global warming and greenhouse gas emissions is acutely felt in Shimla. The blatant proof of global warming can easily be found in Shimla- snowfall has decreased over a period of time. The time of snowfall has also changed, even a few years ago it occurred during the month of December; now snowfall can be expected only after the new year has safely passed-after the fifteenth of January.

HUMAN INDUCED HAZARDS

(i) Accidents- Train, Road: On account of limited road width and as a result of manifold increase in number of automobiles and regional heavy traffic, entire peace and tranquillity of the city has been disturbed. Traffic jams, bottlenecks, delays and accidents have become common. The problems in peak hours of morning and evening are severe. Besides wastage of man-hours, lot of fuel is wasted and air is polluted. As there is no scope for expansion of roads in central areas due to prevalence of structures on both sides, traffic problems have multiplied. Gradually the population pressure is increasing in Shimla and simultaneously the pressure of vehicles. In peak tourist season this crowd of vehicles multiplies. Also, the poor road conditions and bad driving cause accidents increased the number of accidents in Shimla.

Photograph 5: Road Accidents in Shimla

Apart from accidents Shimla town has serious problem or traffic congestion due to peculiar geography and age old construction. Moreover, the road infrastructure in the town was created in very old times to cater the needs of the then populations and little progress was made in this regards subsequently. With the passage of time the population and inflow of the tourist the traffic congestion has no taken a serious turn. Traffic jams cause huge loss to the economy and productivity of the city.

Train Accident: Shimla is having the Kalka-Shimla rail route, which has completed 100 years. This is one of the four narrow gauge rail routes on hill terrain in the country, the other three being the Darjeeling, Ooty and Pathankot - Jogindernagar routes. Started during the reign of Lord Curzon in November 1903, this rail route features in the Guinness Book of World Records for offering the steepest rise in altitude in the space of 96 kilometers. More than two-third of the track is curved, sometimes at angles as sharp as 48 degrees laid out on a 96 km long narrow gauge track that passes through 103 tunnels and across more than 800 bridges and viaducts, it is one of the most beautiful hill railways in India. There is always a threat of accident being occurred on this track. In 2008 the train got derailed and 1 person got died in that accident.

(ii) Monkey Menace: The monkey attacks have increased manifold in Shimla City in past few years. They bite the citizens, attack on tourists and destroy the crops as well. In upcoming days if some strong initiative has been not taken monkey menace will cause huge loss to the economy of Shimla City. At present there are around 60,000 monkeys present in the city.

(iii)Tree Falling Due to heavy monsoon, high winds, and age of the trees, falling trees are another big hazard which Shimla people face frequently. It causes loss to property and lives. Last year the damage caused to public and private property worth lakhs of rupees across Shimla in one month as nearly 10 deodar trees fell and has created panic among residents.

Photograph 7: Tree Falling (iii) Fires:

Forest Fires are not very much prominent in Shimla City. In Shimla the old historical buildings are made up of wood and also in present buildings as well the flooring etc is made up of wood. Every winter household’s fires are very common which caused due to overheating, electric fires, etc.The main cause behind the fires in Shimla are human induced. The old wooden structures, congested construction, poor and old wiring and resultant short circuit, rising temperature and extended dry spells are some of the main reasons behind fire hazard in the city. Fire department is mainly responsible for rapid assessment phase. In Shimla there are five fire stations situated at different places but still the department is devoid of adequate number of staff personnel and equipment. The population within the city is increasing but their safety measures are not equally growing. Although the use of GIS has started but it is at a much initial stage and the use satellite imageries are negligible. In the context of fire the construction of houses or government departments are not based on “National Building Codes”. The high rise building like Secretariat, Municipal Corporation etc. is not fully equipped to response incase of a fire. After a fire incident no proper damage assessment is conducted by the responsible officer’s and only a tentative assessment is done. Below mentioned are some of the incidents of fire happened in last year in Shimla City:

• Gorton Castle Fire, 28 th June, 2014

The magnificent five story Gorton Castle building, one of the most striking specimens of a neo-Gothic architecture, was constructed in 1904 during the colonial rule, and British treated it as their official ‘Summer Session Secretariat’ before Independence. The building was designed by architect Sir Swinton Jacob, and presently the house of Accountant General of Himachal Pradesh. The capital city saw flames and smoke-clouds rising from the top of Gorton Castle, a marvelous architectural beauty, one of the most amazing British era heritage buildings. The fire broke out at about 3:30 am and continued till afternoon inspite of consistent efforts of fire brigade to control it. The reason is speculated to be either a

24 short circuit in one of the heating devices or some other similar circumstances. Nearby people and army official claimed hearing multiple cylinder blasts. The fire started from the front part of the fourth floor of the five story building and soon spread to lower levels. Almost everything present in top two floors, computers, record files and official documents, furniture etc. turned to ashes. The accurate amount of damage in terms of infrastructure is surely over many crores, however, the official details on the actual damage are still awaited. Fortunately, no one fell victim to the accident except a poor flying fox, which sat on the ground half-conscious. It was alive but seemed to have received some burns. Perhaps, it lived in the attic of the building.

Source: http://himachalwatcher.com/2014/01/28/fire-engulfs-heritage-shimla-gorton-castle-ag-office-in- picuture/#ixzz3NdsJ4DQ4

• Minto Court Fire, 1 st November 2014

On 1 st November, 2014, Saturday night, another heritage building, Minto Court near Indian Institute of Advance Studies, was lost in a fire break out. The building presently houses the office of Project Deepak of the Border Roads Organisation (BRO), an inter-services organization under the defence ministry. The estimate of the damage is suspected to have included many important documents. There was no report of any causalities or injuries to those present inside the building. Fire broke out at about 9 PM on the top floor of this three-storeyed building and then spread down to the second floor. The fire broke out was devastating and engulfed almost entire building. The reason for the fire break out isn’t clear yet. But most likely, a short-circuit would be blamed, as usual. The people present on the scene insisted that it wasn’t an accident. Also, one more noticeable aspect of these incidents is that most of these building were heritage property and housed Govt. office. The building was built during British rule in 1904, named after Lord Minto. It was built by the British, Raaja Bhasin, co-convener of the Himachal Pradesh chapter of Intach (Indian National Trust for Art and Cultural Heritage). It was built in half-timbered Tudor style including all frames made of wood.

Source: http://himachalwatcher.com/2014/11/02/deepak-project-fire-another-shimla-heritage-building-lost-accident-or- conspiracy/#ixzz3NdNIiqeG

(iv) Lift Disorder: Shimla local transportation is concentrated in and on the vicinity of the Ring road of Shimla city. The Ring road route covers the Main bus stand, Chhota Shimla, Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel and Boileauganj. There is a lift which connects the Cart Road to the Mall Road which is another means of transportation in the city. It has the capacity of 8 persons but in peak tourist season 10-15 people use to travel in this lift. This year also due to overburden this lift got dysfunction and 13 tourists got stuck into the lift.

(v) Stampede: Due to congestion especially in central Shimla the chances of stampede is very high. There are single paths in Lower Bazaar, Ram Bazaar and Sabzi Mandi area. If there is any miss happening occur it will result into stampede which due to congestion and slope terrain will cause huge loss. Also at temples in peak festival days huge crowd assembled and there is always a chance of facing stampede in crowded places. Incident of fire, earthquake or terrorist attack can also lead to such incidents.

(vi) Utility Failure: Being a capital city the dependency of public and government depends upon the supply of basic services like Energy, Telecommunications, Water Systems, Sewerage System, etc. The city was initially made for few thousand people and now it is serving the manifold population. It is also causing excess pressure on basic services like water and sanitation. Shimla being a capital city and having cold climatic conditions the energy consumption of city is very high. By increasing population pressure on the city the transportation demand is also increasing which is causing pressure as well. The dependency of public and government business relies completely on energy supplied. The supply of energy based on various small power plants any failure in these will create hurdle in energy supply and affect the economy directly and indirectly. Below given are the vital utility services of the Shimla city:

• Water Supply Water is vital renewable but finite resource. Water supply system in Shimla largely depends on the surface sources like springs, nallahs or streams for its safe water demand. Shimla had no systematic potable water supply till 1875. Later serious efforts were made when some land was acquired from the neighbouring Rana of Koti and first ever reservoir of 2MG (9 ML) capacity was constructed at Sanjauli in 1884 for systematic supply.

THE DETAILS OF EXISTING WATER SYSTEM Source Name / Transmission Year of Installed Quantity of Supply to SMC (MLD) River Name Type Start Capacity Water (MLD) Produced (MLD) Non Lean Lean Period Period Dhalli Catchment Gravity 1875 4.54 1.80 0.23 0.20 Area Cherot / agroti Pumping 1889 4.80 3.86 3.50 2.48 Nallah

Chair Nallah Pumping 1914 2.50 3.00 1.20 0.55 Nauti Khad Pumping 1924& 24.06 19.75 14.25 14.14 (Gumma) 1982 Ashwani Khad Pumping 1992 10.80 10.80 7.60 4.96 From River Giri Pumping 2008 20.00 20.00 15.00 12.00 Scheme Under Nautikhad Pumping 2008 4.54 4.54 2.50 2.30 Scheme Sub Total 71.24 66.38 44.28 36.63

DETAILS OF RESERVOIRS AND TANKS SERVING DIFFERENT ZONES Sr. No. Location of Tank Capacity (ML) Zones Served 1 Sanjauli Reservoir. 8.78 All zones

2 Ridge Reservoir. 4.63 Ridge, A.G. Office, Vice Regal, University, Kamna Devi, Chakkar and Totu 3 Mains Field 3.63 Mains field,High Court,BCS and Kasumpati 4 Mashobra. 3.00 Mashobra 5 Jakhoo Tanks. 0.13 Sanjauli and Ridge 6 Phagli. 0.13 Phagli 7 Jakhoo. 0.45 Sanjauli and Ridge 8 Shiv puri. 0.045 Mains Field 9 New Shimla. Sec -I. 0.023 Kasumpati 10 New Shimla Sec. -II. 0.023 Kasumpati 11 New Shimla Sec. -III 0.136 Kasumpati 12 Vikas Nagar. 0.136 Kasumpati 13 Vikas Nagar. 0.136 Kasumpati

14 Kasumpati 2.043 Kasumpati 15 New Shimla Sector -IV 0.30 Kasumpati 16 Dhingu Mandir 0.30 Dhalli and Sanjauli 17 North Oak. (O.H.) 0.05 Sanjauli 18 North Oak (U.G.) 0.1 0 Sanjauli 19 Engine Ghar.(Sanjauli) 0.3 0 Sanjauli 20 Bharari. 1.2 0 Bharari 21 Tuti Kandi.(Near 103 0.9 0 A.G. Office Tunnel). 22 Kamna Devi 0.30 Kamna Devi 23 Kelston. 0.3 0 Bharari 24 Corner House. 0.3 0 Sanjauli 25 Knowlls Wood. 0.9 0 B.C.S. 26 New Shimla Sector-III. 0.60 Kasumpti. 27 Tara Mata Mandir New 0.60 Kasumpti. Shimla. 28 Kali Bari-I 0.160 A.G.Office

29 Kali Bari-II 0.160 A.G.Office.

30 Sandal Chakkar. 0.90 Chakkar.

31 IIAS.(Summer Hill) 0.90 University.

32 Totu (Yet to be taken 1.60 Totu up)

Total: 33.13 ML

Demand and Supply As per records of the Department of Irrigation and Public Health, in lean period availability of water supply to the city is 12.38 mld, whereas 30.60 mld during non lean period. The installed capacity of water supply system is 47.40 mld against present availability of water intake sources of 39.21 mld. Cost of water supply is Rs. 28 per 1000 litres. The water supply is inadequate to city residents as well as Planning Area population due to rapid growth of population. Presently, as per 2001 Census, 1.74,789 persons are residing in Planning Area, which has been anticipated to increase to about 3, 18,560 persons for the year 2021. Existing water supply is not sufficient to rural settlements and water for these settlements is managed through local natural sources i.e ‘Baulies’, springs and nallah’s which have also been tapped for various Government water supply schemes.

Table 14 Projections of water requirement (2021) Sr. Sector Demand of water ( in MLD ) No. 2004 2021 1 Residential 24.50 39.00 2 Commercial 0.71 4.10 3 Institution 1.65 5.51 4 Industrial 1.2 5.1 5 Fire 1.31 4.6 6 Floating Population 8.07 15.57 Total 37.44 73.88

As 135 liter per capita per day water is required to residents, the same is being inadequately supplied due to acute shortage at water sources. So far as demand and supply is concerned, only 30 mld water is available, against demand of 39 mld. In order to cater water requirement of the city by the year 2021 reliable water sources like Giri River, availability of which is about 20 mld have been proposed to be tapped to augment the existing water supply system. It is imperative to adopt rainwater harvesting techniques and water conservation strategies to cater for the future requirements. A sum of Rs.78 Crore has been sanctioned by the Centre for early completion of the drinking water supply scheme for the state capital from the Giri river. 10 tube wells had also been installed. At present Rs. 70-80 crores are being invested every year on ensuring supply of water. The energy bill work out to the tune of Rs. 50.00 crores per year. Annexure - 11 Existing Water Supply System Figure 11 Existing and future scnerio of water requirement

100 80 60 40 MLD/Day)

Water Supply ( in ( Supply Water 20 0 Installed CapacityLean Period AvailableExisting DemandFuture Demand

Sewerage System Sewerage System is an essential urban utility and forms an integral part of physical planning. Sewerage system for Shimla was designed for a population of 18,000 persons in 1880. The system continued for around 100 years without any augmentation. Population in the intervening period has increased to about 1,50,000. As a result, system has become grossly inadequate. Therefore, due to excess load certain portions have led to frequent leakages, causing environmental hazards and air pollution. The State Government has now taken steps to modernise the system to manage the city sewage and sullage efficiently for congenial environment of Shimla city. This milestone dream has been fulfilled by the financial patronage of OPEC and State Govt. Therefore, the city has now systematic and properly designed sewerage system and most areas are covered with necessary sewerage networks.

Existing Sewerage System As per information received from City Sewerage Division, 192.7 km. long sewerage networks have been laid down in the entire urban area and adjoining rural areas. Sewerage Treatment plants have been installed at strategic locations namely, Lalpani, Dhalli, Malyana, North Disposal, Snowdon and Summer hill, having gross capacity of 36 mld. Sullage is also to be carried through sewer lines to the Treatment Plants. Zone wise Sewerage Treatment Plants are as under: Lalpani zone caters for half of the city population. It has a capacity of 19.35 mld. North disposal (Golcha) zone has capacity of 5.80 mld. Besides, treatment plants have also been proposed at Sanjauli and Malyana with a capacity of 4.44 mld. Keeping in view, the present as well as future population growth, Sewerage Treatment Plants have been proposed at Tutu, Rahai, Mashobra, Chharabra and Shoghi. The cost of sewerage per person is Rs. 1000.

Table 15 Zone-wise sewerage system and treatment plants Sr. No Location of Sewage Treatment Plant Capacity in MLD 1 Lalpani 19035 2 Dhali 0.76 3 Sanjauli & Malyana 4.44 4 North Disposal (Golcha) 5.80 5 Snowdon 1.80 6 Sumer Hill 3.93 Total 36.08

Solid Waste Management As estimated, the daily waste generation in Shimla City is approx. 90 MT. This translates into waste generation of 350 gms/capita/day. The collection of the waste through door to door collection and community bins is approx. 70-75 MT. Therefore 15-20 MT of waste could not be collected which leads to waste pilling. The waste gets accumulated day by day and exerts additional pressure on existing infrastructure which is already inadequate. Considering the resident and floating population for projection years, and waste generation @ 350 gms/capita/day (as per SWM DPR), the total waste generated as projected is given in Table 16.

Based on the land use survey, approx. 85% of the residential population is covered under door to door waste collection system, followed by 15% population dependent on the community bins for waste disposal. The rest of the population either dumps the waste in the open, incidence of burning waste has been les reported since inceptaion of door to door garbage collection system. The door to door waste collection has been initiated in all the wards; however the percentage population covered under this system varies from ward to ward. With regard to door-to-door collection scheme, most of the residents have outlined that system is effective. In absence of municipal door to door collection system, in several places, people

29 have arranged their own collection system. In case of big hotels and institutions (schools, colleges, offices), most of them have their own cleaning and sweeping staffs.

The Figure 2 is a schematic representation of the Municipal Solid Waste Management system within the boundary limits of Municipal Corporation of Shimla. The left column depicts the process flow for waste and the right column shows how the municipal and hazardous waste is being handled within the city.

Process Flow Waste Streams

Municipal Solid Waste Hazardous Waste

Informal Generation Households Commercial Markets Sector Clinical/Hospital

Construction Debris Door to Door collection Street Sweeping

Collection Disposal at notified Transportation sites

MSWM Facility Transportation

Presorting Unit Treatment

RDF In-vessal Composting Screening Bio-medical (200mm incinerator facility to 4mm)

Rejects, non recyclable Disposal materials Finished Compost Existing Disposal Facility

Fig. 2 Flow Chart for Current SWM Practices Followed in Shimla City

Table 3. Population growth and SWM generation in SMC area

Head/ Years 2011 2021 2031 2041 Resident Population (nos) 1,69, 758 2,56,883 3,49,361 4,18,296 Floating Population 76,000 1,00,000 1,25,000 1,50,000 Solid Waste Generation (MT) 86.01 124.91 166.03 198.90

Annexure - 12 Existing Sewerage System

Electricity Shimla Planning Area is divided into nine major zones. The Electric sub-stations are placed in accordance with population size and commercial activities. About 577 medium and large range capacity electric transformers have been installed at different places. Major power supply to city comes from the Dehar Power Station, Northern Grid and other power houses. Main Electric Station is located at Totu, which is supplying power to urban as well as rural areas. Two main divisions are City as well as Rural and Urban. City Division serves localities namely, Boileauganj, Ridge, Kalibadi and Sanjauli, whereas Rural and Urban division caters areas including Mashobra, Dhalli, Khalini, Jatog and Junga. The capacity details of transformers are as below:

Figure 12 and Table 17: Transformers and their capacities

(Source: ShimlaDivision 1&2 HPSEB)

Shimla is not having any heavy industry. Provisions of HT lines are existing Planning Area which accounts to 2.87 % of the total electric installation. In addition, 46.33 % of transformers having capacity of 250-500 kva are also installed followed by 20-200 kva, which constitute 32.17 % of the total installation. Spatial distribution of transformers is as below:

Figure 13 Spatial distribution of transformers

The table reveals that highest numbers of transformers are existing at Jatog, which accounts for 18.15 % of the total including Cantonment area followed by 13.63 % at Mashobra. Sanjauli zone caters 14.37 % of the total. In addition, 15.00 % of total transformers have been installed at the Ridge and the Mall areas, which is the major hub of the city as well as socio-cultural space of the Planning Area. Adjoining rural areas have also been provided with sufficient number of such facilities to cater for requirements of growing population efficiently. Numbers of different types of electric connections are as under:

Table 18 & Figure 14: Purpose-wise connection in Shimla

Domestic consumption of electricity in city is high as compared to other sectors on account of Shimla being an administrative and service city accommodating a huge influx of migrant population as well as possesses peculiar climatic conditions. Therefore, 82.80 % of the total connections are recorded in domestic sector followed by 13.39 % connections in commercial sector. 67796 connections have been recorded, out of\ which 54.05 % connections are in urban area and 45.95 % connections in rural areas. Percentage total rural and urban connections are given below:

Table 19 & figure 15: Total connection in Shimla

Drainage The Kufri- Dhalli- Sanjauli- Ridge-Totu spinal axis is a drainage divide of Shimla city. The tributaries on southern side go to the Yamuna and those on northern side to the Satluj. Encroachments on nallahs in the city is a common problem and same are susceptible to natural hazards like landslides, flooding and cloud bursts. Disposal of debris is choking natural drainage lines and the same is a matter of serious concern. The courses of many nallahs have been changed during the construction operations and such localities are witnessing drainage problems. There is no proper maintenance and cleanliness of drains along the roads. These aspects need proper attention. Many drains along he roads have been encroached upon.

Telecommunication Shimla is being served by extensive networks of telecommunications. Private communication providers like AirTel, Vodafone, Idea, Tata Indicom, Reliance and BSNL are providing efficient services to the masses. Telephone exchanges are spatially placed at strategic locations in Planning Area. Majority of households are enjoying communication. Thus, Shimla being a capital has efficient telecommunication networks as compared to other areas.

CHAPTER ––– 444 VULNERABILITY OF SHIMLA IN CONTEXT OF VARVARIIIIOUSOUS HAZARDS

Vulnerability is the degree to which people, property, resources, systems, cultural, economic, environmental, and social activity is susceptible to harm, degradation, or destruction on being exposed to any hazard on its activation. It has different dimensions and could be divided into five broad fields:

1) Natural: It is related with geography, geology, terrain, climate and biodiversity of any place which increase its vulnerability for various hazards.

2) Physical: It is related with infrastructure, development process of any place which makes it vulnerable for various hazards.

3) Social: It is the societal composition, cultural values and belief system which increase the vulnerability of any city towards any hazard.

4) Economic: The economic features of Shimla make it vulnerable for various hazards.

5) Institutional: It includes the institutional capacities to deal with any emergency situation which affect the vulnerability of any place.

Vulnerability of Shimla in context of each of the hazard is explained below:

I. VULNERABILITY ASSOCIATED WITH NATURAL HAZARDS

1. Vulnerability of Shimla in relation to Earthquake Hazards

(a) Natural:

(i) As Shimla located in seismic zone IV it is highly vulnerable to face an earthquake. Even if the epicentre of the earthquake is outside Shimla City it is expected to cause huge loss to the city because it is surrounded by the area which is at zone V and zone IV, it means if the earthquake epicentre will be outside Shimla it will create huge loss here.

(ii) Shimla lies in sinking zone as well and having soft soil. Shimla's northern slope of the historic Ridge, an open space just above the Mall extending to Grand Hotel in the west and the Lakkar Bazar in the east, is sinking. This again increases the vulnerability of the city. As after an earthquake, landslides gets triggered automatically and being in sinking zone the vulnerability of the city for the after effects of earthquake gets multiplied.

(iii) The terrain of mountains may hinder the rescue and relief work as it happen in Sikkim hence it is again increasing the vulnerability of Shimla city.

(b) Physical:

(i) Population Congestion

The peculiar feature of Shimla demographics is that the real population on the ground is almost double the number of the natives residing in Shimla city. This is due to the fact of Shimla being a tourist attraction; at any time of the year the number of tourists visiting Shimla is equal or more than the local residents.

Figure: Population of Shimla District

Source: http://www.census2011.co.in/census/district/239 -shimla.html

Table: Population of Shimla Urban (Census 2011) Shimla Urban Total Male Female 1,69,578 93,152 76,426

(ii) Slopes and Terrain Majority of localities in Shimla Planning Area with massive construction of buildings on slopes without adhering to provisions of seismic building code and earthquakes resistance measures, are vulnerable to hazards. Localities like Sanja uli, Lower Bazaar, Fingask and Ram Bazaar are prone to disasters. Majority of houses are old and have less load bearing capacity and structurally poor resistaresistannce.ce. So far as landslides are concerned, areas like Katchighati, New Shimla Phase III, Chakker, To tu and Cemetery localities are vulnerable to hazards. The city is also susceptible to fire hazards in view of wooden Dhajji walls of houses in areas of Grain market, Lower Bazaar and Lakkar Bazaar of city. Provision of sufficient fire hydrants at every war d level is inadequate. Only core area of city is equipped with this facility. It is imperative to develop fire hydrants net - works in other areas to ensure preparedness for the fire hazards.

(iii) Transport Network Shimla town has serious problem or traff ic congestion due to peculiar geography and age old conconstruction.struction. Moreover, the road infrastructure in the town was c reated in very old times to cater to the needs of the then populations and little progress was made in this regards subsequently. With the passage of time the population and inflow of the tourist increased resulting into increased traffic congestion. Educational institution particularly the schools are the places of traffic bottlenecks which are characterized by regular traffics jam. Around 2 00 vehicles are registered in the city every day. During the busy tourist season around 3,000 tourist vehicles also fight for space on Shimla’s narrow roads.

(iv) Rapid Unplanned Growth Planned for a maximum population of 16,000, the town now supports 2,3 6,000, as per provisional census figures for 2011. Shimla has seen a very rapid population growth during the last three decades due to huge housinhousingg and tourism demands. This combined with a lack of planning and haphazard growth has resulted in the construconstrucc tion of

35 buildings on steep and unstable slopes with improper construction practices. High priority lifeline structures like hospitals, power stations, telecommunication installations and water supply stations are located in high vulnerability area with poor connectivity. Weak enforcement of byelaws and poor emergency management capacity has added to the risk.

(v) Distorted Land Use and Building Utilisation The major land use is residential, which is estimated at 75% of the total builtup area. Seven percent of the residential buildings accommodate street level commercial activities. Areas such as Mall Road, Lower Bazar, Krishna Nagar, Summer Hill and Totu are highly commercialised where upto 50% of the total buildings are used for commercial purposes. There is only 4% of total building stock that is used by institutions and facilities such as schools, offices, hospitals, post offices, power stations, water works, and places for worship which could be utilised as community shelters. The built up areas have very few and small open spaces in most of the municipal wards. The city development plan of Shimla City reflects that in the city only 0.41 % area is meant as parks and open spaces. It would be really a wrong caution for the Shimla City to come out in the open ground when there is an earthquake because Shimla hardly have any. It is again increasing the vulnerability of Shimla.

(vi) Poor Accessibility Accessibility within the city is extremely poor. 72% of all buildings are not accessible by trafficable roads. Out of that, 38% are accessible through pedestrian paths and stair ways with less than one meter in width. Certain areas are built on such steep slopes and with such poor accessibility that in case of a building collapse there will be no escape routes. Many of the trafficable roads too are in such locations that in case of earthquake induced landslides or building collapse on the slopes above the roads, they will get blocked. This can lead to the cutting off of critical rescue and relief routes.

(vii) Inadequate Infrastructure and Lifeline Services There is a serious lack of infrastructure facilities in the city. There is an acute shortage of water, especially in summers, poor sewerage network coverage and inadequate medical facilities. The primary emergency management service, the fire service is grossly ill equipped and understaffed. There are three fire stations with six fire hydrants and one hundred fire fighters servicing a total population of 1,40,000 in the city and, in addition, the population of the surrounding rural areas.

(viii) Poor Building Conditions A ban on forest cutting and high price of timber has led to a rapid shift towards alternative construction materials such as bricks, cement and iron. Reinforced Cement Concrete (RCC) and bricks have become prevalent, but without proper understanding amongst local construction workers on how to use these materials. Shimla has about 12,700 buildings with an average of fifteen occupants per building. The building condition is extremely bad in the wards of Mall Road, Krishna Nagar, Ruldu Bhata, Ram Bazar, Phagli Nabha and Khalini. Buildings classified under ‘very poor’ condition in these wards reach upto 72.70% of the total, which is much higher than the city’s average of thirty six percent. One reason behind this is the lack of maintenance due to the fact that tenants are occupying these buildings on very low rents, and neither tenants nor owners are willing to invest in maintenance. In older parts of the city, poor maintenance, and in newer poor workmanship, has resulted in buildings that will be unable to withstand the expected ground shaking. According to the Town & Country Planning Department only 1.52 per cent of the buildings of Shimla are safe and not prone to earthquakes. A large number of buildings in Shimla are liable to damage in a high-intensity quake. According to the current statistics 78.64 per cent of buildings fall in category A, followed by 12.96 per cent in category B, 6.88 per cent in category C and 1.52 per cent in category X.

Photograph 13:- Employment Exchange, Shimla (Poor Building Condition) 36

Table 21 Vulnerability and type of buildings in Himachal Pradesh

Category of Features Impact of Earthquake % Building A Made of mud, abode and random Suffer partial damage 78064 stones B Made of large blocks and poor Liable to develop deep cracks 12.96 quality of timber C Reinforced buildings Omly Small Cracks 6.88 X Seismic safe Totally Sate 1.52

Most of the buildings that have been categorised as A, may have ignored the traditional practices of seismic proofing such as dhajji and incorporation of wooden beams,” he said. There is no specific study or date is available that reflects on the earthquake vulnerability of the buildings. There is a vulnerability atlas for the country based on a building census for the year 1991 for Shimla and as per the census, only 1. 52 per cent buildings are safe. At present, Shimla has 187 buildings with more than five floors. These include a 12-storey commercial building being constructed by Jagson International Ltd, an eight-storey building of Oberoi group’s five-star hotel Cecil and a 10- storey building of the Himachal Pradesh High Court. ix) Inappropriate Building Heights Building height is very important in calculating risk. Approximately 50% of the buildings in Shimla are more than two stories high. 24% of the buildings in Shimla are more than two stories high. 24% of the buildings have 3-4 stories, which is violating the building bye laws. New buildings of three to four stories constructed along steep slopes in the city, 40% of which are on loose land-fill soil without compaction, pose a grave threat to the occupants and those in the vicinity. The building construction activity itself also has an adverse impact on the soil condition, setting a cycle of deteriorating vulnerability. x) Old Buildings Approximately 15% of Shimla’s buildings were constructed before 1925. The distribution of these buildings varies from 1% in New Shimla to 60% in the Mall Road area. At the city level, about 25% of the houses are more than 60 years old; 13% are between 50-60 years. Another 25% are in the age group of 25% are in the age group of 20-50 years. About 50% of the old structures are not properly maintained and are in very poor condition, prone to collapse even due to heavy rains or a minor earthquake. In most of the wooden structures the wood has decayed and joints and other joineries are displaced. The lack of adequate space between buildings increases the vulnerability of structures adjoining these old and unstable buildings. xi) Poor Enforcement of Laws About 27% of the buildings were constructed before 1971, the year when seismic codes were first introduced by the Public Works Department. Buildings in Shimla flout the design as well construction codes. Even after the introduction of the codes, most engineers, masons, and other persons associated with building construction are either unaware about the earthquake resistant structures. There is a provision for building inspectors to examine the buildings at different stages of construction, but acute shortage and poor training of staff renders this provision useless. As a result of all this, more than 80% of all existing buildings do not meet the seismic code standards. The Department of Town and Country Planning (TCP) has made the amendment in the Section 39-C of the TCP Act 1977 and Rules 19 (E), relating to compounding and retention for public objections. Once this process is over, thousands of buildings with major violations in the 34 Special Areas and 20 Planning Areas in the state would be regularised. As per the fifth retention policy in the state the 50 per cent deviation from the approved building plan will be compounded and to make matters worse as now an additional storey will also be regularised in restricted 37 areas in places like Shimla, Manali, Dalhousie and Dharamshala. It was at the behest of the opinion of the Law Department that the amendment is being brought about as it was said the earlier retention policies lacked the legal backing, which was necessary. According to the planners and architects only 25 per cent deviation from the approved building plan should be allowed under the fifth retention policy but with pressure from influential people this was straightaway raised to 50 per cent, defeating the entire purpose of the TCP Act and the rules. As if 50 per cent deviation from the permissible limit was not enough, the projections have been excluded from this. Earlier, four storeys and one parking floor were allowed in restricted areas but under the new retention policy one extra floor will be regularised. The only saving grace is that this retention policy shall not be applicable in the green, heritage and core areas as defined in the development plan. Moreover, it will also not apply to builders and on the eight mts. controlled width on the national highways. The government has also been strict with respect to violations in buildings having more than 1.50-m construction above the national highways and state highways on the valley side as they will not be compounded. In case of constructions in the sliding or sinking area, only two storeys will be compoundable subject to the recommendation of the geologist.

(c) Social: The awareness level of the society regarding earthquake is very low. Being highly exposed to the earthquake disaster and living in a vulnerable location with poor awareness level magnify the vulnerability of the community. Neither the government nor the citizens are ready to face the earthquake. This will increase the loss after an earthquake. Although the whole Shimla is equally vulnerable but the poor population is living in the most vulnerable locations i.e. on slopes and sinking zones. Their exposure makes them more vulnerable to face the effects of an earthquake. Below the table reflects the age composition of the population. It reflects that around 60% population belongs to the productive age and if they face some accident or life loss it will cause adverse impact on the community.

(d) Economic: The Shimla economy is mainly dependent upon the revenue from travel and tourism industry and the agriculture and horticulture in the region. The majority portion of the Shimla people is either placed into the tourism industry or into the administrative department of Shimla. A vast number of people of Shimla have taken the occupation of either travel agent, guide or photographer or something related to the tourism industry like hotels and the restaurants. Shimla's economy is being run to a large extent by the tourism industry that has developed gradually over the years. Shimla is the administrative capital of the state of Himachal Pradesh. As such there are many important departments and offices of the governing body in Shimla. The people working in these offices are the cogs and screws of the economy of Shimla. Besides the above, Shimla has a number of health care centres like the Indira Gandhi Hospital, Snowden Hospital and so on that also helps in the economy of Shimla.

Figure 17 Annual Tourist Flow and growth of domestic and foreign tourist

Seasonality of tourist inflow in Himachal Pradesh The graph below shows the number of tourists arriving in Himachal Pradesh in a particular month as a percentage of total number of tourists arriving in 2011. The graph highlights that Himachal Pradesh witnesses maximum tourists during the period from March to June with 46 percent of the total tourists visiting the state visit during these 4 months. This is the period during which summer vacations start in schools across the country resulting in peak tourist traffic. During the four winter months from November to February, the tourist inflow to Himachal Pradesh is at lowest as accessibility to different tourist locations within the state is a challenge during this harsh winter period.

Figure:

At present tourism industry has no plans for the safety of the buildings or the safety of the tourists. If earthquake occurs in Shimla it will affect directly the tourism industry and hence the economy of the city. At the same time the preparedness of various departments is very poor to face any disaster which will affect the functioning of that department and also the safety of the workers. About 25% tourists visit Shimla out of the total tourist coming to Himachal every year.

(e) Institutional: The institutional capacity of the city is very weak to address earthquake disaster. Whether it is the district or city administration, Urban Local Bodies, hospitals or schools the institutional capacities missing at the institution level and at city level. No centralised incident response system exists in the city which everybody could follow. Also the clarity of roles and responsibilities of various institutions is missing to response in earthquake or any other disaster. With the result transfer of responsibility is in culture which brings the city at the risk. Urban search and rescue is specialised job and trained manpower equipped with modern equipment is not available. The fire services have stagnant strength of this city which was created to cater to few thousand populations. The community networking is not there nor is the community trained and equipped to deal with earthquake like situation.

Response and Capacity Analysis: Shimla has lot of old wooden structures mainly constructed during British time period. Due to lack of proper maintenance and retrofitting these structures are very vulnerable in respect of earthquake hazards. Therefore there is a need for the availability of advance technology equipments to be used at pre and postearthquake disaster management. Although it is difficult to predict earthquake but still the scientists and the seismologists will make an attempt to predict earthquakes with the help of various instruments like advanced seismic recording, high precision Global Positioning System (GPS), terrestrial laser scanning equipment, synthetic aperture radar interferometry (InSAR), creep meters, laser light, magnetometer and strain meters etc. The other instruments used during

39 response period are RCC cutters, excavator, electromagnetic fire detector, hydraulic jack, chain saw trumax, angle grinder for cutting iron, gas cutter guns etc. Unfortunately, the responsible departments either don’t have the essential instruments or they don’t have the instruments in adequate quantity.

2. Vulnerability of Shimla in relation to Landslides/ Landslips

(a) Natural: The sinking zone in Shimla is identified by the Town and Country Planning department. This area includes Ladakhi Mohalla the spurs below the office of the Director of Education and the surrounding areas of Clarke’s Hotel. The vulnerability of landslides are not restricted upto these areas but the soft soil structure exposed with prolong rainfall can trigger landslides any time.

(b) Physical: A recent geological study indicate that roughly 25% of the old town is in the sinking zone, and unless improvements are made in the drainage and sewerage systems of the upper reaches, more could go under. Slopes have become overloaded and buildings in several heavily crowded localities in the central part of the town have become unsafe as they fall in the sinking zone. The town, which was built for a population of just 25,000 in the early 20th century, today houses close to 3,00,000 people. And, as against the recommended density of 450 persons per square hectare in hill settlements, the town's localities have densities ranging from 2,500 to 3,500 persons for the same area. Though the Shimla Municipal Corporation has quite belatedly now-prohibited any construction on slopes steeper than 45 degrees, the damage has already been done. Most of the town is built on slopes between 45 and 75 degrees. Some 90% of central Shimla, built on a 60 degrees slope, is covered with buildings which are four to five storeys high. In the event of an earth tremor, devastation could be enormous, with buildings on slopes steeper than 45 degrees collapsing in a chain. The problem of landslides in Shimla town is aggravating and the town needs urgent treatment for this. If the structural composition of Shimla's slopes has something to do with its instability, their overburdening with high buildings has exacerbated the condition. Due to shortage of space, multi-storeyed structures have come up all over the town and many of them have been built without geological approval. In the hills, it's imperative to build on pillars which rest on rock strata. People raise pillars for buildings which are embedded in loose soil because the cost of construction goes up substantially if deeper pillars are to be made.

(c) Social: The worst part of the identified landslide zones is that it is having maximum congestion of built structures. In Shimla 3 years back in a massive landslide caused by heavy downpour in the market below Gandhi ground on Rivoli road which destroyed 18 shops of Tibet market and 2 people died. Landslides have various after affects like damage of houses and tree-falling which cause loss to lives and property.

(d) Economic: Vulnerability of loss of property, loss of business and loss of lives due to landslides increased over a period of time in Shimla. It causes economic pressure over the community and the governance as well. Every year business worth crore of rupees got interrupted due to the damage of roads caused by landslides. Then huge resources involved in the repairing of these roads is another cost which involve the attention of man force as well and instead of doing new projects every year the departments like PWD, M.C. Shimla, Revenue department put their energies in crisis management. As the construction congestion increasing on slopes the loss of lives and property is also increasing causing extra burden on community and administration.

(e) Institutional: The institutional vulnerability to deal with the landslides is same as it is for any other disaster in Shimla. Being one of the most frequent disasters Shimla people deal with but still any institutional mechanism for the mitigation of landslides or quick response is still missing. This year (2011) in August a landslide occurred in Totu area of Shimla a 40 day before one holiday. Due to the landslide the debris got inside of many houses and people were forced to come out of the houses. But because it was a holiday no department responded to the situation. The buck kept passing between the MC and the district administration.

3. Vulnerability of Shimla in relation to Sinking Zone

(a) Natural: Shimla is having a history of sinking zones and TCP department has identified the sinking zone to regulate the construction work and other development in this area. High sinking prone area includes the northern slopes of the Ridge extending upto Grand Hotel in the West and covering Lakkar Bazar including Central School extending Aukland Nursery School and extending down below upto Dhobhi Ghat below the Idgah Electric Sub-station.

(b) Physical: The area which is identified as high sinking prone is also the most congested area of the city. It is having heritage buildings- Gaitey Theatre, Mall Road, Town Hall, Church, etc and having the other infrastructure like schools, markets, etc. The huge water tank made during the period of Britishers is also located here through which water supply line spreads in entire area. Increasing number of vehicles moving on this area is also increasing the pressure on this road. From last 2 years M.C. Shimla is working to stabilise the sinking area of the ridge but still it is not helping much and the area involved increasing gradually.

(c) Social: On the one hand it is creating extra burden on the Government departments to take the repair work which is going continuously from last 2 years and on another hazard it is causing threat in the mind of communities.

(d) Economic: Repair work cause extra economic burden to the M.C. Shimla. Over last 2 years M.C. Shimla has putted lakhs of rupees for repairing related to sinking zone in last 10 years. In future it will put increasing cost over the departments.

(e) Institutional: There is no separate institutional mechanism available to address such issues at Shimla City level which could properly concentrate and plan for such disasters which occur every day and cause huge losses.

4. Vulnerability of Shimla City related to Severe Storms/Winds, includinglightning and high winds (Thunderstorms)

(a) Natural: Shimla like other hill stations face very frequent storms/winds every year. It is accompanied by lightening and hailstorms as well. (b) Physical: The development done on the slopes is very exposed to face the losses due to storms, hailstorms, lightening. Every year it cause huge loss to the trees, lamp posts, electric wires, telephone line, street lights and other Government and private property. (c) Social: Many times due to storms and hailstorms it causes accidents and loss of lives as well. It also affects the mobility and day to day activity of the communities.

(d) Economic: Storms cause both direct and indirect losses. Direct losses cover the loss of lives, property and assets and loss in business where as indirect losses include loss of services & productivity and long term losses occurred due to direct loss.

(e) Institutional: The capacities of the city administration and communities are very poor and no proper institutional mechanism is in place which addresses this hazard and reduces the associated vulnerabilities.

5. Vulnerability of Shimla related to Flash Flood/Cloud Burst

(a) Natural: Though there is no reported occurrence of such hazard in Shimla but with the increasing phenomenon of hydro metrological events and climate change the vulnerabilities towards Flash Floods and Cloud Burst is increasing every day. The forest cover of Shimla is increasingly under threat from the development taking place, the change in weather pattern, decrease in snowfall and aging. No serious efforts are in place to plant alternative/replacement species. In many cases forest cover is giving way to developmental projects.

(b) Physical: The infrastructure both residential and commercial is not prepared to face such possible situation of Cloud burst. Lack of adequate drainage system is serious issue. The existing drainage system has been encroached and overburdened.

(c) Social: Communities living in low lying areas or on steep slope will suffered the most. because their houses are poorly constructed and having no strength to bear the force of water.

(d) Economic: Cloud Burst may cause huge loss to the economy of Shimla. It will affect the tourism Industry at the most. The old heritage structures, public infrastructure, road network, essential services may receive damage.

(e) Institutional: No institutional mechanism exists to address such hazard.

6. Vulnerability of Shimla related to Heavy Snow Falls

(a) Natural: Shimla is located at high altitude and naturally it is blessed with snowfalls. But gradually the intensity of snowfall is decreasing which is causing a sort of vulnerability for the city. The vulnerability is dual facet- in one case if the snow fall remains decreasing and other is if there will be sudden increase in snowfall.

(b) Physical: The infrastructure is overburdened now whether it is the road, transportation or the services. The capacities of administration and the communities are reducing gradually to face snowfall. Minor snowfall brings the city to grinding halt. The incident of road accident multiplies. The Injuries due to slipping of snowfall increases in the recent years. Decreasing rate of snow fall is also omitting the phenomenon of snowfall from the vision of city planners.

(c) Social: The vulnerabilities lie in mobility, accidents and loss of day to day business of the communities living in Shimla. It will cause main loss to the daily vendors who leave shops in open areas; their business got interrupted for long.

(d) Economic: Snowfall generally boosts tourism activities in the town as large number of tourist throng the city to enjoy the snowfall. But of preparedness and caution may also cause loss of lives, increase chances of accidents, loss to business and affect the accessibility of the city as well.

(e) Institutional: Though MC is responsible to clear the roads and remove the snow. But the capacity of the MC is also limited. MC doesn’t have modern equipments to remove the snow immediately.

II. VULNERABILITY ASSOCIATED WITH HUMAN HAZARDS

• Vulnerability of Shimla Related to Accidents- Train, Road, Air Accidents are either independent phenomenon or it is the consequence of the natural disasters. But in any case it is important to reduce the vulnerabilities which could increase the chances of accidents. i.Road Accidents : There are several reasons which cause road accidents in Shimladrinking while driving, talking on phone, poor visibility, unidentified blind turns, overcrowding inside the vehicle, poor road conditions, slippery roads due to snowfall or rainfall, landslides, unavailability of proper street light, etc. ii.Train Accidents: In Shimla the railway line goes across 103 very narrow tunnels along with zig-zag paths. It could cause derail of train or landslide get occur in tunnels which could cause train accidents.

• Vulnerability of Shimla Related to Monkey Menace Monkey menace is the new emerging threat to Shimla. According to 2006 data there were around 350,000 monkeys in Himachal Pradesh. This includes 2,200 in Shimla alone, even after about 1,900 of them were shifted to other parts of the state from Shimla town in 2005. There were big drives for sterilizing monkeys but it could not help much. Shimla is famous for its scenic beauty, which attracts large number of tourists every year but the tremendous increase in the monkey population has become a major problem for the tourists as well. Monkey bite cases are increasing and it is posing health hazard to the local population. • Vulnerability of Shimla Related to Traffic Jams Traffic Jams are big nuisance in Shimla. Narrow roads accompanied with tourists pressure and vehicles have made traffic jams part of day to day life. Lack of proper parking place is another reason which is enhancing the problem of traffic jams. It causes huge loss to business as it reduces number of trips of heavy vehicles coming for commercial purposes. Traffic within the city causes pollution and loss of productivity of local people. • Vulnerability of Shimla Related to Tree Falling The tree falling caused by landslides or storms or heavy rains is another frequent disaster which Shimla people face. The vulnerability lies in weak response system of administration towards the potential cases of weak and dangerous trees. Lack of coordination among the agencies increases the cases of tree falling and its consequences. • Vulnerability of Shimla Related to Fires- (Household; Forest): Every year fire creates huge loss to economy & heritage value of Shimla City. The vulnerability lies in the fact that Shimla has wooden construction and having congested paths which increase the incidents of fire cases and also impacts the response time. Another factor is that Shimla has no Fire Safety. Guidelines for city which could be followed by the residential and commercial areas. Below is the data of fire incidents took place in last 5 years in Shimla Urban:

Table 22 Fire incidents in Shimla urban

Sr. No Year Fire Type Loss Domestic Commercial Life Loss Property Loss 1 2010 -11 47 35 2 3,96,38000/ - 2 2009 -10 45 31 2 1,87,11,250/ - 3 2008 -09 31 33 6 98,27,200 4 2007 -08 45 37 1 1,15,01,400/ - 5 2006 -07 38 29 2 74,65,600/ - 206 165 13 87,14,43,450

The main cause behind fires in Shimla is human induced. The old wooden structures, congested construction, poor and old wiring and resultant short circuit, rising temperature and extended dry spells are some of the reasons behind fire hazard in the city. Fire department is mainly engaged for rapid assessment phase. In Shimla there are five fire stations situated at different places. The fire department is not fully equipped and during an outbreak of a fire the fire services face acute problem of trained staff, water deficiency, traffic etc. Moreover the construction in the city is not strictly based on National Building Codes (NBC) which is one of the biggest obstacles in managing fires. Each and every government department should follow the NBC while construction. The high rise buildings in the city like Secretariat, Municipal Corporation etc. don’t have proper fire-fighting equipments. The population in the city is increasing at an alarming rate but the staff to manage fires is not increasing at the same pace. There is no proper procedure for accessing damage which is due to fires in the city. The department lacks in the modern techniques to deal with this hazard and subsequent disasters. The use of GIS is at much initial stage and department also lacks in the use of satellite imageries. Both of these techniques are quite helpful in pre, during and post disaster management phases as it facilitates planning in identifying locations, transportation routes and available local resources etc. which can further helps in timely response.

• Vulnerability of Shimla Related to Lift Disorder There are two public lifts in city and both twice faced the failure due to over loading. One is placed at Mall Road which links Mall Road to Cart Road and other is placed at Tuti Kandi ISBT. The vulnerability of lift depends upon various factors like capacity of lifts and persons travelling, watchman travelling with the lift to assist the person travelling, maintenance and servicing of lift. The unique feature of the lift at Mall is one cannot evacuate the persons trapped in between. Lift has to come up or down to evacuate the persons.

• Vulnerability of Shimla Related to Stampede The geography and habitation both makes Shimla vulnerable for stampede. The narrow paths in Lower Bazar, Ram Bazar, congestion at bus stop and Public gathering on Ridge during summer festival and other occasions, gathering at temples etc. manifolds the vulnerability of stampede. Also, temples have no proper mobility plans or during special gathering temple administration fails to enforce proper mobility plan considering the occurrence of stampede. There is also strong need of plans to de-congest the overcrowded area of central Shimla.

• Vulnerability of Shimla related to Contamination of Potable Water Water supply scheme for Shimla town was constructed in the year 1875. Thereafter, its augmentation was done in 1889, 1914, 1923, 1974, 1982, 1992 and 2008. Every year due to the contamination of portable water supply people suffer from Gastroenteritis and Diarrhea. In 2010 itself approx. 200 people suffered from diarrhea.

• Vulnerability of Shimla Related to Utilities Failure:

Energy; Telecommunications; Water Systems; Sewerage System With increasing population pressure providing proper utility services to the residents is a big challenge in front of administration. Every year Shimla faces the failure of water supply across the city either due to power failure or silt in the source. During peak tourist season the demand for potable water increases multi-fold coupled with availability of less water at source. Though Shimla is capable of managing the utilities supply during peace time but there are no plans to ensure the supply of basic amenities during emergencies. Apart from this there is also urgent need to develop a plan to restore the utility supply system after any major disaster. In absence of proper scenarios of loss and plan to recover and restore the vulnerability will not reduce. 44

Table 23 WARD WISE HAZARD ASSESSMENT Index: High- H, Moderate- M, Low- L, Very Low- VL S. Monkey Tree Cloud Ward Name Earthquake Landslide Accidents Stampede Fire Sinking No. Menace Falling Burst 1. Bharari H H M L L L H L H 2. Ruldu Bhatta H M L L M M L L H 3. Kaithu H M L VL M L L H H 4. Annadale H L VL VL L L L L H 5. Summer Hill H VL H L L L H M H 6. Tutu H M M M L M H H H 7. Boileauganj H H H H M M H H H 8. Tutikandi H H M M L H M M H 9. Nabha H L L L M L M M H 10. Phagli H L L L L L M L H 11. Krishna Nagar H VL L H L H L L H 12. Ram Bazar H L VL H M H VL L H 13. Lower Bazar H L VL H M H VL L H 14. Jakhu H VL H L H VL M M H 15. Banmore H L M L L L M M H 16. Engine Ghar, Sanjauli H L M M M H L L H 17. Dhali H M M M L M H M H 18. Sanjauli Chowk H L H H M H L L H 19. Sanjauli H H H M H M M M H 20. Maliyana H M L L L L L H H 21. Kasumpati H M L VL L H M H H 22. Chotta Shimla H M M L M M M M H 23. Patiyog H M L VL L L M H H 24. Khalini H VL H M L M L M H 25. Kanlog H L L L L H M L H

WARD WISE VULNERABILITY ASSESSMENT Index: High- H, Moderate- M, Low- L, Very Low- VL S. Monkey Tree Cloud Ward Name Earthquake Landslide Accidents Stampede Fire Sinking No. Menace Falling Burst 1. Bharari M H M L L L H L H 2. Ruldu Bhatta M M L L M M L L H 3. Kaithu L M L VL M L L H H 4. Annadale VL L VL VL L L L L H 5. Summer Hill M VL H L L L H M H 6. Tutu M M M M L M H H H 7. Boileauganj M H H H M M H H H 8. Tutikandi L H M M L H M M H 9. Nabha M L L L M L M M H 10. Phagli L L L L L L M L H 11. Krishna Nagar M VL L H L H L L H 12. Ram Bazar M L VL H M H VL L H 13. Lower Bazar L L VL H M H VL L H 14. Jakhu M VL H L H VL M M H 15. Banmore L L M L L L M M H 16. Engine Ghar, Sanjauli L L M M M H L L H 17. Dhali M M M M L M H M H 18. Sanjauli Chowk L L H H M H L L H 19. Sanjauli M H H M H M M M H 20. Maliyana L M L L L L L H H 21. Kasumpati M M L VL L H M H H 22. Chotta Shimla M M M L M M M M H 23. Patiyog L M L VL L L M H H 24. Khalini M VL H M L M L M H 25. Kanlog M L L L L H M L H

CHAPTER ––– 555 RISK ASSESSMENT OF SHIMLA IN CONTEXT OF VARIOUS HAZARDS AND ASSOCIATED VULNERABILITIES

Risk is a measure of expected losses due to a hazardous event of particular magnitude occurring in given area over a specific time period. It is a function of probability of particular occurrences of activation of any hazard and losses each would cause. Risk is the potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an undesirable outcome). The notion implies that a choice having an influence on the outcome exists (or existed). Potential losses themselves may also be called "risks". Almost any human endeavour carries some risk, but some are much more risky than others. Risk in itself exists only theoretically unless the hazard got activated and it gets an exposure with the vulnerability. Considering the situations of Shimla as there are different hazards present here with multi facet vulnerabilities the risks are also multi-dimensional. Risk associated with each of the hazard taken into account the various vulnerabilities the risks are as follows:

4.1 RISK RELATED TO EARTHQUAKE

(i) Probability of Earthquake: Being situated in seismic active zone and having the multi fold vulnerabilities the Shimla is at risk to face an earthquake in near future. Shimla can expect maximum peak ground acceleration (PGA) of 4.0 meters per second square. This suggests that Shimla can expect an earthquake of seismic intensity of VIII on the modified Mercali (MM) Intensity Scale.

(ii) Consequences of Earthquake: a) Building Collapse: MM VIII indicates that there will be slight damage in specially designed structures; considerable in ordinary substantial buildings; and great damage in poorly built structures. Panel walls can be thrown out of frame structures. Chimneys, factory stacks, columns, walls and monuments can collapse. Heavy furniture can get overturned. Sand and mud can get ejected in small amount. Changes can be caused in water levels. The worst part is that 90% of the buildings in Shimla categorised under poorly built. b) Landslides: Apart from building collapse the most prominent after effect of earthquake is triggering of landslides and which will cause blockage of roads, damage of built property & assets. The roads – the lifelines for search and rescue are also likely to block with the collapse of structures along the road. c) Failure of Water Supply System: The water supply and sewerage system in Shimla is already more than 100 years old and is in very poor and weak condition. Even a mild tremor could hit the water and sewerage supply system of Shimla. The supply of water within the city mainly depends upon the big water storage tanks- 02 number main of which are located at Ridge and Sanjauli. There is no scientific study available to say that these tanks could face the tremor upto what extent. Otherwise it could cause floods as an after affect and may wash out the Lower Bazar and Lakkar Bazar area of central Shimla. The water is lifted to Shimla from great distances and the supply line is likely to damage at many locations. Same is the situation of the sewerage system as well. At present only 40% of the area in Shimla is served with proper sewerage system which too is weak. The old sewer lines are likely to damage. The same may cause sanitation and related problems. Also restoration of these services is again a big challenge for the M.C. Shimla. At present no studies have been done which could state as how much time it will take to restoration of W&S system in Shimla and how it will be done. d) Failure of Electricity Supply: Failure to electricity supply and damage to supply wires is another consequence. Dependency on 24 hrs supply of electricity makes people more vulnerable and they find it hard to manage without electricity as they don’t have alternate options. Disrupted electricity supply will affect the search and rescue operations, health care facilities prominently and also the water supply. e) Shelter Management: Another major risk is to rehabilitate communities after an earthquake as at present no exercise has been done to identify shelters at ward or at micro level. Having mountain terrain and cold weather with shortage of open spaces it will not be possible to put tents in open and make temporary shelters. f) Dead Body Disposal: In case of mass causality it is important to identify the places where dead bodies could be buried. Open spaces are very few in the town and nearby areas and lack of additional space may make the cremation process very difficult.

47 g) Communication: At present there is no centralised communication system available which will address different aspect of emergency management. It could create chaos after an earthquake. There is a big risk of conflict generation with multiple commands and actions. Also in absence of clarity of roles few agencies will not respond or others will get over burdened with low capacities.

4.2 RISK RELATED TO LANDSLIDES/ LANDSLIPS

(i) Probability of Landslides/ Landslips: The probability of Landslides could be high in Shimla. Either the heavy rainfall can trigger the landslides during monsoon or it could be the after effect of an earthquake which will be more threatening than the normal landslide.

(ii) Consequences of Landslide: a) Collapse of Built Structure: Structures constructed on extreme slopes are liable to damage from landslide. Weak and unstable strata also contribute to the slipping of structures which could cause damage to or collapse of building, infrastructure and utilities. b) Debris: The buildings, infrastructure or the utilities may also be threatened by mudslide or debris. c) Blockage of Roads and Paths: After landslide it is possible that important highways or internal roads/paths get blocked. It is important to develop a mechanism to open these important paths at the earliest to ensure the smooth transportation for search and rescue, medical response and relief operations. d) Evacuation and Early Warnings: Due to unavailability of proper information of city regarding landslides or micro- zonation maps containing information regarding landslides it is impossible to provide early warnings to communities for evacuation.

4.3 RISK RELATED TO SINKING ZONE

(i) Probability of Sinking of Shimla: The core area of central Shimla Ridge is gradually sinking over the period and this sinking is on. Administration interventions have proved futile.

(ii) Consequences of Sinking: a) Threat to Ridge and Heritage Buildings: Continuous sinking in core area is causing threat to the historical Ridge. It is also possible that one day this area will get collapsed and Shimla people will lose the historical buildings situated at Ridge including the Ridge itself. b) Pressure over Water Supply System: The underground water supply system is also getting pressure due to the sinking. Getting cracks in water supply pipes is now a common feature in this area as sinking area causing pressure over old supply lines which are situated towards sinking side. c) Threat to Water Tank: A water supply tank is also located at Ridge due to seepage the tank could be a reason for sinking of this area. Also if this tank got collapsed any way it will cause big threat in its vicinity.

4.4 RISK RELATED TO SEVERE STORMS, INCLUDING LIGHTNING AND HIGH WINDS (THUNDERSTORMS)

(i) Probability of Severe Storms, Lightning and High Winds: The probability of this hazard of changing into disaster is very high. It is one of the most frequent phenomenon which Shimla faces every year.

(ii) Consequences of Storms, lightning and high winds: a) Tree falling: Falling trees is one of the most common consequence of storms and high winds. Weak trees are more vulnerable to get affected by the high winds. If not identified and cut down in advance these trees could cause loss to assets and lives. b) Clarity of Roles: Another risk is clarity of roles among the forest department and Municipal Corporation Shimla which cause delay in taking corrective action.

48 c) Electricity and Communication Network: Due to severe storms every year Shimla faces loss of communication network and damage to electricity supply. d) Accidents: Due to storms, lightning and high winds the trees collapse which cause many accidents.

4.5 RISK RELATED TO FLASH FLOOD/CLOUD BURST

(i) Probability of Flash Floods/ Cloud Burst: The probability of Flash Flood/ Cloud Burst can not be predictable. But increase in hydro meteorological events could be a possible hazard for the town. (ii) Consequences of Flash Flood/ Cloud Burst: a) System Failure: The capacities of administration and communities to face cloud burst are very low hence there are high chances that the system gets disrupted due to any such eventuality. b) Lack of Scientific Projections: As it is rare phenomenon and there are no projections available to develop a vision for the floods it becomes more difficult to develop a mechanism to respond it. c) Built Structure: The built up structures in Shimla may not be strong enough to face floods or cloud burst events and it could face huge losses due to this.

4.6 RISK RELATED TO HEAVY SNOW FALL

(i) Probability of Heavy Snow Fall: Shimla town receives snowfall regularly. In the recent years the snow fall has decreased considerably. However, with the changing climatic conditions the snowfall may escalate. (ii) Consequences of Heavy Snow fall: a) Mobility Interruption: Due to heavy snow fall the biggest consequence is interruption of mobility which could further delay other emergency response. b) Interruption in Basic Supply: Due to heavy snowfall the basic services get disturbed due to burst of water supply pipes, snapping in electric supply lines, etc. c) Accidents: Frozen snow at roads and paths leads to accidents. d) Capacities Failure: Gradually the amount of snow fall in the city is decreasing and also the capacities of the people to deal with snowfall. If in such case there will be heavy snowfall it will create a disaster like situation which may be beyond the capacities of administration and communities to manage. e) Lack of Information: After snowfall there is huge information gap among the citizens regarding the condition of paths and transportation.

4.7 RISK RELATED TO ACCIDENTS & TRAFFIC JAMS- TRAIN, ROAD, AIR

(i) Probability of Accidents: With increasing population pressure, tourists and vehicles and increase in traffic congestion the probability of accidents is very high. (ii) Factors increasing the Risk of Accidents: a) Traffic Master Plan: With increase traffic pressure on Shimla it is urgently required to have traffic master plan for Shimla City for de-congestion of the roads and paths. b) Congestion in Core Area : Increasing congestion in core are of Shimla- Mall Road, Lakkar Bazar, Lower Bazar, Ram Bazar, etc. due to tourists, poor traffic plans and increased road side vendors. c) Lack of Alternate Paths: In Shimla there is lack of alternate paths due to congested & narrow roads coupled with high lead of traffic. d) Number of Vehicles: There is no control over the number of vehicles coming into the city with the result in peak seasons there is big traffic jams in Shimla. e) Parking Places: The number of vehicles increasing but not the parking places in same proportion.It is another reason behind traffic congestion in Shimla.

4.8 RISK RELATED TO MONKEY MENACE

(i) Probability of Monkey Menace: The risk is very high and it is the most common disaster which Shimla people face every day. (ii) Factors Increasing the Risk of Accidents: a) Growth of Monkeys: With the deterioration of forest area over decades the monkey population has shifted to populated area in search of food and shelter. They are rapidly increasing in numbers and now a big challenge and nuisance for human community. b) Religious Believes: The Religious believe of communities is not allowing to control the population of monkeys in Shimla.

4.9 RISK RELATED TO TREE FALLING

(i) Probability of Tree falling: Very high (ii) Factors increasing the risk of Tree Falling: a) Apathy of Departments: Departments are not clear about their roles and there is no mechanism to identify the vulnerable trees and providing quick response. In such cases it takes long time to respond. b) Advance Equipment: The non-availability of advance equipment required to cut the tree is another issue which cause delay in response.

4.10 RISK RELATED TO FIRES: (HOUSEHOLD; FOREST)

(i) Probability of Fire: Very high (ii) Consequence of Fire: a) Fire in Core area: There is big chance of fire in the core area of Shimla- Lakkar Bazar, Lower Bazar, Ram Bazar etc. these areas are highly likely to be hit by some big fire incident. It is one of the most congested areas in Shimla having old wooden structure. It is not possible to move fire services vehicle in this area which increases the response time. b) Delayed Response: Because of multiple factors like mountanious terrain unavailability of emergency paths, road congestio etc. it is a big risk that in case of fire incident the response time got delayed.

4.11 RISK RELATED TO LIFT DISORDER (i) Probability of Lift Disorder: Moderate (ii) Factors increasing the risk of Lift Disorder: a) Overloading of Passengers b) Servicing of Lift

4.12 RISK RELATED TO STAMPEDE

(i) Probability of Stampede : Very High (ii) Consequence of Stampede: a) Deaths and injuries

4.13 RISK RELATED TO UTILITIES FAILURE (i) Probability of Utility failure: Very high (ii) Consequences of Utility Failure: a) Chaos among the people b) Held up of interdependent services c) Interruption in Business and Official work

CHAPTER ––– 666 MITIGATION PLAN OF SHIMLA CITY

Mitigation Plan for Various Hazards in Shimla is given Below:

5.1) Mitigation Plan for Earthquake Risk

I. STRUCTURAL MEASURES: a) Seismic Retrofitting: Retrofitting refers to the addition of new technology or features to older systems. Whereas seismic retrofitting is the process of strengthening older buildings in order to make them earthquake resistant. Seismic retrofitting is a cost and time intensive process and it cannot be opted for each and every building of the city but it is required to identify such buildings which are crucial in order to response during the earthquake.

I. Hospitals: During the time of Earthquake the need of health increases by many folds but because the hospitals are not prepared for the earthquake the health facilities go below the normal time many times. It creates a huge gap between the need and supply of health facilities. Hence, it is very much required to identify the most crucial health care centres and do the retrofitting of those buildings at the priority basis. IGMC, DDU and KNH, the 3 major hospitals in the city would require to be examined critically from earthquake safety point of view and wherever needed retrofitting should be carried out on priority. II. Shelters: The other most important requirement after the earthquake is shelter to keep the displaced people. Keeping into consideration the climatic conditions and terrain of Shimla it is urgently required to identify the places which could be used as shelters. These buildings could be schools, dharamshalas, community centres, religious institutions (Kalibari, Gurudwara, Sankat Mochan, Jakhu Temple) etc. It is important that these buildings should survive after an earthquake and for this purpose retrofitting of these buildings is urgently required. III. Life Line Buildings: The buildings of District Administration, Government IV. Offices, Secretariat, Fire Services, Municipal Corporation, PWD, etc. are important to provide response after an earthquake and it is important these buildings should be safe at any cost. V. Critical Infrastructure: Critical infrastructure such as water supply, sewerage, telecommunication, power supply etc. should also be evaluated from seismic risk point of view and must be strengthened to withstand earthquake threat. VI. Heritage Structures: Shimla is known for its heritage value and if the heritage buildings get harm due to the earthquake Shimla will loose its value. Hence it is required to do the retrofitting wherever required of important heritage structures such as Church, Advanced Studies, Railway Board Building, AG Office, and Hotel Clark etc. VII. Phases for Retrofitting: Retrofitting cannot be done for all the building at common time. It is required that there should be a city wide phase wise plan for doing the retrofitting of buildings based on priority. b) Decongestion of Road Network: It is very important that the road connectivity remains intact during disasters. In the present scenario it is a likelihood that all the roads would be cut off at various locations due to collapse of structures constructed very close to the roads. The uprooting of trees will also lead to blockage of roads. The landslide is another hazard which will affect roads. A comprehensive plan needs to be worked out for Shimla to achieve the target. Most of the critical facilities such as hospitals, important offices are located in congested localities and there is a likelihood that

51 the roads leading to these facilities would be blocked and access will cut off. As a first priority the roads leading to hospitals, Annadale Helipad etc. should be examined from this point of view and decongestion action plan should be prepared. There are many traffic bottlenecks in the town. There is need to look at these points and prepare an action plan to improve them. Road connecting Chhota Shimla to Panthaghati, Road connecting DC Office needs to be widened on priority.

C) Power Supply: Power supply is going to play critical role in post disaster situation. In the present scenario there is very likelihood that the overhead power lines are likely to be snapped to the collapsing structures or the falling trees. The power lines need to be laid underground. To begin with the supply lines connecting the hospitals, telecommunication facilities and critical buildings can be laid underground. The HPSEB Ltd. needs to work out a schedule for this action.

(d) Open Spaces: Lack of adequate open spaces is one of the major drawbacks of this hill town. Open spaces are required to be created in all the localities so that the same can be utilised for evacuation and emergency response. These spaces can be created by removal of encroachment or re-location of government infrastructure/facilities.

(e) Removal of Dilapidated Structures: One of the reason contributing to the seismic vulnerability of the town is the old and dilapidated structures. The structures which cannot be strengthened needs to be demolished so that they don’t collapse during earthquakes and cause avoidable loss of life. The building which can be strengthened must be ordered to do so.

(f) Completion of Unfinished Structures: A typical phenomenon which can be seen in Shimla town is large number of structures constructed using pillar construction and most of the stories awaiting completion. These unfinished stories act as soft stories and attract large earthquake forces. A deadline may be given to all such owners to complete the construction within stipulated time frame.

II. NON-STRUCTURAL MEASURES:

a. Seismic Micro-Zonation: Seismic Micro-zonation will provide a technical and scientific insight into seismic vulnerability of city in detail which will further provide guidelines and recommendation which would be location specific. For this purpose it is required to hire any technical agency which could perform the seismic micro-zonation.

b. Training and Capacity Building:

I. Awareness: General awareness generation among the communities regarding earthquake risk mitigation, preparedness and response should be carried out on regular intervals. II. Training: Training of volunteers on First Aid, Search and Rescue, Health Care, medical first response etc. is required. It is also important that the CBOs ward disaster management teams are formed and trained in various aspects of disaster management so that emergencies can be handled locally. Trainings should focus of hands on methods. III. Mock Drills- To conduct regualr Mockdrills at city level in coordination with DDMA.

52 c) Earthquake Safety Plans:

(i) Household Plans: Each household should have their own earthquake management plan which is properly shared with the family members. (ii) School Safety Plans: Each school should have earthquake management plan and regular mock drills are required to be conducted to institutionalize the system. (iii) Institutional Plans: Each private and government institution should have their own earthquake management plans which are properly shared with all the staff of the organisation. (iv) Hospital Safety Plans: Each hospital should have their own earthquake management plan and plan to deal with mass casualties. All the above Plans need to be shared with the District Administration, Municipal Corporation and Emergency Services such as Fire, and Police so that they are aware of the arrangement.

Emergency Support Functions: I. All the departments which have role in emergency support functions (ESFs) for them ESFs should be designed in advance so that departments know their role and responsibilities and they make preparations in advance. II. Regular coordination meetings are required with the District Administration, MC and the ESF departments to have clarity about the ESFs.

Amendment in Building Bye Laws: I. There is urgent need of doing amendments in Building Bye Laws and TCP Act. This will help to have safe development in future. II. BIS Codes should be made applicable for new construction forthwith. III. Risk sensitive land use planning and development control regulations should be enforced. IV. City Development should be re-visited and re-drafted on the basis of HRVA of the city. All the stakeholders should be involved in this process.

Community Networking: (i) Community is both the victim and first responders in disasters. It is therefore needed that networking with all the community based organisations such as CBO, NGO, Market Organisations, Faith based organisation, etc. should be done and their database created. (ii) Ward wise response plans and committees should be constituted to look into various aspects of disaster management. (iii) The government functionaries at ward level should also be made a part of the core committee at the ward level and the core committee should be delegated authority to take decisions in emergencies. (iii) The committees so formed should be trained and equipped to handle emergencies.

Emergency Operation Centre (EOC): (i) City level EOC would be established at the MC level. (ii) To improve the inter-departmental coordination and response mechanism it is important to have a centralised command system which coordinates with various departments both for mitigation and response work. (iii) The EOC would act as central focus point for information gather, dissemination and coordination. (iv) It would be a nerve centre for emergency response. (v) During the normal time the EOC would work for awareness and preparedness for emergency response.

Risk Transfer : Entire risk cannot be mitigated. Whatever risk cannot be mitigated must be transferred by way of risk insurance. Insurance coverage is available against all the major hazards and this need to be promoted amongst the stakeholders.

5.2) Mitigation Plan for Landslide/Sinking Zones/Storm Waters etc.

Land slides: Geological Survey of India issue warning to The GOI and state govts forlandslides in the following formats:- 1. C ategory IV: _Landslides of small dimensions that occur away from habitations and do not affect either the human or their property. 2. Category III:- Landslides which are fairly large and affect the infrastructure like roads, water supply installations , electricity etc 3. Category II: - Landslides which occurs on the fringes of the inhabitations and affects human life and property to small extent in addition to the infrastructural losses. 4. Category I: - Landslides of the large extent which can affect the human life and property to the large extent.

I. STRUCTURAL MEASURES: (a) Tree Plantations: The areas which are vulnerable to this hazard requires tree plantation to reduce the phenomenon of landslides. Suitable varieties of species need to be identified and planted. The old Devdar trees of Shimla have also become aged. An action plan also needs to be prepared to replenish the dwindling forest wealth of the town. (b) Regulation for Construction: It is required to have strong laws for regulating the construction at steep and unstable slopes. (c) Drainage Improvement: It is important to have proper drainage system to cater to the storm water. All the encroachment on the drainage system needs to be removed so that storm water flows down smoothly causing least damage to the soil, infrastructure and property. The existing water ways also needs channelization wherever needed to reduce soil erosion. This activity would also reduce the pace of landslides and reduce the impact of heavy rains/cloudburst etc. (d) Proper land use measures: Adopt effective land-use regulations and building codes based on scientific research. Through land-use planning, discourage new construction or development in identified hazard areas without first implementing appropriate remedial measures.

II. NON-STRUCTURAL MEASURES: a. Land Slide Micro-Zonation: Landslide micro-zonation is needed for further planning for the city. b. Cutting of Hill Slopes : One of the major reasons of landslides is unscientific cutting of slopes and construction in high steep slopes. There is need to enforce the development control regulations for such areas. c. Awareness: There is a need of community awareness regarding landslide and associated threat so that communities could be sensitised. d. Mock Drill- To conduct regualr Mockdrills at city level in coordination with DDMA.

5.3) Mitigation Plan for Fire Hazards

I. STRUCTURAL MEASURES:

(a) Strengthening of Fire Department: The staff strength of fire department is inadequate keeping in view the fire vulnerability of the town. Also the department has special needs to match the requirement of the town. Firefighting equipment and vehicle capable of moving in the narrow lanes of the town needs to be added to the fleet of the Fire Department. (b) Decongestion of Critical Locations: Areas such as Lower Bazar, Ram Bazar and other such locations which are vulnerable to fire hazard need decongestion. The temporary structures need to be removed at these locations.

(c) Identification of Vulnerable Buildings: Shimla Town has very old and important structures which have generally a lot of wood in the shape of building content. Fire safety concerns of these building should be addressed. (a) Mockdrill- To conduct regualr Mockdrills at city level in coordination with DDMA and fire department.

III NON-STRUCTURAL MEASURES:

(a) Enforcement of Building Codes on Fire Safety: Building Codes on Fire Safety (BIS (b) Codes) must be made compulsory and strictly enforced. No structures complying with these codes housing large number of occupants such as offices, hospitals, schools etc. should be allowed to function till it adheres to these codes. Regular mock drills on fire safety should be held in all building housing large number people. (c) Hands on Training on Fire Equipment: The school children, government functionaries should be given hands-on training to handle fire-fighting equipment. (d) Community Awareness and Preparedness: The community at large should be educated about dos and don’ts of fire hazard. (e) Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be mitigated must be transferred by way of risk insurance. Insurance coverage is available against all the major hazards and these needs to be promoted amongst the stakeholders. (f) To conduct regualr Mockdrills at city level in coordination with DDMA.

5.4 Common Efforts Required to Mitigate Hazard in Shimla a. At each ward level Buildings and Open spaces will be identified and list will be prepared for probable shelter and later these buildings could be retrofit. b. The community has traditional wisdom to cope up with natural hazards. The best practices should be documented and promoted. c. The people of Shimla are traditionally capable of dealing with natural phenomenon such as snowfall. The traditional practices and administrative preparation need to be revived and put on alert during the winter season. d. The Urban Search and Rescue is a specialized job. The existing network of Fire and Emergency Services needs to be strengthened to perform this job. Fire & Emergency set up also needs to be equipped with modern equipment for SAR. e. The capacity of MC Shimla also needs improvement to deal with role and responsibility vis a vis disaster management in terms of trained manpower and equipment and machinery. f. The blind curves and accident prone area’s need to be identified and improved in a phased manner. g. Monkey menace needs to be tackled in a scientific way. h. In order to promote culture of safety local leadership should be motivated and roped in.

5.5 Capacity Building:

Assess the training requirements of the personnel involved in Disaster Management in the city Need of capacity building and trainings of the personnel involved in Disaster Management are as follows:

TABLE: 25 Need of capacity building and trainings of the personnel involved in disaster management Sr. No Target Group Issues of Training Training Institute Needed 1 Members of D isaster • Need and Importance of Disaster Risk • National Institute of Management Management. • Disaster Management Cell • Mainstreaming Mitigation and (NIDM). • Preparedness measures in • UNDP development and ongoing • Himachal Institute of programmes. Public Administration(HIPA) • Reducing Vulnerabilities through • Civil Defense College Disaster Management. • Nagpur for management of • Handling of EOC. EOC. • Preparation of Plans. • Preparation of Mitigation Projects . 2 Architects, • Safe Construction Practices. • Central Building Research Engineers, • Building Bye Laws and Hazard Safety Institute (CBRI), Roorkee Masons, Labours issues. • National Institute of • Development of mechanisms for • Technology (NIT), Hamirpur proper implementation of Building Bye • School of Planning and Laws. Architecture (SPA) 3 Socially Vulnerable • Community based Disaster • National Institute of Mental Groups, Volunteers, Management Health and Neuro Sciences NGOs, CBOs, etc. • First Aid (NIMHANS), Banglore • Evacuation, • SEEDS India/HIPA • Search and Rescue • Civil Defence Training • During and post disaster response Institute Junga, Shimla • Trauma Management during disaster • Red Cross Society, Shimla • Post Counseling 4 Doctors and • Mass causality Management • National Institute of Mental Paramedics • Post Disaster Counseling Health and Neuro Sciences (NIMHANS), Banglore • National Institute of Disaster Management (NIDM), New Delhi 5 Teachers • School Safety • National Institute of Disaster • TOT on Mock drills Management (NIDM), New • Psycho-Social Care for Children Delhi • National Institute of Mental Health and Neuro Sciences (NIMHANS), Banglore • Himachal Pradesh Institute of Public Administration (HIPA) 6 Councilors • Community based Disaster • National Institute of Disaster Management Management (NIDM), New • Disaster Mitigation and Response Delhi • Ward Disaster Management Plan • National Institute of Mental • Trauma Care Health and Neuro Sciences (NIMHANS), Banglore • Himachal Pradesh Institute of Public Administration (HIPA) 7 Youth Groups – NCC, • SAR and First Aid • Civil Defence Training

NSS, Scout Guide , Institute Junga, Shimla Community Volunteers

TABLE : 26 Training needs of the urban institutions involved in Disaster Management Trainings :

Sr. No Institution Issues of Training Needed Training Institute 1 Shimla Municipal • Mainstreaming Mitigation and • National Institute of Disaster Corporation Preparedness measures in • Management (NIDM) development and regular programmes • Himachal Institute of Public and city master plan • Administration (HIPA) • Vulnerability reduction through • National College of Civil Disaster Mitigation Defense, Nagpur • EOC Management 2 Construction Agencies • Safe Build Constructions for natural • Central Building Research and human induced disasters • Institute (CBRI), Roorkee • Safety & Structural Audit of Buildings • National Institute of • Law enforcement mechanisms Technology (NIT), • Hamirpur School of Planning and Architecture (SPA) 3 Hospitals • Mass casualty management Himachal Institute of Public • Disaster Response Administration (HIPA) 4 City School Safety • Basics of disaster management • Himachal Institute of Public Advisory Committee • Institutional set up for Disaster Administration (HIPA) management Guidelines for School • National Institute of Disaster Safety Plan. Management (NIDM) • Developing School Safety Education Material 5 Civil Defence Advance Disaster Response Techniques in • National College of Civil and Fire Services SAR Defence, Nagpur Multiple Hazard • National Fire Service Management College, • Nagpur 6 NGOs and other Basic safety Integration of disaster • Red R India, Pune development mitigation in development programmes • SEEDS, India agencies Community based disaster management 7 HIPA Training of Trainers on Disaster • National Institute of Disaster Management Management (NIDM) Designing and development of Training modules and manuals

CHAPTERCHAPTER----7777 GOGOGO-GO ---NGONGO COORDINATION

Institutional and Legal Framework The DM Act 2005 recognizes that sometimes the development patterns that do not recognize disaster risk and vulnerability in the specific geographic areas may induce disasters. The proactive approach in the DM Act 2005 to address disaster risk and vulnerability through pre-disaster preparedness and mitigation activities also envisions accountability and multi stakeholder participation, including coordination of the activities of the NGOs at various levels. Sections 30 (2) (xix) of the Act mandates for collaboration with stakeholder agencies including NGOs for the purpose of improving the effectiveness of DM. Similarly the Act mandates NGOs to act in an equitable and non-discriminatory manner for the purpose of assisting or protecting the disaster affected communities or for providing relief to the affected communities or while dealing with any effects of threatening disaster situations and has fixed the responsibility to monitor this on DDMAs vide section 34 (l). The above provisions ensure that the concerned DM interventions being addressed are supported and facilitated by the civil society organizations working at the grass roots and also takes care of the ground realities. Section 30 (2) (xix) of the Act stipulates that the DDMA shall “advise, assist and coordinate the activities of the Departments of the Government at the district level, statutory bodies and other governmental and nongovernmental organizations in the district engaged in disaster management” and Section 24 (l) lays down that the Municipal Corporation, Shimla shall “ensure that the non-governmental organizations carry out their activities in an equitable and non-discriminatory manner”. The Act also directs the State Government under Section 38 (2) (a) to coordinate “actions of different departments of the Government of the State, the State Authority, District Authorities, local authority and other nongovernmental organizations”. Sections 35 and 38 specifically emphasize the coordination of actions with NGOs. The National Policy on Disaster Management (NPDM) also states the national vision for community mobilization and participation in DM and aims to provide momentum and sustenance through the collective efforts of all government agencies and NGOs. There is emphasis on community based disaster management, including last mile integration of the policy, plans and execution and early warning dissemination. Promoting a productive partnership with NGOs is a prominent thrust area in the NPDM. There is a large scope for improving the engagement of NGOs in DM and on efficiently utilizing their unique advantages and core competencies by strengthening humanitarian coalitions, alliances and NGO networks. There is also need to strengthen public awareness, capacity building and knowledge management through CBOs and NGOs. Institutional mechanisms for the advocacy and engagement of NGOs with government agencies on DM concerns require to be strengthened. Replication and scaling up of community level good practices has to be promoted.

Advantages of Involving NGOs NGOs can play a very important role in mobilizing communities and in linking PRIs/ULBs with corporate sector entities for initiating DRR related activities. The strong linkages which NGOs have with grassroot communities can be effectively harnessed for creating greater public awareness on disaster risk and vulnerability, initiating appropriate strategies for strengthening the capacity of stakeholder groups to improve disaster preparedness, mitigation and improving the emergency response capacities of the stakeholders. In addressing the emerging concerns of climate change adaptation and mitigation, NGOs can play a very significant role in working with local communities and introducing innovative approaches based on good practices followed in other countries. NGOs can bring in the financial resources from bi-lateral and multilateral donors for implementing pragmatic and innovative approaches to deal with disaster risk and vulnerability, by effectively integrating and converging the various

58 government programmes, schemes and projects to create the required synergy in transforming the lives of at-risk communities.

Actions to be taken by the Municipal Corporation, Shimla • Developing a database of NGOs, CBOs and Faith Based Organizations at all levels working in the field of disaster management and emergency response and other others focusing on geographic outreach and thematic capacities of the organizations. • Developing the capacity of identifying NGOs, CBOs and organizations in disaster management and emergency response. • Constitution of Inter-Agency Group (IAG) for the district with an objective to: - Promote and institutionalize unified response strategy in humanitarian crisis. - Mainstreaming the emergency preparedness as in integrated development strategy. - Systematize the emergency response mechanism. - Bringing in the culture of “working together” in emergencies and normalcy. - Engagement in activities that will build the capacities of stakeholders and local communities to cope with calamities. • Development of Criteria for membership of IAG: Any of the following criteria is proposed to become a member of the Shimla City IAG: - City Level agencies working in emergency response and preparedness for minimum of five years. - International and national funding agencies supporting emergency preparedness and community led risk reduction initiatives for a minimum period of three years. - Academic and /or research institutions actively involved on disaster related knowledge management and practices. • Membership claim may be scrutinized by a committee of the City IAG for authentication of the prospective member organization.

TABLE: 27 Action Points Sr. No Issues Actions Points 1 Geographic spread of Develop a database of NGOs at all levels working on disaster management NGOs focusing on geographic outreach and thematic capacities of the organizations. (Action : Municipal Corporation, Shimla with the help of NGOs) 2 Volume of support Compile statistics on quantum of support provided by NGOs at all levels, both provided by NGOs international and national. (Action : Municipal Corporation, Shimla ) 3 Coordination Establishing inter agency mechanisms for coordination and networking activities (information and knowledge management, training and capacity building, collaborative advocacy, quality and accountability) at all levels. (Action: Municipal Corporation, Shimla ) 4 Accessibility Establish protocols for cooperation and ensure access to the affected areas with support from government agencies at respective levels like NDRF and SDRF that have good logistics base to reach inaccessible areas. (Action: Municipal Corporation, Shimla , NGOs, CBOs) 5 Hazard and vulnerability Conduct community centric hazard and vulnerability analysis at all levels, and based planning develop disaster management plans in accordance. (Action: Municipal Corporation, Shimla , NGOs) 6 Community Ensure community participation in assessment, planning, implementation and participation monitoring of activities at all levels.

(Action: Municipal Corporation, Shimla , NGOs, CBOs) 7 Mainstreaming of Support the most vulnerable groups through mitigation activities as well as Disability Issues in DM disaster preparedness and response, with a particular focus on the special needs of the Persons with Disabilities (PWDs). (Action: Municipal Corporation, Shimla , NGOs) 8 Gender Mainstreaming Make women’s as well as men’s concerns and experiences an integral dimension in the design, implementation, monitoring and evaluation of policies and programs such that inequalities between men and women are not perpetuated through the routine operations of DM. (Action: Municipal Corporation, Shimla ) 9 Focus on most National level: Advocate with all actors to reach out to gap areas State level: vulnerable rather Coordinate among actors to identify gap Areas District and Local level: Ensure than only on targeting with equity and outreach to all excluded areas. Epicenter (Action: District NGO Task Forces in DM) 10 Rural -urban diversity Develop the capacities of NGOs o r specialized civil society agencies at all levels to manage urban as well as rural disasters and accordingly make investments. (Action: Municipal Corporation, Shimla ) 11 Adherence to standards National level: Develop minimum standards for India State level: Develop minimum standards for the state District and Local level: Develop capacities for adherence to minimum standards through collective and coordinated efforts of all stakeholders (Action: Municipal Corporation, Shimla , NGOs, CBOs) 12 Transparency and Develop an agreed framework of accountability for all levels and mechanisms to accountability bring in transparency. (Action: Municipal Corporation, Shimla ) 13 Do No Harm Advocacy at all levels on Do No Harm through disaster response and development interventions. (Action : Municipal Corporation, Shimla NGO Task Forces in DM) 14 Exit strategy Ensure that the NGO programmes have an exit strategy to link with long term recovery/rehab/development programs of other NGOs or the government. (Action: Municipal Corporation, Shimla NGO Task Forces in DM)

(Source: NDMA Guidelines on the Role of NGOs in Disaster Management)

Coordination of Actions of Other Actors Disasters affect all aspect of human life and all aspects of development. Therefore, Disaster Management is a multi- agency function. It involves actions by all departments, organization and agencies. In short, it involves all departments of the State Government, Central Government, Armed Forces, Civil Society and Commercial Organization (NGOS, CBOs, Faith Based Organization, Traders Organizations and Corporate Sector), International Organizations working in the field of disaster response, UN Agencies etc. It is therefore, important that roles and responsibilities of each stakeholder are laid down during normal time and coordination mechanism worked out so that the same works during emergencies. It is must that regular meetings with all the stakeholders are held at least once in six months or a year. And all stakeholders are also associated in the mock drills to test their preparedness and clarity of roles and responsibility.

CHAPTER ––– 888 TRIGGER MECHANISM

The Trigger Mechanism prescribes the manner in which the disaster response system shall be automatically activated after receiving early warning signals of a disaster happening or likely to happen or on receipt of information of an incident. Activities envisaged in this SOP under the response Phase shall be initiated simultaneously without loss of time to minimize the loss, damage and mitigate the impact of disaster. The objective of having a trigger mechanism for natural disasters is to have a suo- motto activation mechanism for spontaneous response to set in motion command, control and management of the situation. There shall be two types of situation with different trigger mechanisms for natural disasters:

Table: 28 Situation I – Where Early Warning signals are available Information flow chart in Case I

TABLE: 29 Situation II- Where Disaster occurs without early warning Information Flow Chart in Case II

CHAPTERCHAPTER----9999 DISASTER SPECIFIC RESPONSE PLAN

Earthquake Response Plan for Shimla City The damage and loss scenario could be more disastrous now as the population of the State and built-up environment has increased many times since 1991. Present estimate of devastation in a repeat hypothetical earthquake is that (a) loss of more than 1,20,000 lives may occur; (b) the urban facilities particularly hospitals, schools, communication buildings, transportation routes in the hilly region and water supply facilities will be badly damaged. The fragility of the present situation was amply demonstrated by the rather small earthquake of M=5.7 occurring on April 26, 1986 causing economic loss of about Rs. 66.00 crore.

There are four levels of disasters. These levels are derived through intensive research studies in various fields. Details of the levels are as under:-

L0 level disaster: This level indicates a normal time situation i.e. when there is no disaster. At this point of time the nodal agency concentrate on the first phase of disaster management and i.e. the proactive approach. Various preparedness activities should be carried out to be fully prepared at the time of actual disaster situation. In this level the earthquake which is less than 5.0 magnitudes can occur. Such earthquakes with zero damage do not require much attention. However, the local authorities should not ignore such events and try to find out the losses if anyand make future plans to minimize the damage or the losses.

L1 level disaster: When the magnitude of earthquake is greater than 5.0 and less than 6.0 than the level of disaster is considered as L1. This level is more intensive than the previous level i.e. L0 level. As soon as such earthquakes are reported or occurred the nodal agency and the concerned line departments should take appropriate actions as soon as possible. The nodal agency should also alert the authorities. The City administration should be able to manage earthquake at this level.

L2 level disaster: The magnitude of earthquake ranging between more than 6.0 and less than 6.7 than it’s a L2 level disaster. This level can lead towards lot of destruction and therefore requires some basic initial management response steps. In the beginning the response steps should be prompt and therefore it should avoid formal orders from any quarters. The City Disaster Management Authority should activate the search and rescue operations immediately.

L3 level disaster: When the magnitude of earthquake is greater than 6.7 than it is considered as L3 level disaster. It leads to massive destruction of both lives and properties. The normal pace of life disturbed. In such situation the city level disaster management authority cannot tackle the situation on its own and thus requires the outside assistance which includes the assistance of Central Government etc.

a) Measures to be taken in case of earthquake disaster by the City Disaster Management Authority, Municipal Corporation, Shimla :- 1. Real Time Information on Earthquake: - Throughout the county the Indian Meteorological Department is designated as earthquake monitoring agency. The IMD notifies the responsible agencies about the occurrence of earthquakes. The disaster management authority and city EOC shall obtain information related to the earthquake, its magnitude, epicenter etc. Online information can also be gathered directly through the website of IMD.

Impact Assessment i) The City Disaster Management Authority, City EOC would be fully activated and pre-designed response plan shall immediately be triggered according to the magnitude and epicenter of the earthquake. ii) The Municipal Corporation/City Administration will gather information regarding the damages in respect of deaths, injuries and damages to the buildings/infrastructures. iii) If required the Municipal Corporation will conduct an aerial survey to determine the scope of the damage, casualties, and the status of key facilities. iv) City administration/City EOC/Municipal Corporation will identify areas and assess the requirement of police, armed forces, volunteer etc for search and rescue operations. The priority of conducting these operations will be established by the City Disaster Management Authority, Municipal Corporation, Shimla. Deployment of Search and Rescue Teams I. As an immediate measure City Administration would deploy local SAR teams of Civil Defence/Home Guards, Police and Local Volunteers etc. II. The police force will also be deployed to undertake different types of search and rescue activities. III. Requirement of Armed Forces – Army, Air Force, CPMFs, NDRF etc. would be worked out and demand for the same shall be placed with the DDMA Shimla and SDMA. IV. The ESF Department/City Administration shall arrange for local transportation (from airport/railway station to affected site) of NDRF teams and supplies POL etc. for their equipment/vehicles of NDRF. V. The police department shall control traffic to ensure that NDRF teams/other SAR and relief teams could reach the earthquake affected areas without delay. VI. ESF Department/City Administration shall provide access routes for transportation of NDRF, other SAR and Relief Teams to the affected sites. If needed, roads and bridges will be repaired or reinforced even on a temporary basis or emergency detours be provided. Emergency Medical Relief i) The City Hospitals – IGMC, DDU etc., primary health centers, health department etc. would activate their respective emergency medical plan forthwith. ii) NDRF teams are also trained in Emergency Medical Services (EMS) such as Medical First Response techniques with basic knowledge of life saving of disaster victims. Each NDRF battalion has 9 Doctors and 90 paramedics. NDRF teams shall provide EMS to the areas of their deployment during post disaster phase. iii) If needed Ministry of Defence through DDMA Shimla and State Government would be requested to provide mobile field hospitals, Heli-ambulances. They will be activated to reach the earthquake affected areas immediately along with dressing material, splints, portable X-ray machines, mobile operation theatres, resuscitation equipment and life-saving drugs, etc. iv) The Department of Health and Family Welfare at the City Level would coordinate with its counterpart at District and State level for medical assistance required for the State.

Supply of Relief Materials to affected States i) The City Disaster Management Authority would assess requirement of relief items and material required for the affected areas. It would also project its demand to the District and State Government. ii) The ESF departments both city and district level would arrange to supply relief material to the affected locations. iii) The MC Shimla would consolidate demands received from the city and would coordinate with Deputy Commissioner for State assistance, if any. iv) The City Disaster Management Authority/Municipal Corporation would appoint Nodal Officers at airports/helipads to coordinate, receipt and channelization of relief material. Adequate arrangement would be made for the transportation of relief material to different parts of the affected areas of city.

v) A mechanism would be put in place for proper accounting for and distribution of the relief material received in the city. Establishment and Running of Relief Camps i) Municipal Corporation/City administration would establish relief camps as per requirement. ii) ESF departments would arrangement for all basic amenities in these camps. iii) These relief camps would be run and managed by the ward level DM Committees. iv) Temporary shelters would be constructed as per requirement by the MC.

Repair and Restoration of Roads, Communication, Electricity and Water Supply i) The Public Works Department would undertake repair, build temporary bridges, access ways and other temporary structures for restoration of National and State Highways and other roads. ii) The PWD would also repair damaged helipads and make temporary helipads as per requirement. iii) Communication network would invariably be damaged in an earthquake. The BSNL and other service providers would take immediate steps to restore communication in the affected areas. Secondary ESF departments/agencies for communication would also provide communication facilities for disaster communication and relief.

Earthquake Damage Assessment of Public Building and Infrastructure and Individual Houses i) All Departments would constitute teams of officers/technical persons to:- a. Inspect buildings and structures that are critical to emergency service operations and mass care activities. Designate those that may be occupied and identify/mark those that are unsafe. b. Inspect buildings and structures that may threaten safety. Identify/mark those that are unsafe and may not be occupied. c. Inspect less critical damaged structures. Designate those that may be occupied and indentify/mark those that are unsafe to occupy. ii) Municipal Corporation/City Administration shall constitute teams of qualified technical personnel for damage assessment of individual houses. These teams shall also identify/certify those houses that are unsafe and may not be occupied. iii) The Disaster Management Authority under Municipal Corporation and city administration in consultation with the IITs and NITs develop guidelines for assessment of damaged individual housing units. Information Management and Helpline i) Municipal Corporation, Disaster Management authority and City Administration shall set up Emergency Information Centre (EIC) at the City EOC level or other suitable location for release of consolidated information to all stakeholders including Media at the City Level. ii) Helpline would be established at City EOC or other suitable location for providing information about victims to the next of kin, friends and others. iii) EIC shall maintain all records and document of all major actions taken in managing the incident.

Prevention of Human Trafficking of Widows/Orphans Human trafficking is a common phenomena of the aftermaths of disaster. To combat it the Department of Women Empowerment and Child Development shall set-up monitoring and coordination mechanism in the affected area for prevention of human trafficking of women and children.

Identification and Disposal of Dead Bodies The Home Department shall deploy forensic teams and equipment for DNA Finger printing of victims in mass casualty cases. The Department would also coordinate with MHA for central assistance as per requirement. While disposing of unclaimed/unidentified dead bodies NDMA Guidelines shall be followed.

Psycho-social Support i) The Health and Family Welfare Department shall arrange to provide psycho-social support to the victims of disaster and train volunteers for this job. ii) The Health and Family Welfare Department shall assess the requirement of central assistance for providing psycho-social support to the victims.

Financial Assistance to the Victims of Disaster i) The victims/dependants of victims shall be provided disaster relief assistance as per the HP DM and Relief Manual, 2012 and as per additional assistance guidelines issued by the Government in such cases. ii) The damage and needs assessment carried out by the State Government shall be sent to the Central Government for seeking grants under NDRF or Prime Minister’s Relief Fund.

TABLE: 30 STANDARD OPERATING PROCEDURES (SOPs)

Real Time Information on Earthquake received from IMD to City Emergency Operation Centre

Impact Assessment through Ward Level Committees

Deployment of Search and Rescue Teams

Emergency Medical Relief

Supply of Relief Materials to affected Wards

Repair and Restoration of Roads, Communication, Electricity and Water Supply

Earthquake Damage Assessment of Public Building and

Infrastructure and Individual Houses

Information Management and Helpline

Identification and Disposal of Dead Bodies

Prevention of Human Trafficking of Widows/Children

Financial Assistance to the Victims of Disaster

8.2 Fire Response Plan for Shimla City Fire is a common occurrence in Shimla especially both during summer and winter season and results into multiple losses of life and large property damage. Some of the reasons behind the outbreak of fires in the city are high summer temperature, lightning, short circuit, negligence, accidental fire and kitchen-fires, cooking fire etc. a) MEASURES TO BE TAKEN BY CITY DISASTER MANAGEMENT AUTHORITY IN CASE OF FIRE

1. Real Time Information of Fire i) The Fire Department is the Nodal Agency which is designated to monitor the fire incidents which include both natural and human-induced fires. The Fire Department can detect fire at its own level or the incident of fire is reported to the department. The local people, media and environmental agencies can also report about any fire incident to the fire stations or to the City EOC which can further alert the key responders and vulnerable population. ii) Forest Department shall notify the forest fire incident at the nearest fire station or to the City Emergency Operation Centre and key responders along with some preliminary information on location, damage caused, reason behind the fire outbreak etc.

Impact Assessment : i. The Fire Department (Shimla) would be fully activated and the pre-designed response plan should immediately be triggered. ii. The Municipal Corporation, Shimla and City EOC shall gather information about the deaths, injuries and damages to the infrastructure and property. iii. The City Administration, if needed, will conduct a survey to determine the scope of damage, causalities, and the status of key facilities.

Emergency Response i. The Fire Department shall rush its fire tenders to the site of fire. ii. The Police department shall control traffic and crowd and provide free access to the fire tenders and its personnel. The police shall further ensure that the crowd does not cause any hindrance in the functioning of the fire department. iii. The Electricity Department shall disconnect power supply to the affected area. iv. Irrigation and Public Health Department shall provide water through pipelines, hydrants, sprinklers etc. to control the fire. v. Municipal Corporation, Shimla along with the Fire Department shall work out, if needed and same shall be coordinated.

Deployment of Search and Rescue (SAR) Teams i. At the time of a fire incident to minimize the losses, the Disaster Management Cell, Municipal Corporation will deploy local Search and Rescue teams of Civil Defence, Home Guards, persons from fire department and local volunteers etc. to rescue people from the immediate area of smoke and/or fire. ii. The personnel’s of the Police Department will be deployed by the City Administration for search and rescue operations as per assessment of the situation. iii. Municipal Corporation, Shimla and the entire City Administration along with Fire Department will mobilize local response and will identify areas and access the requirements for the urban search and rescue operations. Requirement of outside response, if need be, shall be worked out and coordinated.

Emergency Medical Relief i. The SDRF and the personnel’s of city disaster management cell, Municipal Corporation, Shimla, local volunteers who are also trained in the emergency medical response shall be deployed for first medical response immediately. ii. The Hospitals/CMO/Department of Health and Family Welfare will dispatch a team of medical specialists with adequate medicine to the disaster site with medicines etc. and also alert the hospital to be prepared to receive the victims. 108 medical responses will also be activated.

Emergency Logistics iii. The firefighting equipments like fire extinguisher, fire blankets, foam fire buckets, etc. will be required during a fire incident to control and stop the fire. The Fire Department shall arrange the same. iv. The necessary equipment will also be mobilized for search and rescue of the trapped people in fire and in thick smoke. v. The Irrigation and Public Health Department will move its resources – men and material to help douse the fire. vi. The equipment available with City Disaster Management Cell /City EOC, Municipal Corporation, Shimla, Fire Department will also be mobilized as per requirement.

Repair and Restoration of Road, Power, Water and Telecommunication etc. i. The Public Works Department will repair and restore the affected roads. The department may take assistance of ESF agencies, if required. ii. The damaged water supply, electricity and telecommunication lines will be restored by the respective departments forthwith.

iii. The I & PH Department would restore water supply to the affected areas and would also ensure supply of water through other means till water supply is not fully restored through pipelines. iv. HP SEB Limited would take immediate steps for restoration of electricity supply to the affected areas. v. During a fire incident the communication network may be destroyed. The BSNL and other service providers would take immediate steps to restore communication in the affected areas. The ESF departments for communication would also provide communication facilities for disaster communication and relief.

Supply of Relief Material to the Affected Areas vi. The City Disaster Management Authority, M.C., Shimla would assess requirement of relief material and mobilize the local reserves to the affected area. It will also place its requirement for relief material to the District and the State authorities. vii. The ESF departments at city level would arrange to supply relief material to the affected locations. viii. Provision of temporary shelter will be made for those persons whose houses have been affected severely and for those whose houses have been damaged completely.

Environment Impact Assessment Department of Environment and Forest will get the environment impact assessment carried out for the affected area.

CHAPTER ––– 101010 INCIDENT RESPONSE SYSTEM FOR DISASTERS IN SHIMLA CITY

Need of Incident Response System: The DM Act 2005 has heralded a paradigm shift in DM from a post-event response to one of pre-event prevention, mitigation and preparedness. In view of the paradigm shift towards improved pre-disaster preparedness, there is an urgent need for a proper and a well prepared response system which would have:

The response mechanism during emergencies works with close connection of ward and city level EOCs. In this system each 24 wards will have 01 incident command centre and these centers will connect with the City Emergency Center based at Municipal Corporation Shimla. The City EOC will coordinate with different departments who are having the Emergency Support Functions. There will be Standard Operating Procedures for each action that will provide guidelines to each department. During emergency, Commissioner M.C. Shimla will be the nodal officer of the City EOC. He/ She will provide instructions to every department and coordinate with different agencies.

Definition and Context: The Incident Response System (IRS) is an effective mechanism for reducing the scope foradhoc measures in response. It incorporates all the tasks that may be performed during DM irrespective of their level of complexity. It envisages a composite team with various Sections to attend to all the possible response requirements. The IRS identifies and designates officers to perform various duties and get them trained in their respective roles. If IRS is put in place and stakeholders trained and made aware of their roles, it will greatly help in reducing chaos and confusion during the response phase. Everyone will know what needs to be done, who will do it and who is in command, etc. IRS is a flexible system and all the Sections, Branchesand Units need not to be activated at the same time. Various Sections, Branches and Units need to be activated only as and when they are required.

Incident Response System (IRS) Organization The IRS organisation functions through Incident Response Teams (IRTs) in the field. Inline with the administrative structure and DM Act 2005, Responsible Officers (ROs) have been designated at the State, District and City level as overall in charge of the incident response management. The RO may however delegate responsibilities to the Incident

Commander (IC), who in turn will manage the incident through IRTs. The IRTs will be pre-designated at all levels; State, District, City and Ward Levels. On receipt of Early Warning, the RO will activate them. In case a disaster occurs without any warning, the local IRT will respond and contact RO for further support, if required. A Nodal Officer (NO) has to be designated for proper coordination between the District, State and National level in activating air support for response.Apart from the RO and Nodal Officer (NO), the IRS has two main components: (a) CommandStaff and (b) General Staff

Figure 19 Incident Response System organization

Figure 20 Structure of ward level response plan at Shimla city

City Emergency Operation Center: The City Emergency Operation Center will be the physical location to coordinate the Incident Command System in Shimla City. An emergency operation center has been established at Rain Basera, Near SBI Bank, Bharari Shimla. Disaster Management Information Center works as the nerve center for all emergency events and disasters, and is the hub of all activities. The principal role involves collection of data, analysis and dissemination of information to relevant organisation. Thus control can also be called as information center. The Disaster Management Information Center/ Emergency Operations Center (E.O.C.) are the City's coordination center for emergency services during any major emergency affecting the City. It acts as DMIC in normal time and activated as E.O.C. is when ordered by the Municipal Commissioner or one of his designated representatives. When there will be any major emergency or disaster strikes, centralized emergency management is needed. This facilitates a coordinated response by the Commissioner M.C. Shimla and Emergency Management Staff and representatives from City and non-City organizations which are assigned specific emergency management responsibilities. The EOC operate under the guidelines provided by NDMA/ HPSDMA and State EOC and provide a central location of authority and information and allows for face-to-face coordination among personnel who must make emergency decisions. The purpose of City Emergency Operation Centre is to mitigate the disaster risk in the city and provide quick and centralised response during emergency followed by better recovery. In the City Emergency Operation Centre, all the major activities will be distributed among different government officials to ensure accountability, proper information, assimilation and record keeping. This will also help in easy coordination and reporting to the District and State Disaster Managers.

Officer In Charge under City IRS: Following officers will be Incharge under City IRS are mentioned below. The detail of roles and responsibilities of each IRS Officer is mentioned at Annexure: 1 and forms to collect the information during any incident took place is mentioned at Annexure-2

Table 31 Officer’s in charge under city incident response system

IRS Position Officer In charge RESPONSIBLE OFFICER DC, Shimla INCIDENT COMMANDER Commissioner, M.C. Shimla Deputy IC ADM (P) Information & Media Officer DPRO Liaison Officer Assistant Commissioner, M.C. Shimla Safety officer Divisional Fire Officer, DSP, MS-IGMC Operations Section CHIEF SP-City Staging Area Manager DRO Response Branch Director SDM (U) & (R) Municipal Engineer: Water Supply, Operation of Fire Hydrants XEN (R&B): Maintenance of Roads leading to: major hospitals- IGMC, KNH, DDU, DC Office, Secretariat CHO: Sanitation, Casualty Disposal Division Supervisor / Group-incharge SHOs of the concerned areas Task Force / Strike Team Representatives from Army, Civil Defence, Home Guards, NCC,

NSS, ITBP Single Resources Health- Dy. CMO Electricity- City XEN Stray Cattle: VPHO Transportation Branch DFO (M.C.Shimla), RM HRTC Road Group Group-in-charge Police Inspector, RM HRTC Vehicle Coordinator Loading -in -charge / Inspector Incharge Unloading-in-charge PLANNING SECTION CHIEF ADM (P), Assistant Commissioner Resource unit SDM (U) & (R) Check -in -status Recorder DRO Situation unit Display Processor DPRO Field Observer Kanoon Go, Patwari, Nayab Tehsildar Weather Observer MD IMD Documentation unit DRO Demobilisation Unit DSP Technical Specialist DFO (Fire) Logistics Section CHIEF ADM (P) Service Branch Director DFSC Communication unit I/c Police Wireless Medical Unit MS Rippon Hospital Food Unit DFSC Support Branch Director DRO Resource Provisioning Unit XEN (PWD) Division I Facilities Unit Tehsildar (U) & (R) Ground Support Unit RMHRTC Finance Branch Director District Nazarat Time Unit Sadar Kanoon go, D.C. Office Compensation / Claim Unit SDM (U) & (R) Procurement Unit SDM (U) & (R)

Zones Ward Name & number Incident Commander Zone I Annadale Ward Councilors Kaithu Ward Councilors Zone II Summer Hill (5) Ward Councilors Totu (6) Ward Councilors

Boileuganj (7) Ward Councilors Zone III Dhalli (18) Ward Councilors Chamyana (19) Ward Councilors Malyana (20) Ward Councilors Zone IV Kasumpati (21) Ward Councilors Chhota Shimla (22) Ward Councilors Patyog (23) Ward Councilors Khalini (24) Ward Councilors Zone V Tutikandi (8) Ward Councilors Nabha (9) Ward Councilors Phagli (10) Ward Councilors Krishna Nagar (11) Ward Councilors Zone VI Ram Bazar (12) Ward Councilors Lower Bazar (13) Ward Councilors Jakhoo (14) Ward Councilors Banmore (15) Ward Councilors Zone VII Bharari (1) Ward Councilors Roldu Bhatta (2) Ward Councilors Sanjauli (17) Ward Councilors Engine Ghar (18) Ward Councilors

Note: Directory of contacts of the all incident Response System Officer will be prepared and will be updated on monthly basis to make it functional.

9.6 Steps and Actions for Incident Response: Management of every incident needs an action plan and proper briefing of all personnel . The purpose of the action plan and briefing is to provide all concerned personnel with appropriate directions for the various tasks in hand. Before taking up response activities, the RO/IC will need to take stock of the situation, availability and mobilisation of resources for listing out the various tasks and to provide proper briefing to the responders. For this, he will need to hold a proper briefing meeting at the beginning of each operational period. At the end of the operational period, he will take a debriefing meeting where he will be able to again review whether the objectives were achieved or not and then decide what further steps need to be taken in the next operational period. Both the briefing and debriefing meetings are the basis on which the IAP will be prepared and tasks assigned. For the convenience of the IC, a briefing form 001 has also been prepared and placed at Annexure-II. The briefing form - 001 can also be used for briefing of senior officers who arrive on the scene.

Figure 21 Steps and actions for incident response

IAP can be written or oral depending on the duration and magnitude of the incident. The incident may be of low, medium or large levels. Low level incident would be of less than 24 hours, medium would be of more than 24 hours and less than 36 hours and a large incident would be of more than 36 hours of emergency operations. In low or medium level incidents, oral action plan may suffice. The directions given orally may be jotted down by the Command Staff and handed over to the PS to be integrated in the IAP. At times there may be sudden disasters without warning and the IC may have to respond immediately. In such cases also the Command Staff will jot down the decisions taken for response and hand it over to the PS when it is activated and it should be incorporated in the IAP. In larger incidents when there is adequate early warning, a written IAP will be required. IAP may consist of incident objectives, organisation assignment and division assignment list, incident communication plan, traffic plan, safety plan and incident map etc.

9.7 Ward level Disaster Management Committee:-

To eradicate disaster vulnerabilities from grass root level it’s crucial to have separate ward level disaster management committee which will focus on their respective needs and different vulnerability conditions and further the committees will adopt the disaster management aspects applicable to them. The main aim of WDMC is look prevent, mitigate and to be prepared for disaster emergency situations. There are 25 wards in Shimla city and therefore 25 different committees are formulated in each ward.

Roles and responsibilities of Ward Disaster Management Committee:- 1. To Co-ordinate with the government agencies regarding identifying potential hazards, risks and vulnerabilities. The timely communication and proper planning can help in improving ward level resilience. 2. To organize and monitor awareness and training activities for pro-active disaster management activities like prevention, preparedness and mitigation. 3. To maintain a proper ward wise resource inventory data base and other important information of their respective wards. 4. To identify specific roles and responsibilities of all the members of the committee. 5. To provide timely guidance to the members of the committee. 6. To check the proper functioning of “Emergency Preparedness and Response Plan”.

Structure of Ward Disaster Management Committee:-

CHAPTER ––– 111111 RECOVERY PLAN

Once the response process is in place the recovery process is activated by resorting to the following actions: ° Providing and erecting temporary housing to the victims and displaced persons by the MC. ° Facilitating and providing claims and grants as per the relief manual by the district administration. ° Providing counseling to the victims by the Health Department. ° Providing and facilitating medical support for the victims requiring long term care by the Health Department. ° Clearing and disposing off the debris created as a result of collapse of physical infrastructure and elements – PWD, house owners and MC. ° Initiating the process of reconstruction by adapting improvised technologies for safe construction. Reconstruction and Resettlement The approach to the reconstruction process will be aimed at converting adversity into opportunity. Incorporating disaster resilient features to ‘build back better’ will be the guiding principal. This phase requires the most patient and pains taking effort by all concerned. The choice of technology will be based on its likely impact on physical, sociocultural or economic environment of the communities in the affected areas or in their neighborhood. Systems for providing psycho-social support and trauma counseling need to be developed for implementation during the reconstruction and recovery phase.

Owner Driven Construction: Reconstruction plans and designing of houses will be a participatory process involving the government, affected community, NGO’s and the corporate sector. After the planning process is over, owner driven construction will be preferred. Reconstruction programmes will be within the confines and the specification as laid down by the government. Essential services, social infrastructure and intermediate shelters/camps will be established in the shortest possible time. For permanent reconstruction, the work including the construction of houses will be completed within two to three years. Dedicated project teams will be constituted to speed up the reconstruction process.

Rehabilitation Provision of emergency relief will be provided by mobilizing human and material resources on a war footing. It would comprise food, temporary shelters and other basic requirements. Rehabilitation of all the displaced people, restoration of basic and alternative means of livelihood; and initiation of long-term sustainable community-based actions and development interventions will be carried out on priority. The rehabilitation would comprise housing and infrastructure, economic and social rehabilitation besides psychological rehabilitation. For housing rehabilitation, the existing inhabited settlements may be completely reconstructed at a new site for which, if required, land acquisition will be done. Housing rehabilitation would also be carried out by way of up gradation of existing damaged houses through repairs and retrofits. Infrastructure such as roads, water supply, sewerage, school, health centers will be rehabilitated on priority. Medical Rehabilitation The persons who have witness the disaster might have been passing through the trauma or agony of loosing their near and dear ones as well as the wounds they have received and the mental stress through which they are passing through can’t be imagined by the other persons. Therefore their physiological and psychological rehabilitation is must. a. Physiological Rehabilitation:- The Chief medical officer Shimla shall constitute the appropriate teams which will visit the specific areas and regularly medically examine the persons so affected and will give the treatment.

78 b. Psycho-social interventions:-The another intervention required on behalf of the CMO shall be the psychological treatment to the affected persons who have witnessed the trauma of the disaster.

Financial Grants and Provision For restoration of the damaged buildings /houses either the sate govt. has to make provisions for financial grants or the following strategy can be adopted :- i) Insurance of the Buildings :- Either the houses or the buildings should be insured in the district Shimla either by the owner or through the sate govt. and on damage the return so received from the Insurance companies shall be utilized for reconstruction. ii) Short Term Loans:- The govt. should extend the facility of short term loans to the affected families on subsidized interest rates. iii) Assistance/financial aid:- The govt. may provide the assistance /aid to the affected families may be through the existing schemes like Indira A Was Yojna/ Rajiv Awas Yojna /Atal Awas Yojna etc or another special aid to the affected families schemes so the families under stress can be helped out in the reconstruction their houses. iv) Grants :- Another grants can be given to the affected families so that the person in distress can be helped out.

ANNEXURE- 1 Role and Responsibilities of IRS Officers

(a) Command Staff The Command Staff consists of Incident Commander (IC), Information & Media Officer (IMO), Safety Officer (SO) and Liaison Officer (LO). They report directly to the IC and may have assistants. The Command Staff may or may not have supporting organisations under them. The main function of the Command Staff is to assist the IC in the discharge of his functions.

∑ Roles and Responsibilities of Incident Commander The IC will:- Obtain information on: a) Situation status like number of people and the area affected etc.; b) Availability and procurement of resources; c) Requirement of facilities like ICP, Staging Area, Incident Base, Camp, Relief Camp, etc.; d) Availability and requirements of Communication system; e) Future weather behavior from IMD; and f) Any other information required for response from all available sources and analyse the situation. • Determine incident objectives and strategies based on the available information and resources; • Establish immediate priorities, including search & rescue and relief distribution strategies; • Assess requirements for maintenance of law and order, traffic etc. if any at the incident site, and make arrangements with help of the local police; • Brief higher authorities about the situation as per incident briefing form – 001 enclosed in Annexure-II and request for additional resources, if required; • Extend support for implementation of AC and UC if considered necessary by the RO; • Establish appropriate IRS organisation with Sections, Branches, Divisions and/or • Units based on the span of control and scale of the incident; • Establish ICP at a suitable place. There will be one ICP even if the incident is multi jurisdictional. Even a mobile van with complete communication equipment and appropriate personnel may be used as ICP. In case of total destruction of buildings, tents, or temporary shelters may be used. If appropriate or enough space is not available, other sections can function from a different convenient location. But there should be proper and fail safe contact with the ICP in order to provide quick assistance; • Ensure that the IAP is prepared; • Ensure that team members are briefed on performance of various activities as per IAP; • Approve and authorise the implementation of an IAP and ensure that IAP is regularly developed and updated as per debriefing of IRT members. It will be reviewed every 24 hours and circulated to all concerned; • Ensure that planning meetings are held at regular intervals. The meetings will draw out an implementation strategy and IAP for effective incident response. The decision to hold this meeting is solely the responsibility of the IC. Apart from other members, ensure that PSC attend all briefing and debriefing meetings; • Ensure that all Sections or Units are working as per IAP; • Ensure that adequate safety measures for responders and affected communities are in place; • Ensure proper coordination between all Sections of the IRT, agencies working in the response activities and make sure that all conflicts are resolved; • Ensure that computerised and web based IT solutions are used for planning, resource mobilisation and deployment of trained IRT members;

• Consider requirement of resources, equipment which are not available in the functional jurisdiction, discuss with PSC and LSC and inform RO regarding their procurement; • Approve and ensure that the required additional resources are procured and issued to the concerned Sections, Branches and Units etc. and are properly utilised. On completion of assigned work, the resources will be returned immediately for • utilisation elsewhere or to the department concerned; • If required, establish contact with ULBs, CBOs, NGOs etc. and seek their cooperation in achieving the objectives of IAP and enlist their support to act as local guides in assisting the external rescue and relief teams; • Approve the deployment of volunteers and such other personnel and ensure that they follow the chain of command; • Authorize release of information to the media; • Ensure that the record of resources mobilised from outside is maintained so that Prompt payment can be made for hired resources; • Ensure that Incident Status Summary (ISS) is completed and forwarded to the RO (IRS form-002 is enclosed at Annexure-II); • Recommend demobilisation of the IRT, when appropriate; • Review public complaints and recommend suitable grievance redressal measures to the RO; • Ensure that the NGOs and other social organisations deployed in the affected sites are working properly and in an equitable manner; • Ensure preparation of After Action Report (AAR) prior to the demobilisation of the IRT on completion of the incident response. • Perform any other duties that may be required for the management of the incident; • Ensure that the record of various activities performed (IRS Form-004 enclosed in Annexure-II) by members of Branches, Divisions, Units/Groups are collected and maintained in the Unit Log (IRS Form-003) enclosed at Annexure-II; and • Perform such other duties as assigned by RO.

∑ Roles and Responsibilities of Information and Media Officer (IMO)

The IMO will: • Prepare and release information about the incident to the media agencies and others with the approval of IC; • Jot down decisions taken and directions issued in case of sudden disasters when the IRT has not been fully activated and hand it over to the PS on its activation for incorporation in the IAP; • Ask for additional personnel support depending on the scale of incident and workload; • Monitor and review various media reports regarding the incident that may be useful for incident planning; • organise IAP meetings as directed by the IC or when required; • Coordinate with IMD to collect weather information and disseminate it to all concerned; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and • Perform such other duties as assigned by IC.

∑ Roles and Responsibilities of Liaison Officer (LO) The LO is the focal point of contact for various line departments, representatives of NGOs, PRIs and ULBs etc. participating in the response. The LO is the point of contact to assist the first responders, cooperating agencies and line departments. LO may be designated depending on the number of agencies involved and the spread of affected area. The LO will:

• Maintain a list of concerned line departments, agencies (CBOs, NGOs, etc.) and their representatives at various locations; • Carry out liaison with all concerned agencies including NDRF and Armed Forces and line departments of Government; • Monitor Operations to identify current or potential inter-agency problems; • Participate in planning meetings and provide information on response by participating agencies; • Ask for personnel support if required; • Keep the IC informed about arrivals of all the Government and Non Government agencies and their resources; • Help in organising briefing sessions of all Governmental and Non Governmental agencies with the IC; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and • Perform such other duties as assigned by IC.

∑ Roles and Responsibilities of Safety Officer (SO)

The SO’s function is to develop and recommend measures for ensuring safety of personnel and to assess and/or anticipate hazardous and unsafe situations. The SO is Incident Commander and authorised to stop or prevent unsafe acts. SO may also give general advice on safety of affected communities. The SO will: • Recommend measures for assuring safety of responders and to assess or anticipate hazardous and unsafe situations and review it regularly; • Ask for assistants and assign responsibilities as required • Participate in planning meetings for preparation of IAP; • Review the IAP for safety implications; • Obtain details of accidents that have occurred within the incident area if required oras directed by IC and inform the appropriate authorities; • Review and approve the Site Safety Plan, as and when required; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and • Perform such other duties as assigned by IC.

(b) General Staff The General Staff has three components which are as follows;

Figure 22 Components of general staff

i. Operations Section (OS) The OS deals with all types of field level tactical operations directly applicable to the management of an incident. This section is headed by an Operation Section Chief (OSC). In addition, a deputy may be appointed to assist the OSC for discharging his functions depending on the magnitude of the work load. OS is further sub-divided into Branches, Divisions and Groups which assist the OSC / IC in the execution of the field operations. The OS comprises Response Branch (RB), Transportation Branch (TB) and Staging Area (SA) and is headed by the Operation Section Chief (OSC). The activation of the RB and TB is situational. i.i Operations Section Chief (OSC) On activation of the OS, the OSC will assume command of all the field operations and will be fully responsible for directing all tactical actions to meet the incident objectives. The OSC will report to the IC. He will be responsible for activation, deployment and expansion of his Section as per IAP. As the operational activities increase and because of geographical reasons, the OSC will introduce or activate and expand the Branch into Divisions for proper span of control and effective supervision. Roles and Responsibilities of Operations Section Chief (OS) The OSC will: • Coordinate with the activated Section Chiefs; • Manage all field operations for the accomplishment of the incident objectives; • Ensure the overall safety of personnel involved in the OS and the affected communities; • Deploy, activate, expand and supervise organisational elements (Branch, Division, Group, etc,) in his Section in consultation with IC and in accordance with the IAP; • assign appropriate personnel, keeping their capabilities for the task in mind and

• maintainOn Duty Officers list (IRS Form-007) for the day as enclosed in Annexure-II; • Request IC for providing a Deputy OSC for assistance, if required; • Brief the personnel in OS at the beginning of each operational period; • Ensure resolution of all conflicts, information sharing, coordination and cooperation between the various Branches of his Section; • Prepare Section Operational Plan in accordance with the IAP; if required; suggest expedient changes in the IAP to the IC; • Consult the IC from time-to-time and keep him fully briefed; • Determine the need for additional resources and place demands accordingly and ensure their arrival; • Ensure record of various activities performed (IRS Form-004 enclosed in Annexure-II) • By members of Branches, Divisions, Units/Groups are collected and maintained in the Unit Log IRS Form-003 (enclosed in Annexure-II); and Perform such other duties as assigned by RO / IC.

Staging Area Manager (SAM) The SA is an area where resources are collected and kept ready for deployment for field operations. These may include things like food, vehicles, equipments and other materials. The SA will be established at a suitable area near the affected site for immediate, effectiveand quick deployment of resources.More than one SA may be established if required. If resources are mobilised at other locations to be ultimately despatched to the affected areas, these locations are also known as SAs. The overall incharge of the SA is known as Staging Area Manager (SAM) and he needs to work in close liaison with both the LS and PS through the OSC.School and college playgrounds, community halls, cyclone shelters, Panchayat Offices and stadia etc. may be used as SA. In case of total destruction of buildings in an incident, tents or temporary shelters may be used for such purposes. For Air Operations, open space of Airport Authority of India (AAI) may be used for loading and unloading of relief materials. If area of AAI is not available, other suitable places near Helipads, Helibases etc. will have to be selected for such purpose. For parking of vehicles, playgrounds of the schools or any large plain areas may be used. Such parking area will preferably have separate entry and exit points. The SAM will arrange for separate entry and exit points to avoid and reduce traffic jam in an emergency.

Roles and Responsibilities of the Staging Area Manager (SAM) The SAM will: • Establish the SA with proper layout, maintain it in an orderly condition and ensure that there is no obstruction to the incoming and outgoing vehicles, resources etc; • Organise storage and despatch of resources received and despatch it as per IAP; • Report all receipts and despatches to OSC and maintain their records; • Manage all activities of the SA; • Utilise all perishable supplies expeditiously; • Establish check-in function as appropriate; • Request maintenance and repair of equipment at SA, as needed; • Ensure that communications are established with the ICP and other required locations e.g. different SAs, Incident Base, Camp, Relief Camp etc; • Maintain and provide resource status to PS and LS; • Demobilise SA in accordance with the Demobilisation Plan IRS Form-010 as enclosed in Annexure-II; • Maintain record of various activities performed as per IRS Form-004 (enclosed in • Annexure-II) and send to Sections concerned; and perform any other duties as assigned by OSC.

Response Branch Division Response Branch is the main responder in the field dealing with the situation and performing various functions. Depending on the scale of disaster, the RBD may have to expand the numberof Groups which in turn may require creation of Division. This structure is meant for closesupervision by the OSC in the management of a large incident. The RBD will: • Work under the supervision of the OSC and is responsible for the implementation of IAP as per the assigned role; • Attend planning meetings as required by the OSC; • Review assignment lists IRS Form-005 (enclosed in Annexure -II) for Divisions or • Groups under his Branch; • Assign specific tasks to Division and Groups-in-Charge; • Supervise Branch functions; • Resolve conflicts reported by subordinates; • Report to OSC regarding modifications required if any in the IAP, need for additional resources, availability of surplus resources and when hazardous situations or significant events occur, etc. • Provide Single Resource, Strike Team and Task Force support to various operational areas; • Ensure that all team leaders maintain record of various activities performed as per • IRS Form-004 (enclosed in Annexure-II) relating to their field Operations and send to OSC; • Perform any other duties assigned by the OSC;

Division Supervisor and Groups-in-charge As the operational activity increases because of the largeness and magnitude of the disaster, the OSC who is responsible for directing all tactical actions to meet the incident objectives will have to deploy more and more functional teams. There may be such locations which are distant, isolated and difficult to reach. There may also be a situation when simultaneously different types of incidents occur requiring different specialized handling. For example while a lot of building may have collapsed in case of earthquake, gas leaks may also have occurred resulting in fire at a number of places. The OSC may create a Division for close and proper supervision, when the span of control becomes larger or when some locations are very distant and difficult to reach. Except for the hierarchical difference, the roles and responsibilities of the Division Supervisors and the Groups-in-charge are the same. Divisions are activated when there are supervisory equirements in an isolated and distant geographical area or for the purpose of a proper span of control when the number of functional Groups increases or for various specialised response. While Groups-in-charge are assigned to accomplish specific functions within the Branch, Divisions are created for effective supervision over a large number of Groups.

Roles and Responsibilities of Division Supervisor and Groups-in-charge The DS and Groups-in-charge- • Implement Division or Group assignment list; • Assign resources within the Division or Group under them; • Report on the progress of Operations, and the status of resources within the Divisionor Group; • Circulate Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II to the leaders of the Group, Strike Team and Task Force; • Review assignments and incident activities with subordinates and assign tasks as per the situation; • Coordinate activities with adjacent Divisions or Groups, if required; • Submit situation and resource status to the RBD and the OSC;

• Report all hazardous situations, special occurrences or significant events (e.g., accidents,sickness, deteriorating weather conditions, etc.) to the RBD and the OSC; resolve problems within the Division or Group; • Participate in the development of IAP for next operational period, if required; • Ensure that record of various activities performed (IRS Form-004 enclosed in Annexure- II) are collected and sent to the RBD and OSC; and • Perform any other duties as assigned by the RBD/OSC. i.ii Transportation Branch (TB) The TB in the OS supports the response effort by transporting different resources, relief materials, personnel to the affected site and also transportation of victims if necessary. Though there is a Ground Support Unit (GSU) in the LS which is responsible for providing all transportation and other related resources, the TB in the OS manages the actual deployment and utilisation of the transport at ground zero according to the needs of the IRT and the IAP. The TB may comprise four operational Groups such as Road, Rail, Water and Air. These Groups may be activated as and when required. Air Operations is an important transportation activity during disasters which requires coordination at the National, State and District level. For coordination of Air Operations, the RO of the State and District will identify and designate a NO.

Roles and Responsibilities of Transportation Branch (TB) All functional Groups (Road, Rail, Water and Air) of the TB are managed by the TBD. Since the air transportation is to be coordinated at the State and District levels, the TBD also needs tofunction in close coordination with RO, IC and NO for Air Operations. He will collect the details of all related flights from the concerned NO and organise the ground support requirement. The TBD will also be responsible for the activation and expansion of various functional Groups as per the IAP.

The TBD will: Activate and manage different Operations Groups like Road, Rail, Water and Air; • Coordinate with the LS for required resources, and activate Groups of his Branch; • Coordinate with railways, road transport, waterways and airport authorities for supports required; • Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II is circulated among the Group-in-charge(s) and other responders of his Branch; • Provide ground support to the air operations and ensure appropriate security arrangements; • Provide road transport support to the Rail and Water Operations Group as required; • Ensure safety of all personnel of his Branch involved in the Incident Response activities; • Ensure that all units moving in the area are familiarised with route with the help ofroad maps or local guides; • Report to the OSC and IC about progress of the TB; • Prepare transportation plan as per the IAP, if required; • Determine the need for additional resources, their proper and full use and placedem and accordingly in advance; • Resolve problems and conflicts, if any; • Ensure the maintenance of the status of hired resources, their full utilisation and timely release; • Ensure that the record of various activities performed (IRS Form-004 enclosed in • Annexure-II) by different operational groups (Road, Rail, Water and Air) are collected and sent to the Section concerned; and • Perform any other duties assigned by the IC or OSC;

86 ii. Planning Section (PS) The PS deals with all matters related to the planning of the incident response. It is headed by the Planning Section Chief (PSC). This section helps the IC in determining the objectives andstrategies for the response. It works out the requirements for resources, their allocation and subsequent utilisation. It maintains up-to-date information about the ongoing response and prepares IAP. For the closing phase of the Operations, this Section also prepares the Incident Demobilisation Plan (IDP). PS comprises Resource Unit, Situation Unit, Documentation Unit and Demobilisation Unit. The Section is headed by a chief known as Planning Section Chief. ii.i Planning Section Chief (PSC) The PSC is responsible for collection, evaluation, dissemination and use of information. It keeps track of the developing scenario and status of the resources. In case of need, the PS may also have Technical Specialist for addressing the technical planning matters in the management of an incident.A list of such specialists will be kept available in the PS. The PSC reports to the IC and will be responsible for the activation of Units and deployment of personnel in his Section as per requirement.

Roles and Responsibilities of PSC The PSC will: • Coordinate with the activated Section Chiefs for planning and preparation of IAP in consultation with IC; • Ensure that decisions taken and directions issued in case of sudden disasters when the PS had not been activated are obtained from the IMO (Command Staff) and incorporated in the IAP; • Ensure collection, evaluation, and dissemination of information about the incidents including weather, environment toxicity, availability of resources etc. from concerned departments and other sources. The PS must have a data bank of available resources with their locations from where it can be mobilised; • Coordinate by assessing the current situation, predicting probable course of the incident and preparing alternative strategies for the Operations by preparing the IAP. The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period (24 hours is considered as one operational period). The plan may be oral or written. Written plan may have a number of attachments, including incident objectives, organization assignment list IRS Form-005 (enclosed in Annexure-II), incident communication plan IRS Form-009 (enclosed in Annexure-II), demobilisation plan IRS Form-010 (enclosed • in Annexure-II), traffic plan, safety plan, and incident map etc. The major steps for preparing IAP areas follows: - Initial information and assessment of the damage and threat; - Assessment of resources required; - Formation of incident objectives and conducting strategy meetings; - Operations briefing; - Implementation of IAP; - Review of the IAP; and - Formulation of incident objectives for the next operational period, if required; - Ensure that Incident Status Summary (IRS Form-002) enclosed in Annexure-II is filled and incorporated in the IAP; - Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – V is circulated among the Unit leaders and other responders of his Section; - Plan to activate and deactivate IRS organisational positions as appropriate, in consultation with the IC and OSC; - Determine the need for any specialised resources for the incident management;

- Utilise IT solutions for pro-active planning, GIS for decision support and modeling capabilities for assessing and estimating casualties and for comprehensive response management plan; - Provide periodic projections on incident potential; - Report to the IC of any significant changes that take place in the incident status; - Compile and display incident status summary at the ICP; - Oversee preparation and implementation of Incident Demobilisation Plan (IRSForm- 010) enclosed in Annexure-II; - Assign appropriate personnel, keeping their capabilities for the tasks in mind and maintain on Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-II; - Ensure that record of various activities performed (IRS Form-004 enclosed in - Annexure-II) by members of Units are collected and maintained in the Unit Log (IRS - Form-003) enclosed at Annexure-II - Perform any other duties assigned by IC.

Roles and Responsibilities of Resource Unit Leader (RUL) The Resource Unit Leader will: • Maintain and display the status of all assigned resources (Primary and Support) at the incident site by overseeing the check-in of all resources, and maintaining a resource status-keeping system. Primary resources are meant for responders and support resources are meant for affected communities; • Compile a complete inventory of all resources available. He will also access information about availability of all required resources at other locations and prepare a plan for their mobilisation, if required. IDRN, CDRN and IDKN facilities will also be used for this purpose; • Ensure and establish Check-in function at various incident locations; • Update the PSC and IC about the status of resources received and dispatched fromtime to time; • Coordinate with the various activated Branches, Divisions and Groups of OS for checking status and utilisation of allotted resources; • Ensure quick and proper utilisation of perishable resources; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Section concerned • Perform any other duties assigned by PSC. Roles and Responsibilities of Check-in/Status Recorder The Check-in and Deployment Status Recorder will: • Report to the RUL; • Ensure that all resources assigned to an incident are accounted for at each check-in point; • Obtain required work materials, including Check-in Lists, Resource Status display boards showing different locations for deployment of resources, collection of resources with time of arrival and type of resources etc. The status of resources would be displayed through T card board or through a computerised programme on the computers; • Establish communications with the EOC and Ground Support Unit (GSU) of LS; • Ensure displays of check-in locations on signboard so that arriving resources can easily locate the Check-in location(s); • Enter or record information on Incident Check-in and deployment list as per the IRS Form-006 enclosed at Annexure - II; • Transmit Incident Check-in and deployment information to Resource Unit on a regular and prearranged schedule or as needed;

• Forward completed Check-in Lists to the Resource Unit; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sections concerned; and • Perform any other duties as assigned by PSC.

Roles and Responsibilities of Situation Unit Leader (SUL) The SUL will: • Collect, process and organise all incident information as soon as possible for analysis. For such purposes, he can take the help of members of the Single Resource, Task Forces,Strike Teams, field level Government officers and members of PRIs, CBOs, NGOs etc; • Prepare periodic future projections of the development of the incident (along with maps if required) and keep the PSC and IC informed; • Prepare situation and resource status reports and disseminate as required; • Provide authorised maps, photographic services to responders, if required; • attend IAP Meeting with required information, data, documents and Survey of India maps etc; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Section concerned; and • Perform such other duties assigned by SUL or PSC. Roles and Responsibilities of Display Processor (DP) The DP is responsible for the display of incident status information obtained from Field Observers (FOs), Single Resource, Strike Teams, Task Forces, and through other sources. The DP will: • Display incident status obtained from Field Observers (FOs), Single Resource, Strike Teams, Task Forces, aerial photographs and other data received from technical sources; • Report to the SUL; • Ensure timely completion of display chart; • Obtain necessary equipment and stationery; • Assist in analysing and evaluating field reports; • Maintain records of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the SUL Perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Field Observer (FO) The FO is responsible for collecting situation information from personal observations of the incident and provides this information to the SUL. He may be a local private individual or a member of any of the operational Units / Groups. The PSC will specially designate the individuals for such purpose. The FO will: • Report to SUL immediately on any situation observed which may cause danger and safety hazard to responders and affected communities. This should also include local weather conditions; • Gather intelligence that may facilitate better planning and effective response; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the SUL • Perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Documentation Unit Leader (DUL) The DUL will: • Ensure that all the required forms and stationery are procured and issued to all the activated Sections, Branches, Divisions, Groups and Units; • Compile all information and reports related to the incident; • Review and 112crutinize the records and various IRS forms for accuracy and completeness; • Inform appropriate Units of errors or omissions in their documentation, if any, and ensure that errors and omissions are rectified; • Store files properly for post-incident analysis; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sections concerned • Perform any other duties as assigned by the PSC. Roles and Responsibilities of Demobilisation Unit Leader (Demob. UL) In the management of a large incident, demobilisation can be quite a complex activity and requires proper and separate planning. When the disaster response is nearing completion, the resources mobilised for response need to be returned. This should be done in a planned and phased manner. Demobilisation requires organizing transportation of both equipment and personnel to a large number of different places both near and far away. The Demob. Unit will prepare the demobilisation plan in consultation with RO, IC and PSC. The plan should include the details of the responders to be demobilised, the date, mode of transport, location from where they will be demobilsed, the destination where they have to finally reach etc. There will be a similar plan for out of service equipment and sick personnel also. The Demobilization UL will: • Prepare Incident Demobilisation Plan (IDP) as per IRS Form-010 given in Annexure-II; • Identify surplus resources and prepare a tentative IDP in consultation with the PSC and give priority to demobilisation of surplus resources; • Develop incident check-out functions for Sections, Branches, Divisions and units inconsultation with all Sections and send to the PS; • Plan for logistics and transportation support for Incident Demobilisation in consultation with LS; • Disseminate IDP at an appropriate time to various stakeholders involved; • Ensure that all Sections, Units, Teams and Resources understand their specific Incident Demobilisation responsibilities and avail Demobilisation facilities; • Arrange for proper supervision and execution of the IDP; • Brief the PSC on the progress of Demobilisation; • Request the PSC for additional human resources, if required; iii. Logistics Section (LS) LS provide all logistic support for effective response management. The Units under different Branches of the LS are responsible not only for the supply of various 'kinds' and 'types' of resources, but also for the setting up of different facilities like the Incident Base, Camp, ICP and Relief Camp etc. This would entail the involvement of several line departments of Government and other agencies. It would require a proper and smooth coordination at the highest level of the administration. The LS will work closely with the RO, EOC and the IC. The District and City DM plans will have comprehensive details like where the required resources can be procured from and manpower mobilised, etc. IDKN, IDRN and CDRN may also be useful for the mobilisation of equipment and manpower.

90 iii.i Logistics Section Chief (LSC) The LS comprises Service, Support and Finance Branches. The Section is headed by a chief known as the LSC. The activation of various Branches of the LS is context specific and would depend on the enormity and requirements of the incident. The Finance Branch (FB) constitutes an important component of the LS to specially facilitate speedy procurement, and proper accounting following financial procedures and rules.

Roles and Responsibilities of LSC The LSC will: • Coordinate with the activated Section Chiefs; • Provide logistic support to all incident response effort including the establishment of SA, Incident Base, Camp, Relief Camp, Helipad etc.; • Participate in the development and implementation of the IAP; • Keep RO and IC informed on related financial issues; • Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II is circulated among the Branch Directors and other responders of his Section; • Request for sanction of Imprest Fund, if required; • Supervise the activated Units of his Section; • Ensure the safety of the personnel of his Section; • Assign work locations and preliminary work tasks to Section personnel; • Ensure that a plan is developed to meet the logistic requirements of the IAP with the help of Comprehensive Resource Management System; • Brief Branch Directors and Unit Leaders; • Anticipate over all logistic requirements for relief Operations and prepare accordingly; • Constantly review the Communication Plan, Medical Plan and Traffic Plan to meet the changing requirements of the situation; • Assess the requirement of additional resources and take steps for their procurement in consultation with the RO and IC; • Provide logistic support for the IDP as approved by the RO and IC; • Ensure release of resources in conformity with the IDP; • Ensure that the hiring of the requisitioned resources is properly documented and paid by the FB; • Assign appropriate personnel, keeping their capabilities for the tasks to be carried out and maintain On Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-II; • Ensure that cost analysis of the total response activities is prepared; • Ensure that record of various activities performed (IRS Form-004 enclosed in Annexure- II) by members of Branches and Units are collected and maintained in the Unit Log IRS Form 003 as enclosed at Annexure-II; and • Perform any other duties as assigned by RO or IC.

Roles and Responsibilities of Service Branch Director (SBD) The SBD will: • Work under the supervision of LSC, and manage all required service support for the incident management; • Manage and supervise various Units of the Branch like Communication Unit, Medical Unit, Food Unit and any other activated Unit; • Discuss with activated Unit leaders for the materials and resources required and procure the same through LS; • Ensure proper despatch of personnel, teams, resources etc as per the IAP; prepare an assignment list, if required;

• Keep the LSC informed about the progress of Service Branch, from time-to-time; • Resolve Service Branch problems, if any; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to sections concerned; and • Perform any other duties assigned by the IC and LSC.

Roles and Responsibilities of Communication Unit Leader (Com. UL) The Com. UL will: • Work under the direction of the SBD; • Provide communications facility as and when required; • Ensure that all communication equipments available are in working condition and that the network is functional; • Supervise Communication Unit activities; • Maintain the records of all communication equipments deployed in the field; • Recover equipment provided by Communication Unit after the incident is over. • Ensure that it is properly linked with the IDP; • Ensure setting up of a message centre to receive and transmit radio, telephone and other messages from various activated Sections, Branches, Units and higher authorities and maintain their records; • Prepare an alternative communication plan for execution in case of possible failure of the normal communications network. The alternative communications network may have wireless, satellite phones, cell phones, HAM radios etc; • Prepare a plan for integration of the communications set up of the central teams • (NDRF, Armed Forces) with the local communications set up for the management of large scale disasters when they come to assist in the response effort; • Ask for and ensure adequate staffing support; • Ensure that the communications plan is supporting the IAP; • Demobilise Communications Centre in accordance with the IDP; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and • Perform any other duties assigned by the SBD or LSC.

Roles and Responsibilities of Medical Unit Leader (MUL) The MUL will: Work under the direction of the SBD; prepare the Medical Plan and procurement of required resources as per IAP, provide medical aid and ambulance for transportation of victims and maintain the records of the same, as given in IRS Form 008 (Annexure-II), obtain a road map of the area from the PS for the ambulance services, transportation of medical personnel and victims; Respond to requests of the OS for medical aid, transportation and medical supplies etc. under intimation to the SBD and LSC; Maintain the list of medical personnel who could be mobilised in times of need; requisition more human resources as and when required to meet the incident objectives; Prepare and circulate list of referral service centres to all the medical team leaders; Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and Perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Food Unit Leader (FUL) The FUL will: • Work under the direction of the SBD; • Supply resources to various activated Sections, Branches, Units and Groups of IRT as per direction of the SBD; • Supply food to: a) Personnel of IRT(s) at ICP, Camps, Incident Base, SA, etc., and b) Victims at the temporary shelters, relief camps etc.; • Request for assistants if the task become very large. The FUL may request the LSC to split the unit into two groups—one to supply food for personnel and another for victims. Requisition transport for supply of food to incident base, relief camp and other facilities; • Determine food and drinking water requirements and their transportation, and brief the SBD and LSC; • Maintain an inventory of receipt and despatch of resources; • Supervise the Unit activities; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and • Perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Support Branch Director (Sup. BD) The Sup. BD will: • Work under the supervision of LSC, and supervise the function of Resource Provisioning Unit, Facility Unit and Ground Support Unit; • Procure and despatch required tactical materials and resources for Operations with the concurrence of the Section Chief; • Participate in the planning meeting of the LS; • Ensure that organisation assignment list concerning the Branch is circulated to all Units under him; • Coordinate various activities of the Support Branch; • Keep the LSC informed about the progress of work; • Resolve problems within his unit, if any; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Section concerned; and • Perform any other duties assigned by the LSC.

Roles and Responsibilities of Resource Provisioning Unit Leader (RPUL) The RPUL will: • Work under the supervision of Sup.BD; • Organise movement of personnel, equipment and supplies, • Receive and store safely all supplies required for the incident response, • Maintain the inventory of supplies and equipment; • Maintain the records of receipt and despatch of supplies including equipment and personnel; • Organise repair and servicing of non-expendable supplies and equipment; • Participate in the planning meeting of LS; • Monitor the 'Kind', 'Type' and quantity of supplies available and despatched; • Receive and respond to requests for personnel, supplies and equipment from the activated Sections, Branches, Divisions, Units and Groups of the IRS organization under intimation to Sup. B.D.; • Requisition additional human resource assistance, if needed. These assistants may be deployed for different functional activities such as Resource Ordering, Resource Receiving and Tool & Equipment maintenance;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-IV) and send to Sup.BD; • Perform any other duty as assigned by LSC or Sup.BD.

Roles and Responsibilities of Facilities Unit Leader (Fac. UL) The Fac. UL will: • Prepare the layout and activation of incident facilities, e.g., Incident Base Camp(s), Relief Camp(s), ICP, etc., and provide basic amenities to the responders; • Report to the Sup.BD; • Locate the different facilities as per the IAP; • Participate in the planning meeting of the Section, prepare list for each facilities and its requirements in coordination with the LSC; • Ask for additional personnel support if required to monitor and manage facilities at Incident Base and Camp etc; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sup. BD; and • Perform such other duties as assigned by the Sup. BD.

Roles and Responsibilities of Ground Support Unit Leader (GSUL) The GSUL will: • Work under the supervision of the Sup. BD; • Provide transportation services for field operations to TBD; • In case Air Operations are activated, organise and provide required ground support through TBD; • Provide maintenance and repair services for all the vehicles and related equipment used for incident management as per proper procedures and keep the concerned line departments informed through the Sup. BD and LSC; • Develop and implement the Incident Traffic Plan; • Inform Resource Unit about the availability and service ability of all vehicles and equipment; • Arrange for and activate fuelling requirements for all transport including Aircrafts inconsultation with the Sup. BD; • Maintain inventory of assigned, available and off road or out of service resources; • Ensure safety measures within his jurisdiction; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the Sup. BD; and • Perform any other duties as assigned by the Sup. BD.

Roles and Responsibilities of Finance Branch Director (FBD) The FB is responsible for managing all financial aspects of response management. The FB has been kept under the LS for quick and effective procurement. Due diligence is very important in all financial transactions and proper procedure needs to be followed. Special precautions will be taken in selecting knowledgeable and experienced personnel conversant with the financial rules for functioning in this Branch.

The FBD will: • Work under the LSC; • Attend planning meetings;

• Prepare a list of resources to be mobilised, procured or hired in accordance with the IAP. Obtain orders of the competent authority as per financial rules and take steps for their procurement without delay; • Ensure that time records of hired equipment, personnel and their services are accurately maintained as per Government norms for payment; • Examine and scrutinize cost involved in the entire response activity including the demobilisation, analysis the cost effectiveness and keep the LSC informed; • Ensure that all obligation documents initiated at the incident are properly prepared,completed, verified and signed by the appropriate Section Chief and BD; • Brief the LSC or IC on all incident related financial issues needing attention or followup; • Maintain record of various activities performed as per IRS Form-004 (enclosed in • Annexure-II) and send to Sections concerned; and • Perform any other duties as assigned by the LSC or IC. Roles and Responsibilities of Time Unit Leader (TUL) The TUL will: • Maintain time recording of hired equipment and personnel and ensure that it is • Maintained on a daily basis and according to government norms; examine logs of all hired equipment and personnel with regard to their optimal utilisation; • Ensure that all records are correct and complete prior to demobilisation of hired resources; • Brief the FBD on current problems with recommendations on outstanding issues, and any follow-up required; • Ask for additional support of human resources for assistance, if required; • Maintain record of the activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD; and • Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Compensation / Claims Unit Leader (Com./CUL) DM Act 2005, Section 65 and 66 provides for payment of compensation. Payments are also to be made for requisitioned premises, hired services, resources and vehicles for the purpose of disaster response and rescue operations etc. The Government may also decide to makeex-gratia payments depending upon the magnitude and the quantum of damage. There are some bench marks for quantifying the level of loss in different scenarios like flood, drought, etc. While some states may have their own norms for such purposes the GoI has also laid down the CRF Norms which should be followed.

If the incident is such that there may be a requirement of making payments concerning compensations and claims, the IC in consultation with the RO will activate a Compensation/ Claims Unit and appoint a leader to collect and compile figures of loss of life and property etc. as provided by the relevant Government norms and directions. The leader in such cases should be advised to get photographs taken of the damages that may have occurred and even get the photographs of the dead victims and animals. He will also compile details of premises requisitioned, services and resources hired for which payments have to be made. These details should be sent to RO through IC for further necessary orders and payments.

The Com./CUL will: • Collect all cost data and provide cost estimates; • Prepare and maintain a list of requisitioned premises, services, resources and vehicles,etc. with correct date and time of such requisition; • Follow appropriate procedures for preparation of claims and compensation; • Requisition additional human resources, if required;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD; and • Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Procurement Unit Leader (PUL) The PUL will: • Attend to all financial matters pertaining to vendors and contracts; • Review procurement needs in consultation with the FBD; • Prepare a list of vendors from whom procurement can be done and follow proper procedures; • Ensure all procurements ordered are delivered on time; • Coordinate with the FBD for use of imprest funds, as required; • Complete final processing of all bills arising out of the response management and send documents for payment with the approval of the FBD, LSC and IC; • Brief FBD on current problems with recommendations on outstanding issues and follow-up requirements; • Maintain record of activities performed as per IRS Form-004 (enclosed in Annexure- II) and send to FBD; and • Perform any other duties as assigned by the FBD. Roles and responsibilities of Cost Unit Leader (CUL) The CUL is responsible for collecting all cost data, and providing cost estimates. At the end of the response the CUL provides cost effectiveness analysis. The CUL will: • Develop incident cost summaries in consultation with the FBD on the basis of • Cost Analysis Report; • Make cost-saving recommendations to the FBD; • Complete all records relating to financial matters prior to demobilisation; • Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD; and • Perform any other duties as assigned by the FBD.

ANNEXURE-1 IRS (INCIDENT RESPONSE SYSTEM) FORMS (001-010)

IRS Form 001 Attach a separate sheet under each heading in case space is not sufficient

1. Incident Name

2. Map Sketch (Give details of the affected site)

Date Prepared Time Prepared

3. Summary of Current Actions a. Action already taken

b. Action to be taken

c. Difficulties if any in response including mobilization of resources and manpower

4. Current Organisation (Brief about activated section of IRT) Highlight the activated Sections / Branches / Units

5. Resources Summary

Resources Source ETA Site of Deployment Assignments

______Prepared by (Name and Positiont): ______Signature

Incident Status summary (ISS) – IRS Form 002 (Major Components) Attach a separate sheet in case space is not sufficient 1. Name of the incident: 2. Name of the IRT: ______3. Operational Period 4. Prepared ______

Date:

Time:

5. Name of the IC: ______6. Phone No: ______

7. Current Situation (Nos. of Casualty)

Identified and cremated / Un identified (a) (b) (c) (d) (e) Dead buried dead dead bodies bodies

Locations Injured Treated Discharged Patients referred (Specify Hospitals with locations)

8. Status of Infrastructure (Put tick mark) 9. Threats, if any which may be increase severity of incident may be indicated (a) (b) (c) (d)

Infrastructure Not Damaged Partially Damaged Completely Damaged

Road

Railways

Airport

Water Supply

Electricity Supply

Communication Network

Communities / Critical Infrastructure

Residence

Any Other (Specify)

10. Resources deployed for response with descriptions

(a) (b) (c) (d)

Locations Human Resources Equipments ESF involved

Non Kind Type Quantity Gov. Activities Gov.

11. Need for additional resources

(a) (b)

Resource Details

Source of Mobilization Kind Type Quantity

12. Remarks if any:

13. Name and designation of officer Prepared by ______

Unit Log – IRS Form 003 (Major Components) Attach a separate sheet if space is not sufficient 1. Name of the incident: 2. Name of the Section: 3. Operational Period: 4. Prepared ______Date:

Time:

8. Status of work 5. Name of the Units 6. Works Assigned with Resources 7. Name of the Site (a) (b)

Completed Not completed

9. specify accident / incident / weather conditions which may increase severity of incident

(a) (b) (c)

Time Location Action taken or suggested

10. Name and designation of officer Prepared by

100

Record of Performed Activities – IRS Form 004 (Major Components) (Attach a separate sheet, if space is not sufficient) 1. Name of the Incident: 2. Operational period: ______3. Prepared ______Date:

Time:

4. Name of the Section: ______

Branch / Division / Unit: ______

5. Name of the Facilities where (ICP/Incident Base/ Camp/ Staging Area, Medical Camp/ Helibase / Helipad / Any other ) divisi on or Unit is deployed (Specify with exact location).

6. Work Assigned 7. Status of work (Put tick mark)

(a) (b)

Completed Not completed

8. Any incident / accident during the response and action taken

(a) (b)

Incident / Accident (Specify, if any) Action taken

10. Despatch: Date: ______9. Name and designation of officer Prepared by (Specify name Position and Section):

______Time: ______(Prepared by all responders bellow the Section) ______11. Signature of Receiving Officer

101

Organization Assignment List – IRS Form 005 (Major Components) (Attach a separate sheet if space is not sufficient) This assignment list will be prepared as per IAP and will be circulated among all the responders and supervisor staff at the beginning of each operational period by the respective Section chiefs.

3. Prepared: 1. Name of the Incident: 2. Operational Period: ______Date: Time:

4. name of the Section to whom work assigned: ______

5. Name of the Supervisory Officer concerned: ______

6. name of the responder: ______

7. List of task assigned (a) ______(b) ______(c) ______(d) ______(e) ______

8. Name and designation of officer Prepared by: 9. Approved by:

Annexure – VI Incident Check-in and Deployment list – IRS Form 006 (Major Components) (Attach a separate sheet if space is not sufficient)

102

1. Name of the Incident: 2. Name of the Section / Branch / Division / Unit and Facility: 3. Operational Period: 4. Prepared ______Date:

Time:

5. Resource Check-in Information 6. Source of Mobilisation 7. Check-in 8. Status of Resources

(a) (b) (a) (b) (a) (b) (a) (b) (c) (d) (e)

Personal Equipment

Kind Type

9. Name and designation of officer Preparation by: ______

103

On Duty Officer List – IRS Form 007 (Major Components) (Attach a separate sheet if space is not sufficient) This will be aintained by all the Section and sent to RO through IC 1. Name of the incident: 2. Name of Section / Branch/ Division / Unit (Specify) : 3. Operational Period: 4. Prepared ______Date:

Time:

Sl 5. Name of Officer 6. Designation in 7. Phone No./ E - 8. IRS Position for 9. Location of 10. Location of 11. Any other Normal Period mail ID the Incident Deployment Camp with Contact Information Details

14. Dispatch

Date: 12. Name and designation of officer Prepared by 13. Signature of the Section Chief

Time:

104

Medical Plan – IRS Form 008 (Major Components) Attach a separate sheet if space is not sufficient 1. Name of the Incident: 2. Operational Period: 3. Prepared 4. Total Nos. of medical aid camp ______to be established: Date:

Time:

4.1 Sl.No. 4.2 Location 4.3 Resources Available in the Medical camp (s) (a) (b) (c) (d) (e) (f)

No. of No. of Others (ANM Life saving drugs Facilities of Any other (Specify) Medical Paramedics & trained / Appliances referral services Officers staff volunteers) and Blood Banks Specify

Yes No Yes No

(a) (b) (c) 6.1 Govt 6.2 Private

Paramedics (a) (b) (c) (d) (e) (a) (b) (c) (d) (e) (f)

Name of No Locations Sub Centre PHC Hospitals Medical Locations Clinic Nursing Hospital Me RMP College Home s dic als

7. road map of the area circulated among the ambulance service 8 Referral medical Facilit ies in the neighborhood

(a) (b) (a) (b) (c)

Yes No Location Address Specialization

9. Name and designation of officer Prepared by (Medical Unit) ______

10. Approved by

105

Communication Plan – IRS Form 009 (Major Components) (Attach a separate sheet if space is not sufficient) 1. Name of the Incident: ______2. Operational Period: ______3. Prepared ______Date:

Time:

3. List of locations where communication is available

(a) (b) (c) (d)

Name of Organisation Requirement of Backup Type of communication location Power Supply

Yes No Wireless Telephone HAM Web Radio HF VHF Morse Land Mob Satellite E-mail Skype line ile

4. List of locations where communication has to be setup

(a) (b) (c) (d) (e)

Personnel Name of Organization Requirement of requirement Type of communication location responsible Backup Power Supply (Specify Nos. if required)

Yes No Yes No Wireless Telephone HAM Web Radio HF VHF Morse Land Mobile Satelite E- Skype line mail

7. Road map of the area circulated among the ambulance service 8. Referral Medical Facilities in the Neighborhood

(a) (b) (a) (b) (c)

9. Name and designation of officer Prepared by (Medical Unit) ______10. Approved by

106

Demobilisation Plan – IRS Form 010 (Major Components) (Attach a separate sheet if space is not sufficient) 1. Name of the Incident: 2. Name of Section / Branch / division / Unit to be 3. Operational Period: 4. Prepared ______demobilized (Specify): ______

Date:

Time:

5. Name of responder 6. Location 7. Date & 8. Mode of 9. Transit 10. Final Destination & 11. Ultimate (s) / details of from where Time Transport destination, if name of agency to destination resources to be demobilization any whom returned agency notified demobilized will take place or not

Yes No

12. Demobilization plan for out of service equipments and sick personnel

(a) (b) (c) (d) (e) (f) (g)

Name of sick Location from Date & Time Mode of Transit destination, if Final Destination & Ultimate personnel / out of where transport any name of agency to destination service demobilisation will whom returned agency notified equipments take place or not

Yes No

13. Name and designation of officer Prepared by ______15. Issued by ______14. Approved by

107

Annexure-3: Emergency Support Functions

ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency • Coordination of national • Make available police wireless actions to assure the network at the affected • Responsible for coordination of provision of locations; national actions to assure the telecommunication provision of Police support to the state and • Coordinate for the other telecommunication support the city; networks available such as Ham state and city response 1. Communication BSNL Units of Armed Radios or HPSEB network etc.; elements; Forces in the • Coordinate the

area requirement of • The units of armed forces in the • Coordinate the requirement of temporary area would provide temporary telecommunication telecommunication in communication network on the in the affected areas. the affected areas. request of the competent authority. • Provide systematic approach to • To coordinate, direct patient care; and integrate City level response;

• Perform medical evaluation • Direct activation of • To perform the same functions and treatment as needed; medical personnel, as assigned to the primary supplies and equipment; agency;

• Maintain patient tracking • Coordinate the Department of • Provide manpower to the system to keep record of all evacuation of patients; 2 Public Health Health and Family I.G.M.C. primary agency wherever patients treated; Welfare available and needed; • Provide human services

• Mobilization of the private under the Dept of • Make available its resources to health services providers for health; the primary agency wherever emergency response. needed and available. • To prepare and keep • In the event of CNBR disaster ready Mobile Hospitals to provide for mass and stock; decontamination of the affected population; • To network with private

108

ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency health service providers; • Maintain record of dead and arrange for their post mortem. • To provide for mass decontamination;

• Check stocks of equipment and drugs. • Ensure cleanliness and hygiene • Make arrangement for in their respective areas; proposal disposal of

waste in their respective • Repair the sewer leakages • To arrange for the disposal of areas; immediately; Sanitation/ unclaimed bodies and keeping Irrigation and 3. Sewerage M.C. Shimla record thereof; Public Health • Arrange adequate • Provide bleaching powder to Disposal material and manpower the primary agencies to check • Hygiene promotion with the to maintain cleanliness maintain sanitation. availability of mobile toilets; and hygiene.

• To dispose off the carcass. • Support to Local Administration; • Review the total extent of • Provide and coordinate damage to the power supply State support until the installations by a local authorities are reconnaissance survey; prepared to handle all power related problems; • Make arrangement for and to • To provide alternative means provide the alternative sources M.C. Shimla, 4. Power HPSEB Ltd. of power supply for emergency • Identify requirements of of lighting and heating to the Himurja purposes; external equipment affected populations and for required such as DG sets the relief camps. • Dispatch emergency repair etc; teams equipped with tools, tents and food; • Assess damage for national assistance. • Hire casual labour for the clearing of damaged poles etc.

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency • Overall coordination of • Make available its fleet for the the requirement of purpose of SAR, transportation transport; of supplies, victims etc;

• Coordinate arrangement of • Act as stocking place for fuel for vehicles for transportation of emergency operations; relief supplies from

helipads/airports to the • Make an inventory of Department of • Making available cranes to the 5. Transport HRTC designated places; vehicles available for Civil Aviation Distt. Administration; various purposes;

• Coordinate arrangement of • GAD and Civil aviation will vehicles for transportation of • Coordinate and coordinate for helicopter SAR related activities. implement emergency services etc. required for related response and transportation of injured, SAR recovery functions, team, relief and emergency search and rescue and supplies. damage assessment. • 108 and Red Cross to make available ambulances as per • GIS is used to make an estimate • Establish, maintain and requirement; of the damage area and the manage state search and • NDRF, SDRF, deployment of the SAR team in rescue response system; • SDRF, VOs and Volunteers to Armed and • Civil Defence, the area according to the assist the primary agency in Para military Home Guards, priority; • Coordinate search and SAR; Search and forces, 6. Fire and rescue logistics during Rescue • Police, Red Emergency • Discharge all ambulatory field operations; • NDRF, Armed and para military Cross, VOs, Services patients for the first aid which forces to provide assistance to Volunteers and has the least danger to health • Provide status reports of civil authorities on demand; 108. and others transported to safer SAR updates throughout areas. the affected areas. • Police to arrange for the transportation and postmortem of the dead. CPWD, National • Establish a priority list of roads • Emergency clearing of Making machinery and manpower Public Works and 7. HP PWD Highways which will be opened first; debris to enable available to the PWD and to Engineering Authority of reconnaissance; keep national highways and

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency India, MES, BRO • Constructing major temporary other facilities in functional shelters; • Clearing of roads; state.

• Connecting locations of • Assemble casual labour; transit/relief camps; • Provide a work team • Adequate road signs should be carrying emergency tool installed to guide and assist the kits, depending on the relief work; nature of disaster, essential equipment • Clearing the roads connecting such as helipads and airports; • Towing vehicles • Restoring the helipads and making them functional; • Earth moving equipments • Rope in the services of private service providers and • Cranes etc. secondary services if the department is unable to bear • Construct temporary the load of work. roads;

• Keep national and other main highways clear from disaster effects such as debris etc.;

• Networking with private services providers for supply of earth moving equipments etc.

• Documentation of response/ • Operate a Disaster • Render necessary assistance in Department of Information and Department of relief and recovery measures; Welfare Information terms of resources, expertise to 8. Revenue through Communication IT/NIC (DWI) System to collect, the primary agency in City EOC • Situation reports to be receive, and report and performing the assigned task.

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency prepared and completed every status of victims and 3-4 hours. assist family reunification;

• Apply GIS to speed other facilities of relief and search and rescue;

• Enable local authorities to establish contact with the state authorities;

• Coordinate planning procedures between district, the state and the centre;

• Provide ready formats for all reporting procedures as a standby. • To collect, process and disseminate information about an actual or • Support to Local potential disaster Administration; situation to facilitate the overall activities of all • To assist the primary agency in • Allocate and specify type of responders in providing arranging and supplying relief Department of Department of requirements depending on assistance to an affected supplies; 9. Relief Supplies Food and Civil Revenue need; area in consultation; Supplies • To assist the primary agency in • Organize donation (material) • Coordinate activities running the relief camps. for easy distribution before involved with the entering disaster site. emergency provisions;

• Temporary shelters;

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency • Emergency mass feeding;

• To coordinate bulk distribution of emergency supplies;

• To provide logistical and resource support to local entities;

• In some instances, services also may be provided to disaster workers;

• To coordinate damage assessment and post disaster needs assessment. • Requirement of food and clothing for affected population;

• Make emergency food and • Control the quality and clothing supplies available to quantity of food, Department of population; clothing and basic • Ensuring the distribution of Department of Cooperation, medicines; food supplies to the affected 10. Food& Supplies Food and Public M.C. Shimla, • Ensure the provision of specific population through the PDS Distribution Ward nutrients and supplementary • Ensure the timely network etc. Councillors diet for the lactating, pregnant distribution of food and women and infants. clothing to the people;

• Ensure that all food that is distributed is fit for human consumption.

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency • Procurement of clean drinking water;

• Transportation of water • Support to local with minimum wastage; Administration; • To assist the primary agency

Department of I • Special care for women wherever ULB is associated in 11. Drinking water M.C. Shimla • Water purification installation & PH with infants and the distribution of potable with halogen tablets etc. pregnant women; water.

• Ensure that sewer pipes and drainage are kept separate from drinking water facilities. • Provide adequate and appropriate shelter to all population;

• Quick assessment and • Support to Local identifying the area for Administration; the establishment of the • HIMUDA and HP PWD would relief camps; assist the primary agency in • Locate adequate relief camps establishing temporary shelters based on survey of damaged • Identification of public of larger dimensions; District houses; buildings as possible 12. Shelter M.C. Shimla Administration shelters; • Department of Panchayati Raj • Develop alternative through local Panchayats would arrangements for population • Identifying the assist the primary agency in living in structures that might population which can be establishing shelters of smaller be affected even after the provided with support in dimensions. disaster. their own place and need not be shifted reallocated;

• Locate relief camps close to open traffic and

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency transport links. • To Provide and collect reliable information on the status of the disaster and disaster victims for effective coordination of relief work at state level;

• Not to intrude on the privacy of individuals and families while collecting information;

• Use and place geographical • Coordinate with DOCs at Information to guide people the airport and railways towards relief operation; for required information

for international and • Use appropriate means of national relief workers; Department of Local DD and disseminating information to To assist the primary agency in 13. Media Public Relations AIR victims of affected area; discharge of its role. • Acquire accurate

scientific information • Curb the spread of rumours; from the ministry of

Science and Technology; • Disseminate instructions to all

stakeholders. • Coordinate with all TV and radio networks to send news flashes for specific needs of Donation;

• Respect the sociocultural and emotional state of the disaster victims while collecting information for dissemination.

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ESF Primary Secondary Responsibilities of ESF Activities for Response Role of Secondary Agency No. Agency Agency Primary Agency • To maintain law and order;

• To take measure against • Having sound looting and rioting; communication and security plan in place to • To ensure the safety and coordinate law and security of relief workers and order issues; • To assist the primary agency by 14. Law and Order Police Home Guards material; making available manpower. • To take specific measure for • Training to security the protection of weaker and personnel in handling vulnerable sections of the disaster situations and society; issues related to them. • To provide safety and security at relief camps and temporary shelters. • Arrange for timely removal of • Removal of fallen trees; trees obstructing the • To provide fuel wood for movement of traffic; the relief camps and • Arrange for timely removal of public; tress which have become Removal of trees Forest • Have adequate storage • To support and supplement the 15. M.C. Shimla dangerous; and fuel wood Department of fuel wood and make efforts of the primary agency. • Make arrangement for fuel arrangement for wood for the relief camps and distribution thereof; for general public; • To provide fuel wood for • Provide fuel wood for mass cremation. cremation etc. • To appoint peole to clear, remove and dispose the items like • To provide funds for debris trees, vehicles, damaged • To support and assist primary clearance. 16 Debris Removal M.C.Shimla PWD building structures etc. agency to carry out the work • To properly dispose the • To clean the streets properly damaged property • To remove the blockage due to collection of debris

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Annexure-4: Standard Operating Procedures 1. FOREST DEPARTMENT (a) Normal Time Situation: • There is no substitute for maintaining standards of services and regular maintenance during normal times. This affects the response of the department to any disaster situation. • The department is required to adopt appropriate measures to ensure that community participates substantially. • For effective preparedness, the department must have a disaster response plan or disaster response procedures clearly defined in order to avoid confusion, improve efficiency in cost and time. • Orientation and training for disaster response plan and procedures accompanied by simulated exercise will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff. Selected personnel can be deputed for training as “NODAL OFFICER – Forest” at city level.

(b) Disaster Situation: • Protection of Forest within city area and removal of damage trees.

Activities on Receipt of Warning or Activation of Emergency Operation Centre: • Within the affected part of the city all available personnel will be made available to the City Disaster Manager. If more personnel are required, then out of station officer or those on leave may be recalled. • All personnel required for Disaster Management should work under the overall supervision and guidance of City Disaster Manager. • Establish communications with City control room and your departmental offices within the division. • Appoint one officer as “NODAL OFFICER – Forest” at City level. • Review and update precautionary measures and procedures and review with staff the precautions that have been taken to protect equipment and the post-disaster procedures to be followed. • Fill departmental vehicles with fuel and park them in a protected area. • Check available stocks of equipments and materials which are likely to be most needed after disaster. • Provide information to all concerned departments, about disasters, likely damages,and information about ways to protect the same. • All valuable equipments and instruments should be packed in protective coveringand stored in room the most damage-proof • Establish work schedules to ensure that the adequate staffs are available.

Relief and Rehabilitation: • Assess the extent of damage to forests, nurseries and storage facilities and the requirements to salvage or replantation. • Establish contact with remote sensing department to assess damage. • Afforestation measures should be coordinated with M.C. Shimla to ensure employment assurance to disaster hit people, with Soil Conservation Officer to ensure stabilization of slopes and city control room. • Ensure that the adequate conditions through cleaning operations are maintained to avoid water-logging and salinity in low lying areas. • A pests and disease monitoring system should be developed to ensure that a full picture of risks is maintained. • Plan for emergency accommodations for forest staff from outside the area. • Information formats and monitoring checklists should be used for programme monitoring and development and for reporting to DCR. This is in addition to existing reporting system in the department.

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• Establishment of a public information centre with a means of communication, to assist in providing an organized source of information. The department is responsible for keeping the community informed of its potential and limitations in disaster situations. • The NGOs and other relief organizations should be aware of the resources of the department. • Ensure availability of fuel and fodder for disaster affected people.

2. POLICE DEPARTMENT (a) Normal Time Situation: • For effective preparedness the need is for the disaster response procedures to be clearly defined. • Orientation and training for disaster response plan and procedures accompanied by simulated exercises will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL OFFICER – Police” at the City level. • Assess preparedness level and report the same as per the format to City Control Room every six months • Maintain a list of disaster prone areas in the City • Organise training on hazardous chemicals for police officers to facilitate handling of road accidents involving hazardous materials • Designate an area, within police station to be used as public information center

(b) Disaster Situation: Maintain Law and order.

Activities on Receipt of Warning or Activation of Emergency Operation Centre: • Within the city, all available personnel will be made available to the City Disaster Manager. If more personnel are required, then out of station officers or those on leave may be recalled. • All personnel required for disaster management should work under the overall supervision and guidance of City Disaster Manager. • Establish radio communications (and assist in precautionary evacuation activities) with :- • State Emergency Operations Center • District control room • City EOC • Departmental offices • All city level officials of the department would be asked to report to the DM. • Appoint one officer as “Officer–in-Charge – Police” at the city level. • The CDM shall provide “Officer-in-Charge - Police” or the field staff as the need be, with all needed authorizations with respect to:- • Recruiting casual labourers. • Procuring locally needed emergency tools and equipment and needed materials. • Expending funds for emergency needs. • The “Officer-in-Charge - Police” will ensure that all field staff and other officers submit the necessary reports and statement of expenditure in a format as required by CDM. • Provide guards as needed for supply depots such as cooperative food stores and distribution centers. • Identify anti-social elements and take necessary precautionary measures for confidence building.

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Evacuation: • All evacuations will be ordered only by the DC, SP, Fire Brigade. • For appropriate security and law and order, evacuation should be undertaken with assistance from community leaders. • All evacuations should be reported to DC or District Superintendent of Police immediately.

Relief and Rehabilitation: • Immediately after the disaster, dispatch officers to systematically identify and assist people and communities in life threatening situations. • Help identify the seriously injured people, and assist the community in organizing emergency transport of seriously injured to medical treatment centers. • Ensure that the police stations are functioning immediately after the disaster at all required locations, as may be requested by the district control room, and that staff are available for the variety of needs that will be presented. • Assist and encourage the community in road-clearing operations. • Identify roads to be made one-way, to be blocked, alternate routes, overall traffic management and patrolling on all highways, and other access roads to disaster site. • Provide Security in transit and relief camps, affected villages, hospitals and medical centres and identify areas to be cordoned off. • Transport carrying transit passengers (that is, passengers travelling through buses and passing through the district), should be diverted away from the disaster area. • Provide security arrangements for visiting VVIPs and VIPs. • Assist district authorities to take necessary action against hoarders, black marketers and those found manipulating relief material. • In conjunction with other government offices, activate a public information centre to:- • Respond to personal inquiries about the safety of relatives in the affected areas. • Compile statistics about affected communities, deaths, complaints and needs. • Respond to the specific needs that will be presented. • Serve as a rumour control centre • Reassure the public. • Make officers available to inquire into and record deaths, as there is not likely to be time or personnel available, to carry out standard post-mortem procedures. • Monitor the needs and welfare of people sheltered in relief camps. • Coordinate with military service personnel in the area.

3. HEALTH DEPARTMENT (a) Normal Time Situation • There is no substitute for maintaining standards of services and regular maintenance during normal times. This affects the response of the department to any disaster situation. • For effective preparedness, the department must have disaster response procedures clearly defined in order to avoid confusion, improve efficiency in cost and time. • Orientation and training for disaster response plan and procedures, accompanied by simulated exercises, will keep the department prepared for such eventualities. Special skills required during disaster situations need to be imparted to the officials and the staff. • Selected personnel can be deputed for training as “NODAL OFFICER”.

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(b) Disaster Situation: • Providing efficient and quick treatment. • Preventing outbreak of epidemics.

Activities on Receipt of Warning or Activation of Emergency Operation Centre: • Within the affected district all available personnel will be made available to the City Disaster Manager. If more personnel are required, then out of station officers or those on leave may be recalled. • All personnel required for disaster management should work under the overall supervision and guidance of City Disaster Manager. • Ensure that personnel working within the district come under the direction and control of the CDM. • Appoint one person as “NODAL OFFICER”. • Review and update precautionary measures and procedures, and review with staff, the precautions that have been taken to protect equipment and the post-disaster procedures to be followed. • Stock emergency medical equipment which is required after a disaster. • Determine type of injuries/illnesses expected and drugs and other medical items required, and accordingly ensure that extra supplies of medical items be obtained quickly. • Provide information to all hospital staff about the disasters, likely damages and effects, and information about ways to protect life, equipment and property. • Discharge all ambulatory patients whose release does not pose a health risk to them. If possible, they should be transported to their home areas. • Non–ambulatory patients should be relocated to the safest areas within the hospital. The safest rooms are likely to be: • On Ground Floor. • Rooms in the center of the building away from windows. • Rooms with concrete ceilings. • Equipment supplies such as candles, matches, lanterns and extra clothing should be provided for the comfort of the patients. • Surgical packs should be assembled and sterilized. A large enough number should be sterilized to last four to five days. The sterilized surgical packs must be stored in protective cabinets to ensure that they do not get wet. Covering the stock with polythene is recommended as an added safety measure. • All valuable instruments, such as surgical tools, opthalmoscopes, portable sterilizers, CGS, dental equipments, etc., should be packed in protective coverings and store rooms considered to be the most damage-proof. • Protect all immovable equipment, such as x-ray machines, by covering them with tarpaulins or polythene. • All electrical equipments should be unplugged when disaster warning is received. • Check the emergency electrical generator to ensure that it is operational and that a buffer stock of fuel exists. If an emergency generator is not available at the hospital, arrange for one on loan. • All fracture equipment should be readied. • If surgery is to be performed following the disaster, arrange for emergency supplies of anaesthetic gases. • Check stocks of equipments and drugs which are likely to be most needed after the disaster. These can be categorized generally as: • Drug used in treatment of cuts and fractures, such as tetanus toxoid, analgesics and antibiotics. • Drugs used for the treatment of diarrhoea, water-borne diseases and flu (including oral rehydrating supplies). • Drugs required treating burns and fighting infections. • Drugs needed for detoxification including breathing equipments. • Assess the level of medical supplies in stock, including : • Fissure materials

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• Surgical dressings • Splints • Plaster rolls • Disposable needles and syringes • Local antiseptics. • Prepare an area of the hospital for receiving large number of casualties. • Develop emergency admission procedures (With adequate record keeping). • Orient field staff with CDMAP, standards of services, procedures including tagging. • Hospital administrators should:- • Establish work schedules to ensure that adequate staff is available for inpatient needs. • Organise in-house emergency medical teams to ensure that adequate staff are available at all times to handle emergency casualties. • Set up teams of doctors, nurses and dressers for visiting disaster sites.

Relief and Rehabilitation: • Transport should be arranged for the transfer of seriously injured patients from villages and peripheral hospitals to general hospitals. If roads are blocked, a method should be established to request helicopter transport. • Establish health facility and treatment centres at disaster sites. • The provision of medical services should be coordinated by the CMO with district control room. • Procedures should be clarified between :- • Peripheral hospitals • Private hospitals • Blood banks • General hospitals and • Health services established at transit camps, relief camps & affected villages. • Maintain check posts and surveillance at Transport depots and all entry and exit points from the affected area, especially during the threat/ existence of an epidemic. • An injury and disease monitoring system should be developed to ensure that a full picture of health risks is maintained. • Monitoring should be carried out for epidemics, water and food quality and disposal of waste in transit and relief camps, feedings centers and affected villages. • Plan for emergency accommodations for auxiliary staff from outside the area. • Information formats and monitoring checklists should be used for programme monitoring and development and for reporting to Emergency Operations Center. • This is in addition to existing reporting system in the department. • Seek security arrangements from district police authorities to keep curious persons from entering hospital area and to protect staff from hostile actions. • Establishment of a public information centre with a means of communication to assist in providing an organized source of nformation. The hospital is responsible for keeping the community informed of its potential & limitations in disaster situations. • The Local Police, rescue groups, and ambulance teams should be aware of the resources of each hospital.

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Standards of Service:

Tagging: Tagging is the process of prioritizing transfer of injured, based on first hand assessment of the medical officer on the disaster site. It is based on the medical criterion of chance of survival. Decision is made regarding cases which can wait for treatment, these which should be taken to more appropriate medical units, and these which have no chances of surviving. The grouping is based on the benefit that the casualties can expect to derive from medical care, not on the seriousness of the injuries. Whenever possible, the identification of patients should be accomplished concurrently with triage. This is done by attaching a tag to each patient, usually color-coded to indicate a given degree of injury and the priority for evacuation.

Red Tag - This tag signifies that the patient has a first priority for evacuation. Redtagged patients need immediate care and fall into one of the following categories: (1) Breathing problems that cannot be treated at the site. (2) Cardiac arrest (witnessed). (3) Appreciable loss of blood (more than a litre). (4) Loss of consciousness. (5) Thoracic perforations or deep abdominal injuries (6) Certain serious fractures: - a) Pelvis b) Thorax c) Fractures of cervical vertebrae d) Fractures or dislocations in which no pulse can be detected below the site of the fracture or dislocation e) Severe concussion. f) Burns (Complicated by injury to the air passages)

Green Tag - This tag identifies those patients who receive second priority for evacuation. Such patients need care, but the injuries are not life-threatening. They fall into the following categories:- (1) Second-degree burns covering more than 30 per cent of the body. (2) Third-degree burns covering 10 percent of the body. (3) Burns complicated by major lesions to soft tissue or minor fractures. (4) Third –degree burns involving such critical areas as hands, factor face but with no breathing problems present. (5) Moderate loss of blood *(500-1000cc) (6) Dorsal lesions, with or without injury to the spinal column. (7) Conscious patients with significant craniocerebral damage (serious enough to cause a subdural hematoma or mental confusion). Such patients will show one of the following signs:- a) Secretion of spinal fluid through ear or nose b) Rapid increase in systolic pressure c) Projective vomiting d) Change in respiratory frequency e) Pulse below 60 ppm f) Swelling or bruising beneath the eyes g) Anisocoric pupils h) Collapse i) Weak or no motor response j) Weak reaction to sensory stimulation (Profound stupor)

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Yellow Tag - Used on patients who are given third priority for evacuation and who fall into the following categories:- (1) Minor Lesions (2) Minor fractures (fingers, teeth, etc). (3) Other minor lesions, abrasions, contusions. (4) Minor burns: a. Second-degree burns covering less than 15% of the body. b. Third degree burns covering less than 2% of the body surface c. First-degree burns covering less than 20% of the body, excluding hands, feet, and face. (5) Fatal Injuries a) Second and third-degree with burns over more than 40 percent of the body with death seeming reasonably certain. b) Second and third-degree burns over more than 40% of the body with other major lesions, as well as major craniocerebral lesions etc. c) Cranial lesions with brain tissue exposed and the patient unconscious. • Cranio-cerebral lesions where the patient unconscious and has major fractures. • Lesions of the spinal column with absence of sensitivity and movement. • Patients over 60 years old with major lesions.

It should be noted that the line separating these patients from red-tag casualties is very tenuous. If there are any red- tag patients, this system will have to be followed. If there are none, the yellow-tag patients with apparently fatal injuries become red-tag candidates. The reason is simple: If there are many red-tag patients who apparently cannot be saved because of there injuries, the time spent on the dying wounded could be better spent on the patients with chance to survive.

Black Tag - Black tags are placed on the dead, i.e. casualties without a pulse or respiration who have remained in that condition for over 20 minutes, or whose injuries render resuscitation procedures impossible. Evacuation Procedure under the Following Conditions: (1) Casualties not trapped or buried. Evacuate in the following order: a. Red-tag casualties. b. Green-Tag casualties. c. Yellow-Tag casualties. (2) Casualties not trapped or buried. Evacuate in the following order: a. Red-tag casualties. b. Green-Tag casualties. c. Yellow-Tag casualties. d. Black-tag casualties not trapped or buried. e. Trapped black-tag casualties.

Vector Control Standards: Vector control programmes should be planned so as to cope with two distinct situations: • The initial phase immediately following the disaster, when control work should concentrate on the destruction, by a physical or chemical process, of vermin on persons, their clothing, bedding and other belongings and on domestic animals. An emergency sanitation team should be available from the beginning for carrying out these disinfestations. • The period after the disaster subsided, control work should be directed towards proper food, sanitation, safe disposals of wastes, including drainage, and general personal cleanliness.

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Suggested Vector Surveillance Equipment and Supplies: • Collecting Bags • Collecting forms • Mouth or battery powered aspirations • Tea strainer • Flashlight and spare batteries • Grease pencil • Memo pad • Sweep net • Pencil • Tweezers • White enameled dipper • Keys and other references • Labels • CDC light traps (Optional) • Collecting vials • Aedes aegypti Ovitrap (Optional) • Bulb syringe or medicine dropper • Fly grill • Mirror Suggested Rodent Surveillance Equipment and Supplies: • Teaching aids • Transfer bags • Plastic bags • Vials • Plastic cups • Alcohol • Rubber bands • Forceps • Scissors • Insecticide dusting pan • Snap traps • Formaldehyde • Live Traps • Acute rodenticides • Gloves • Anti Coagulant rodenticides • Flashlights and batteries.

Materials and equipment: In the absence of clear indication from field, a minimum kit comprising of the following materials and equipments should be carried y the advance party to the disaster site:-

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Table: Kit for Medical Team S. No. Item Quantity 1. Equipment for pediatric intravenous use 36 2. Tensiometers for children and adults 12 3. Assorted ferrules Boxes 2 4. Tracheal cannulae 36 5. Set of laryngoscopes for infants, children And adults 1 Each 6. Endotracheal tubes, No. 7 Murphy 36 7. Endotracheal tubes, No. 8 36 8. Nasogastric probes 36 9. Oxygen masks, for adults and children 2 10. Large scissors for cutting bandages 3 11. Plastic linings 60 12. Phonendoscopes 15

Table: Sterilization Unit Supplies S. No. Item Quantity 1. Tracheotomy set 6 2. Thorachotomy set 6 3. Venous dissection set 6 4. Set for small sutures 12 5. Bottles for drainage of thorax 10 6. Hand scissors No. 4 7. Syringes (disposables) x 2cc 60 8. Syringes (disposables) x 10cc 90 9. Syringes (disposables) x 50cc 60

Table: Ambulance Fleet S. No. Item 1. Oxygen, Oxygen Mask, and manometer.

2. Stretchers and blankets 3. Emergency first aid kit 4. Suction equipment 5. Supplies for immobilizing fractures 6. Venoclysis equipment 7. Drugs for emergency use 8. Minimal equipment for resuscitation maneuvers

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The ambulances will carry the above mentioned equipments. Each ambulance should be staffed by at least a physician, a nurse, a stretcher-bearer and a driver. The medical and paramedical personnel should be experienced in procedures for the management of patients in intensive care units.

Table Equipments and Supplies required for Vermin control for a population of 10,000 S. No. Item Quantity 1. Power sprayers 2 2. Hand -pressured sprayers, capacity 20 -30 litres 50 3. Dusters (hand -operated, plunger type) 50 4. Dusters (power -operated) 2 5. Space sprayer 1 Adequate supply of accessories and spare parts for the above equipment:

Table: Insecticides (Quantity depends on availability on distribution points) S. No. Item Quantity 1. DDT, technical powder 0.5 tons 2 DDT, 75% water wettable 1-2 tons 3 DDT, 10% powder 1 ton 4 Dieldrin, 0.625 – 1.25% emulsifiable concentrate / wettable powder 100 Kg 5 Lindane, 0.5% emulsifiable concentrate or wettable powder 100 Kg 6 Chlordane, 2% emulsifiable concentrate or wettable powder 100 Kg 7 Malathion, 1% emulsifiable concentrate or wettable powder 100 Kg 8 Dichlorvos emulsion 100 litres 9 Rodenticides, anticoagulant type (warfarin, etc.) 1-2 Kg 10 Rodent traps 100 11 Screen for fly control 10 rolls 12 Garbage cans, capacity 50 -100 litres 300 -500 Insecticides (Quantity depends on availability on distribution points)

IRRIGATION AND PUBLIC HEALTH DEPARTMENT Normal Time Activity: • There is no substitute for maintaining standards of services and regular maintenance during normal times. This affects the response of the department to any disaster situation. • Operating procedures for mobilizing community participation during various stages of disaster management. The department is required to adopt appropriate measures to ensure that community participates substantially. • For effective preparedness, the department must have a disaster response plan or disaster response procedures clearly defined in order to avoid confusion, improve efficiency in cost and time. • Orientation and training for disaster response plan and procedures accompanied by simulated exercise will keep the department prepared for such eventualities. Special skills required during emergency operations

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need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL OFFICER – Water supply” and “Officer-in-Charge – Water supply” at state and district level respectively. • To the extent possible, preventive measures as recommended in the preparedness and mitigation document of DDMAP should be undertaken to improve departmental capacity to respond to a disaster. • Assess preparedness level and report the same as per the format to the District Control Room every six months. • Identify flood prone rivers and areas and activate flood monitoring mechanisms. • Mark water level gauges on rivers, dams, and reservoirs. • Establish disaster management tool kits with at sub-divisional levels consisting of ropes, pulley blocks, jungle knives, shovels, cement in bags, concrete pans, gunny bags, cane baskets. Disaster Situation: • Restoration of water supply to the affected area • Monitor flood situation • Monitor and protect irrigation infrastructure • Restore damaged infrastructure

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• Within the affected district/sub-division all available personnel will be made available to the District Disaster Manager. If more personnel are required, then out of station officer or those on leave may be recalled. • All personnel required for Disaster Management should work under the overall supervision and guidance of District Disaster Manager. • Establish communications with Emergency operations Centre at State HQ, District Control Room and your departmental and field offices within the division. • Appoint one officer as “Officer-in-Charge – Water Supply and Irrigation” at district level. • Review and update precautionary measures and procedures and review with staff the precautions that have been taken to protect equipment and the post-disaster procedures to be followed. • Fill departmental vehicles with fuel and park them in protected area. • Make sure that the hospital storage tank is full and hospital is conserving water. • Inform people to store an emergency supply of drinking water. • Organize on the receipt of disaster warning continuous monitoring of: ° Wells ° Intake structures ° Pumping stations ° Buildings above ground ° Pumping mains ° The treatment plant ° Bunds of Dams ° Irrigation Channels • The inlet and outlet to tanks should be inspected to ensure that waterways are unobstructed by trees and vegetation. • Any repairs/under construction activity should be well secured with sandbags, rockfalls, etc.

Relief and Rehabilitation: • Carry out emergency repair of all damages to water supply system • Assist health authorities to identify appropriate source of potable water.

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• Identify unacceptable water sources and take necessary precautions to ensure that no water is accessed from such sources, either by sealing such arrangements or by posting department guards. • Arrange for alternate water supply and storage in all transit camps, feeding centers, relief camps, cattle camps, and also the affected areas, till normal water supply is restored. • Ensure that potable water supply is restored as per the standards and procedures laid down in “Standards of Potable Water”. • Continue round the clock inspection and repair of bunds of dams, irrigation channels, control gates and overflow channels. • Continue round the clock inspection and repair of pumps, generators, motor equipment and station building. • Plan for emergency accommodations from staff from outside the area. • Report all activities to the head office. • On the recommendations of “NODAL OFFICER – “Water Supply”/ Deputy Commissioner/District Control Room • Provide for sending additional support along with food, bedding, tents • Send vehicles and any additional tools and equipments needed. • Standby diesel pumps or generators should be installed in damage proof buildings. • A standby water supply should be available in the event of damage. • Establish procedures for emergency distribution of water if existing supply is disrupted. • Make provisions to acquire tankers and establish other temporary means of distributing water on and emergency basis. • Make provisions to acquire containers and storage tanks required for storing water on an emergency basis. • Prepare plan for water distribution to all transit and relief camps, affected villages and cattle camps and ensure proper execution of these plans. • A minimum level of stock should be maintained for emergencies, and should include extra lengths of pipe, connections, joints, hydrants and bleaching powder. Adequate tools should be on hand to carry out emergency repair. • Make sure auxiliary generators and standby engines are in good working order. • Acquire a buffer stock of fuel for the motors and store in a protected place. • Establish emergency work gangs for immediate post-disaster repair.

Standards of Services: Water Supply

Piped Water • After any repair on the distribution system, the repaired main should be flushed and disinfected with a chlorine solution of 50 mg/litre for contact period of 24 hours, after which the main is emptied and flushed again with potable water. • If the demand for water is urgent, or the repaid main cannot be isolated, the concentration of the disinfecting solution may be increased to 100mg/litre and the contact period reduced to 1 hour. • At the end of disinfection operations, but before the main is put back into service, samples should be taken for bacteriological analysis and determination of chlorine residue. • When a water treatment plant, pumping station, or distribution system is so badly damaged that operation cannot be restored for some time, other methods described in the following paragraphs must be used.

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Private System (Open well or tube) • Water from these sources, with adequate chlorination as necessary, can be connected to a distribution system or hauled to points of consumption. • Springs and wells (non-private) • Ground water originating from deep aquifers (such as is obtained from deep wells and certain springs) will be free from contamination if certain simple protective measures are taken. • When springs are used as a source of water supply for disaster area, careful attention must be paid to geological formations. Limestone and certain rocks are liable to have holes and cracks, especially after earthquake, that may lead to the contamination of ground water. • A sanitary survey of the area surrounding a well site or spring is of utmost importance. This survey, which should be carried out by a qualified professional environmental health worker, should provide information on source of contamination, geological structures (with particular reference to overlying soil and rock formations) quality and quantity of ground water, direction of flow etc. • The well selected as a source of water, should be at least 30m away from any potential source of contamination, and should be located higher than all such sources. The upper portion of the well must be protected by an external impervious casing, extending at least 3m below and 30cm above ground level. The casing should be surrounded by a concrete platform at least 1m wide, that slope to allow drainage away from the well; it should connect to the drain that will carry the spilled water away. The opening for drop pipes should be sealed to prevent outside water from entering the well. The rim of manholes should project at least 8cm above the surrounding surface, and the manhole cover must overlap this rim. • Immediately after construction or repair, the well should be disinfected. First the casing and lining should be washed, and scrubbed with strong chlorine solution containing, 100mg of available chlorine per litre. A strong solution is then added to produce concentration of 50-100 mg/litre in the water stored in the well. After adequate agitation, the well water is left to stand for at least hours, then pumped out. The well is then allowed to refill. When the residual chlorine of the water drops below 1 mg/litre the water may be used. • Most of water is stated above applies also to the location and protection of springs. The following points may be added: ° The collection installation should be so built as to prevent the entrance of light. ° The overflow should be so located as to prevent the entrance of surface water at times of heavy rainfall. ° The manhole cover and gates should be locked. ° Before using the water, the collection chamber should be disinfected with a chlorine solution. ° An area within a radius of 50m around the spring should be fenced off to prevent ground surface contamination.

Surface Water • Surface water should be used as source of water supply only as a last resort. • Measures should be taken to protect the watershed from pollution by animals and people. As it is usually difficult to enforce control regulations, the point of intake for water supply should be located above any tributary carrying grossly contaminated water. The pump intake should be screened and placed so that it will not take in mud from the stream bed or floating debris. The device can be something extremely simple, such as perforated drum fixed in the middle of the stream.

Treatment: • Water should be tested for the presence of Escherchia coli and unsafe concentrations of nitrate as soon as possible. Detection of E. coil indicates contamination by human waste and therefore requires immediate protective and corrective measures.

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• Monitoring of water quality should be restored or initiated immediately. During the disaster, daily determination of the chlorine residual in public water supply is sufficient.

Disinfection: • Chlorine and chlorine-librating compounds are the most common disinfectants. Chlorine compounds for water disinfectation are usually available in three forms: ° Chlorinated lime or bleaching powder, which has 20% by weight of available chlorine when fresh. Its strength should always be checked before use. ° Calcium hypochlorite, a more stable compound sold under various proprietary names. This compound contains 70% by weight of available chlorine. If properly stored in tight container and in dark cool place, it preserve its chlorine contents for considerable period. ° Sodium hypochlorite, usually sold as solution of approximately 5% strength under a variety of proprietary names. Its use in water disinfectation is limited to small quantities and special circumstances.

Methods of chlorination: Gas chlorinator • These machines draw chlorine gas from a cylinder containing liquid chlorine, mix it in water and inject into supply pipe. Mobile gas chlorinators are made for field use.

Hypochlorinators • These are less heavy than gas chlorinator and more adaptable to emergency disinfection. Generally, they use a solution of calcium hypochlorite or chlorinated lime in water and discharge it into a water pipe or reservoir. They can be driven by electric motors or petrol engines and their output can be adjusted. • Hypochlorinators are small and easy to install. They consists usually of a diaphragm pump and standard accessories, including one or more rubber-lined, solution tanks and a chlorine residual testing set. The usual strength of solution is 0.1% and it seldom rises above 0.5%

The Batch Method • In the absence of the chlorinators, water is disinfected by batch method. This method is more likely to be used in emergencies. It involves applying a predetermined volume of chlorine solution of known strength to a fixed volume of water by means of some gravity arrangements. The strength of the batch solution should not be more than 0.65% of chlorine by weight as this is about the limit of solubility of chlorine at ordinary temperatures. For example 10g of ordinary bleaching powder (25% strength) dissolved in 5 litres of water gives a stock solution of 500mg/litre. For disinfection of drinking water, one volume of the stock solution added to 100 volumes of water gives a concentration of 5mg/litre. If after 30 minutes contact the chlorine residual is more than 0.5mg/litre this dosages could be reduced. • After the necessary contact period, excess chlorine can removed to improve the taste by such chemicals as sulphur dioxide, activated carbon, or sodium thiosulphate. The first two are suitable for permanent installations, whereas sodium thiosulphate is more suitable for use in emergency chlorination. One tablet containing 0.5g of anhydrous sodium thiosulphate will remove 1mg/litre of chlorine from 500 litres of water.

Continuous Chlorination • This method, in which porous containers of calcium hypochlorite or bleaching powder are immersed in water, in use mainly for wells and springs but is also applicable to other types of water supply. A free residual chlorine level of 0.7 mg/litre should be maintained in water, treated for emergency distribution. A slight taste and odor of chlorine after half an hour gives an indication that chlorination is adequate. In

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flooded areas where the water distribution system is still operating, higher chlorine residual should be maintained. Occasionally, an unpleasant taste develops from the reaction of chlorine with phenolic or the other organic compounds. This taste should be accepted, as it is an indication of safe disinfection.

Filtration-Disinfection • In this method water is mixed with diatomaceous earth, then passed through the filter unit in which filtering partitions (septa) are installed. Mobile purification units using this process have been produced with capacities up to 50,000 litres per hour. They consist essentially of: ° A centrifugal pump driven by a rope-started gasoline engine. ° A filter (diatomic) ° A hypochlorinator ° A slurry feeder and an air compressor. ° A precoat and recirculating tank. ° A chlorine solution tank. ° Hose adapters ° Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and ° A tool box. Instructions in the manuals supplied with such units must be followed.

Physical Protection: • In disaster situation, physical protection of water supplies for use, is a major consideration. In addition to such barriers as walls and fences, guards may be necessary to prevent mobs from overrunning and damaging treatment units, pumping stations, tankers, distribution stations, and temporary collection facilities. Intake structures, wells and springs should also protected against misuse. The character and extent of such protection will depend on the local situation.

Ice Supply: • Required ice should be supplied from a commercial manufacturing plant where it is made from safe water and where sanitary regulations are observed. • It should be distributed in trucks designed for the purpose, equipped with tools for the safe handling of ice. • After drinking water is secured within stricken areas, making water available for domestic use (such as leaning and washing) should be considered.

Coagulation-Disinfection: • Removal of the organic matter greatly lessens the amount of chlorine needed for disinfection. There are many factors that govern the coagulation process. These include: 1. Hydrogen-ion concentration. The optimum pH value for coagulation is the value that the best floe formation and setting. The pH value of water changes when coagulants are used and has to be adjusted to its optimum value by addition of alkali or acids. 2. Mixing. Coagulants must be thoroughly mixed with the water to give satisfactory results. This may be accomplished by (a) pump action, whereby the coagulant solution is added to the suction pipe of the pump and pump does the mixing; (b) the drip bottle method i.e. hanging a drip-bottle over the discharge pipe or hose of raw water that feeds the tank and letting the coagulant solution drip on to the water jet; or (c) dissolution, i.e. allowing the discharge of raw water to splash on to a basket containing solid coagulant. 3. Coagulant dosage. The amount of the coagulant and chemicals required to adjust the pH value of water may be calculated when the pH and the type of alkalintiy are known. However the optimum dosage for a given water may be determined approximately using the jar test.

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Coagulation-Filtration-Disinfection: • In this method filtration is added to the procedures described above. If temporary reservoir can be arranged, it is preferable to let the water settle before filtering it. In mobile purification units, however the water is filtered through a pressure filter without setting. They usually have a capacity of 4000-7000 litres per hour, and consist essentially of: ° A centrifugal pump directly coupled to a gasoline engine. ° A filter (pressure, rapid and filter) ° A hypochlorinator ° A chemical solution tank ° (one for alum and one for soda ash) ° A chlorine solution tank. ° Hose adapters ° Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and ° A tool box. Instructions in the manuals supplied with such units must be followed.

PUBLIC WORK DEPARTMENT

Planning Assumptions: • There is no substitute for maintaining standards of services and regular maintenance during normal times. This affects the response of the department to any disaster situation. • The department is required to adopt appropriate measures to ensure that the community participates substantially. • For effective preparedness, the department must have a disaster response plan or disaster response procedures clearly defined in order to avoid confusion, improve efficiency in cost and time. • Orientation and training for disaster response plan and procedures accompanied by simulated exercise will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL OFFICER – PWD” at district level respectively. • To the extent possible, preventive measures as recommended in the preparedness and mitigation document of DDMAP, should be undertaken to improve departmental capacity to respond to a disaster.

Disaster Situation: • Restoration of roads to their normal condition. • Repair/reconstruction of public utilities and buildings.

Activities on Receipt of Warning or Activation of CDMAP: • Within the affected district all available personnel will be made available to the District Disaster Manager. If more personnel are required, then out of station officer or those on leave may be recalled. • All personnel required for Disaster Management should work under the overall supervision and guidance of District Disaster Manager. • Establish communications with District control room and your departmental offices within the division. • All district level officials of the department would be asked to report to the Deputy Commissioner/DDM. • Appoint one officer as “Nodal Officer - PWD” at district level. • The “Nodal Officer - PWD” will be responsible for mobilizing staff and volunteers to clear the roads in his section, should a disaster strike. • The “NODAL OFFICER – PWD” should be familiar with pre-disaster precautions and post disaster procedures for road clearing and for defining safe evacuation routes where necessary.

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• All officers3 should be notified and should meet the staff to review emergency procedures. • Review and update precautionary measures and procedures and review with staff the precautions that have been taken to protect equipment and the post-disaster procedures to be followed. • Vehicles should be inspected, fuel tanks filled and batteries and electrical wiring covered as necessary. • Extra transport vehicles should be dispatched from HQ and stationed at safe and strategic spots along routes likely to be effected. • Heavy vehicles should be moved to areas likely to be damaged and secured in a safe place. • Inspection of all roads, bridges, government buildings and structures must be done and structures which are endangered by the impending disaster identified. • Emergency tool kits must be made available and should include ° Crosscut saws ° Axes ° Power chain saw ° Sharpening Files ° Chains and tightening wrenches ° Pulley block with chain and rope • The designation of routes strategic to evacuation and relief should be identified and marked in close coordination with the DCR. • Establish a priority listing of roads which will be opened first, the most important being roads to hospitals and main trunk routes. • Give priority attention to urgent repair works in disaster affected areas. • Identify locations for setting up transit and relief camps, feeding centers and quantity of construction materials required and inform the DCR accordingly.

Relief and Rehabilitation:

• All works teams should be issued two-way communication link. • Provide a work team carrying emergency tool kits, depending on the nature of the disaster, essential equipments such as ° Towing vehicles ° Earth moving equipments ° Cranes etc. • Each unit should mobilize a farm tractor with chain, cables and a buffer stock of fuel. • Adequate road signs should be installed to guide and assists the drivers. • Begin clearing roads. Assemble casual labor to work with experienced staff and divide into work gangs. • Mobilise community assistance for road clearing by contacting community organizations. • Undertake clearing of ditches, grass cutting, burning, removal of debris and the cutting of dangerous trees along the roadside in the effected area through maintenance engineer’s staff. • Undertake repair of all paved and unpaved road surfaces including edge metalling, potholes patching and any failure of surface, foundations in the affected areas by maintenance engineer’s staff and keep monitoring their conditions. • Undertake construction of temporary roads to serve as access to temporary transit and relief camps and medical facilities for disaster victims. • As per the decision of the district control room, undertake construction of relief camps, feeding centres, medical facilities, cattle camps.

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• An up-to-date report of all damages and repairs should be kept in the district office report book and communicate the same to the district control room. • If possible, review of the extent of damage (by helicopter) should be arranged for the field Officer-in-Charge, in order to dispatch most efficiently road clearing crews, and determine the equipments needed.

Standards for Relief Camps: Tent Camps • The layout of the site should meet the following specifications. 1. 3-4 hectares of land/1000 peoples 2. Roads of 10 meters width 3. Minimum distance between edge of roads and tents of 2 mtrs. 4. Minimum distance between tents of 8 mtrs. 5. Minimum floor area/tent of 3 square meters per person. • Water distribution in camp sites consists of 1. Minimum capacity of tanks of 200 litres 2. Minimum capacity per capita of 15 liters/day 3. Maximum distance of tanks from farthest tent of 100 meters. • Solid waste disposal containers in tent camps should be 1. Waterproof 2. Insect-proof and 3. Rodent-proof 4. The waste should be covered tightly with a plastic or metallic lid 5. The final disposal should be by incineration or by burial.

• The capacities of solid waste units should be, 1 litre/4-8 tents; or 50-100 litres/25-50 persons. • Excreta and liquid waste should be disposed in bore-holed or deep trench latrines in tent camps. Specifications for these are: 1. 30-50 meters from tents. 2. 1 seat provided/10 persons 3. Modified soakage pits should be used for waste water by replacing layers of earth and small pebbles with layers of straw, grass or small twigs. The needs to be removed on a daily basis and burned.

Buildings: Buildings used for accommodating disaster victims should provide the following: 1. Minimum floor area of 3.5 sq. meters/person 2. Minimum air space of 10 sq. meters/person 3. Minimum air space circulation of 30 cubic meters/person/hour and 4. There should be separate washing blocks for men and women. 5. Washing facilities to be provided are: • 1 hand basin/10 persons • 1 wash bench of 4-5 meters/100 persons and 1 shower head/50 persons in temperate climates 6. Toilet accommodation in buildings housing displaced persons, should meet these requirements: ° 1 seat/25 women ° 1 seat plus 1 urinal/35 men ° Maximum distance from building of 50 meters. 7. Refuse containers are to be plastic or metallic and should have closed lids. To be provided are: • 1 container of 50-100 litres capacity/25-50 persons.

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HIMACHAL PRADESH STATE ELECTRICITY BOARD

Planning Assumptions: • There is no substitute for maintaining standards of services and regular maintenance during normal times. This affects the response of the department to any disaster situation. • The department is required to adopt appropriate measures to ensure that community participates substantially. • For effective preparedness, the department must have a disaster response plan or disaster response procedures clearly defined in order to avoid confusion, improve efficiency in cost and time. • Orientation and training for disaster response plan and procedures accompanied by simulated exercise will keep the department prepared for such eventualities. Special skills required during emergency operations need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL OFFICER – Power Supply” at district level. • To the extent possible, preventive measures as recommended in the preparedness and mitigation document of DDMAP, should be undertaken to improve departmental capacity to respond to a disaster.

Normal Time Activities: • Assess preparedness level and report the same as per format to District Control Room every six months. • Establish at each sub-station a disaster management tool kit comprising cable cutters, pulley blocks, jungle knives, axes, crowbars, ropes, hacksaws and spanners. Tents for work crews should also be storage.

Disaster Situation: • Restore the power supply and ensure uninterrupted power to all vital installation, facilities and site.

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

On the occurrence of disaster all available personnel at City level will be made available to the District Disaster Manager. If more personnel are required, then out of station officer or those on leave may be recalled.

• All personnel required for Disaster Management should work under the overall supervision and guidance of District Disaster Manager. • Establish communications with District control room and your departmental offices within the division. • All district level officials of the department would be asked to report to the Deputy Commissioner/DDM. • Appoint one officer as “NODAL OFFICER – Power Supply” at district level . • Review and update precautionary measures and procedures and review with staff the precautions that have been taken to protect equipment and the post-disaster procedures to be followed. • Assist the state authorities to make arrangements for standby generators in the following public service offices from the time of receipt of alert warning ° Hospitals ° Water Supply Stations ° Collectorate ° Police stations ° Telecommunications buildings • Fill departmental vehicles with fuel and park them in a protected area.

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• Check emergency tool kits, assembling any additional equipment needed. • Immediately undertake inspection from the time of receipt of alert warning of ° High tension lines ° Towers ° Substations ° Transformers ° Insulators ° Poles and ° Other equipments • Review the total extent of the damage to power supply installations by reconnaissance flight, if possible. • On the recommendations of the Deputy Commissioner/District Control Room/ “Nodal Officer– Power Supply” of the department in the district ° Instruct district staff to disconnect the main electricity supply for the affected area. ° Dispatch emergency repair gangs equipped with food, bedding, tents, and tools.

Relief and Rehabilitation: • Hire casual labourers on an emergency basis for clearing of damaged poles and salvage of conductors and insulators. • Begin repair/reconstruction • Assist hospital in establishing emergency supply by assembling generators and other emergency equipments, if necessary. • Establish temporary electricity supplies for other key public facilities, public water systems, etc. • Establish temporary electricity supplies for transit camps, feeding centres, relief camps, district control room and on access roads to the same. • Establish temporary electricity supplies for relief material godowns. • Compile an itemized assessment of damage, from reports made by various electrical receiving centres and sub-centres. • Report all activities to the head office. • Plan for emergency accommodations for staff from outside the area.

On the recommendation of the Nodal Officer- Power Supply/ Deputy Commissioner/ District Control Room, at state level, HPSEB shall: • Send cables, poles, transformers and other needed equipment • Send vehicles and any additional tools needed. • Provide additional support as required.

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Annexure- 5 Snow Manual PART-1 GENERAL - Snow is a natural phenomenon which occurs in some parts of the State during winter. This manual envisages steps to be taken before during and after a snowfall to prevent dislocation and damage to life and property. OBJECTIVES The objective of this Manual is to keep the concerned departments in readiness for the snow season, to take such steps as are necessary to prevent damage and loss to human life and property and to ensure that normal life is restored without any loss of time. AREA OF OPERATION The manual has been mainly prepared for Shimla town and its suburban areas. However it can be used by the District Authorities of the State in other places also. APPLICATION OF PROVISIONS OF MANUAL The provisions of the manual will come into force at once and no sanction of any authority is needed to operate various provisions of the manual. The finances involved for the operation of the manual will be debitable to the normal budgets of the Deptt concerned and will be borne by “The Public Works Department” by “Superintending Engineer” 4 th Circle Shimla. Police Department by Superintendent of Police, Shimla • Irrigation and Public Health Deptt.by Superintending Engineer IPH Shimla. • Himachal Pradesh State Electricity Board by Superintending Engineer, Hydel Circle, Shimla. • Home Guards by District Commandant 3rd Battalion, Shimla. • Municipal Corporation by the Commissioner, Municipal Corporation, Shimla. • Himachal Pradesh Transport Corporation by Divisional Manager Shimla. In case of excess expenditure the matter will be referred to the Head of the Department and any excess will be reported to the Govt. in case of expenditure incurred by the Deputy Commissioner, Shimla to provide relief in connection with snow manual or in connection with the relief manual, the expenditure is debatable to the head “ 289 Natural Calamities” which is operated by the District Collector. Broadly, the departments involved in restoring normalcy and taking preventive action s are PWD (B&R), Irrigation and Public Health, HPSEB, Municipal Corporation, Shimla. Civil Defence and Home Guards, Transport, Police and Magistracy. All the departments are expected to assist and cooperate with the district administration in tiding over this difficult period.

PART-2

PREVENTIVE ACTION All departments concerned will take preventive steps to avoid any loss of human life or property during the course of snow and these steps should be taken in hand well in time. PUBLIC WORKS DEPARTMENT (B&R) The public Works Department (buildings and Roads) is primarily responsible for keeping the roads open and to achieve this objective they should inspect the roads under their control at a fairly senior level to see if any wall or any road at any place, requires repair and is likely to give way in the event to snow. All such repairs should be carried out well before snow season occurs. The Officer should also inspect all the trees which are standing by the side of the road and if any tree is likely to fall, steps should be taken well in advance to remove the same so that no damage is caused by its sudden fall to any human life or property. They should also check up their machinery like bulldozers and snow cutters well in advance and carry out necessary repairs before the snow season sets in. The department will also ensure that sufficient quantity of salt is procured for Shimla Town so that it could be spread on the road soon after the snow fall for smooth running of traffic. The public Works Department will prepare an operation plan detailing the steps to be taken. The Superintending Engineer concerned will send a report to the Engineer-in-Chief, PWD that all

137 steps envisaged in the Snow Manual for preventive maintenance of roads buildings tools and plants have been taken with a copy to Commissioner-cum-Secretary GAD to the Govt. of Himachal Pradesh and the Deputy Commissioner, Shimla.

IRRIGATION AND PUBLIC HEALTH DEPTT. Water supply is one of the most important necessities of life and irrigation and Public Health Department should ensure that all water pipes within the jurisdiction of I&PH Department should ensure that all water pipes are properly covered under the ground and wherever they are exposed, they should be properly wrapped with hessian cloth or coir ropes so that the pipes do not burst during the winter season and uninterrupted water supply is available in the Town area. For the purpose preventive maintenance of pipes and other tools and plants should be carried out well before the snow season. Adequate steps should be taken to keep the pumps of Gumma, Jugroti, Chohor and Chor well maintained and proper arrangementof electricity supply should be made. The Superintending Engineer concerned will send a report to the Engineer-in-Chief that all steps envisaged in the Snow Manual for preventive maintenance of water supply have taken with a copy to Commissioner-cum-Secretary GAD and the Deputy commissioner, Shimla.

H.P. STATE ELECTRICITY BOARD To ensure undisrupted supply of electricity, the HPSEB authorities should see that all lines are checked and preventive maintenance of electric installations is carried out. The lines and machines should be in proper order and preventive maintenance should be carried out in relation to all the tools and plans under their control. The lines should be inspected jointly by the SDOs concerned of HPSEB and Municipal Corporation, Shimla from 15 to 20 November every year, and if any tree is likely to fall or if any branch of trees is likely to fall or touch the lines disrupting the electricity supply, they should send a report to the Government to obtain permission for removal/lopping of such trees to avoid any failure of electricity. The Department should doubly ensure that supply of electricity to Gumma pumping Station remains uninterrupted during the snow season. The Superintending Engineer, HPSEB will send a report that he has ensured the compliance of the provisions of the Manual and furnish the same to the Chief Engineer, HPSEB with a copy to Commissioner-cum-Secretary, GAD to H.P. Government and Deputy Commissioner, Shimla.

MUNICIPAL CORPORATION, SHIMLA The Municipal Corporation, Shimla is primarily responsible to provide various basic amenities to the citizens and their responsibility becomes all the more important during the snow season. They have to make all preparations well in advance to keep various facilities intact during the snow. All water lines under the control of Municipal Corporation should be checked up and it should be ensured that they are properly covered so that the water does not freeze during the winter season. All fire hydrants should be properly checked to ensure smooth flow of water to light against any eventualities of fire during the snow. Fire hydrant indicators should be installed so that in the event of fire there is no difficulty in locating the same. They should be well above the ground so that they do not get buried under the snow. All the municipal roads should be inspected and more attention should be given to sloppy paths/roads. Dangerous trees should be located and proper steps should be taken so that they do not fall during the snow season causing loss or endangering human life and property. The street lights particularly between Sanjauli, St. Bedes and Chotta Shimla should be checked with special reference to the installations like bulbs and tubes etc. and they should be repaired through the agency concerned well before the snow season. Disruption of street light is a very great hazard. The Municipal Corporation should store sufficient stock of salt so that it could be spread on the roads in snow season. This salt can easily be procured from Gumma. The drains should be checked and cleaned before the snow season as it may be difficult to clean them when the snow has covered them. The areas which are prone to land-slide should be checked and remedial steps should be taken well in advance. The steps connecting various roads should be got repaired because once they are under snow, it is difficult for pedestrians to identify pot-holes in the drains and the roads, which cause accidents. All buildings in the town should be inspected and any building which is likely to give way with heavy snow fall should be set right by taking recourse to legal provisions of Municipal Corporation Act. The

138 buildings which are risky should be declared as such and steps should be taken to get them evacuated to avoid any loss of human life or property. The Commissioner, Municipal Corporation will send a report to the Commissioner, Shimla Division, that all preventive steps as envisaged in the Manual have been taken with a copy to the Commissioner-cum-Secretary, GAD to H.P. Government and the Deputy Commissioner, Shimla.

TELEPHONES The Telephone Department should check their poles and wires and if there is any sag in the lines or any pole is likely to give way during the snow they should be set right well before snow season.

CIVIL DEFENCE & HOME GUARDS The Civil Defence & Home Guards Department should get their vehicles viz. ambulances and fire brigades properly checked and repaired before snow seasons. Arrangements of snow chains should be made for all vehicles so that they could be plied during the snow season. The drivers should be given adequate training to ply the vehicles in the snow season. Thefirefighting organization should prepare a map of fire hydrants and keep- them identified so that if they are under snow they could be located in any emergency of fire. An adequate number of Home Guards should be called out to meet any eventuality before snow season. The number of Home Guards required should be worked out in consultation with the Deputy Commissioner, Shimla. The District Commandant, Home Guards will send a report that he has taken proper steps as envisaged in the Manual and forward the same to the Commandant General, Home Guards with a copy to the Commissioner-cum-Secretary (GAD) to H.P. Government and Deputy Commissioner, Shimla.

TRANSPORT The HRTC authorities should check all their buses for preventive maintenance and also ensure that diesel does not freeze during the winter season. They should also make arrangements for using snow chains in the local buses which are proposed to be plied during the snow. In case of very heavy snow fall, only limited number of buses can be plied which should be ear-marked well in advance so that there is no confusion or breakdown during the snow fall.

SUPERINTENDENT OF POLICE The Superintendent of Police should keep adequate force for the snow season. The force should be properly equipped with clothing, shoes, rain-coats, torches etc. He should also arrange in advance adequate number of wireless sets which could be deployed in the event of heavy snow fall and failure of telephone communication. The requirement of Home Guards should also be worked out well in advance. The Superintendent of Police will determine the requirement of force etc. In consultation with the District Magistrate for various purposes like patrolling, helping the stranded and infirm and rescue operations in case of collapse of any building and traffic jams.

DEPUTY COMMISSIONER, SHIMLA The Deputy Commissioner, Shimla should ensure that adequate supply of essential commodities is stored in the town in Govt. Fair Price Shops so that there is no shortage of supply during the snow season. Sufficient quantity of coal, Kerosene Oil, Cooking gas and other essential commodities should be stored in consultation with the Director, Food & Supplies. The Deputy Commissioner, Shimla should also ensure that all his vehicles are in order and they are equipped with snow chains so that he is able to provide assistance to the stranded staff/officers and other needy persons. The Magistrates in the town should be in readiness so as to swing into action whenever needed. They should be equipped with proper clothing, sticks, shoes etc. The Deputy Commissioner, Shimla will also keep reasonable stocks of shoes, sticks, torches, Blankets, Jerseys/sweaters and tarpaulins so that these could be used by the stranded persons. MEETING OF THE OFFICERS The Deputy Commissioner, Shimla will convene meeting of all representatives of the departments before the end of December every year and apprise them of the various provisions of the Manual requesting them to take action as

139 envisaged in the Manual and issue necessary orders to the effect that necessary preventive steps have been taken and send a report to the Commissioner-cum- ecretary (GAD) to the H.P. Government

PART-3 INSPECTION DURING THE SNOW The Deputy Commissioner, Shimla will be the over all in charge of the arrangements during the snow. A room will be set up for which at least two rooms will be made available by the Municipal Corporation, Shimla to the Deputy Commissioner, Shimla. One room will be used for the Magistrate on duty and the other for the staff working in the control room. Each department concerned will nominate one person and send his name, designation and telephone number to the Deputy Commissioner, Shimla latest by the 15 th November, who would be responsible as a Liaison Officer of the Department for over all co-ordination of the operation during the snow. The following will be liaison officers from their Departments. • Superintending Engineer, HPPWD, 4th Circle Shimla • Superintending of Police, Shimla. • Superintending Engineer, I & PH, Shimla. • Superintending Engineer, Shimla Hydel Circle, HPSEB • District Commandant, Home Guards, 3rd Battalion. • Commissioner, Shimla Municipal Corporation. • Divisional Manager, HRTC Shimla

The Duty Magistrate will be assisted at the Control room by representatives of all thedepartments and such number of other persons like Home Guards, Police and other ministerial staff as may be required from time to time. A telephone with hunting facility will be provided at the control room by the Deputy Commissioner, Shimla. Arrangement to keep the control room warm by angithis or heaters will also be made by the Deputy Commissioner, Shimla. A register will be maintained at the duty room in which the attendance of those who are present in the duty room will be marked and, if any of the representatives leaves the control room with the permission of Duty Magistrate, a note to that effect will be indicated with his probable time of return. Another register in the control room will be maintained in which all emergency calls requiring assistance will be noted with the full particulars of the caller and the assistance needed by him. All types of complaints like failure of telephone, electricity, water supply, bad condition of roads etc. will be recorded and action taken will also be noted down in the register. The form to be used for the above mentioned two registers are at Annexure “F” and “G”. If on any day the official does not report for duty or leaves the control room without permission of the Duty Magistrate, the Duty Magistrate shall forthwith report the matter to the liaison Officer and, in case, no favorable response is received from the Liaison Officer, the matter will be immediately brought to the notice of the Deputy Commissioner and Commissioner-cum- Secretary (GAD) to the Government of H.P.

PUBLIC WORKS DEPARTMENT (B&R) The Public Works Department (B&R) is responsible to ensure that the roads under their charge are cleared of snow within 24 hours’ time. To achieve this objective, they should prepare terms and earmark the areas for each team for manual clearance of the roads. A senior officer of the Public Works Department (B&R) will inspect the road frequently land ensures that no slackness is shown by the teams keeping the road clear. Snow cutters and bulldozers should be earmarked for various roads and they should come into action immediately without waiting for any formal orders from their superiors when the snow fall takes place. All places where the vehicles get stuck due to slippery road, should be given special attention by clearing those areas on priority and salt should be spread in adequate quantity at such inclines. In addition to the PWD roads, Municipal road from Chotta Shimla to kennedy House and from Ridge to Sanjauli shall also be cleared by the PWD because of the limited man power resources of the Municipal Corporation. The Municipal Corporation Shimla will, however, pay to the PWD the expenditure incurred by the latter for keeping

140 these roads clear. Use of snow-cutters, spreading of salt and manual clearance of roads should be resorted in such areas. The complaints of non-clearance of roads from any area should be promptly attended to and if the traffic is stranded at any particular point, assistance should be rushed to that place and in such cases, the Senior Officer should personally visit the place. The overall responsibility to ensure clearance of the roads will be that of the Public Works Department who should keep liaison and co-ordination in all spheres to ensure smooth flow of traffic all over the town.

IRRIGATION AND PUBLIC HEALTH DEPRTMENT Irrigation and Public Health Department is responsible to maintain the water supply of the Town area by keeping the pumps running and lines in order up to the point where the Municipal Corporation takes over the works. They should ensure that the pumps work according to the schedule and there is no shortage of water supply in the town. They should maintain liaison with the H.P. State Electricity Board for regular supply of Electricity for running of pumps on priority. Proper arrangement to get information of the faults should be made and ear-marking the areas to the various teams should be made to ensure that the pipes have not burst at any place. These patrolling teams will send information for immediate attendance of the faults. The Superintending Engineer, (I&PH) will be responsible for maintenance of the water-supply to the Town area and he shall inspect the areas during the course of snow so that he satisfied that the supplies are being maintained.

H.P. STATE ELECTRICITY BOARD The HPSEB is responsible to maintain electric supply to the drinking water pumps and for that purpose they should make all possible arrangements for providing power even from alternative routes. Similarly electricity supply in the town area for home consumption and for hospitals should be maintained on priority. The street lights have also to be kept in working order throughout the snow season. The HPSEB should make special arrangements to ensure that the power supply to the consumers is not disrupted. If any complaint of failure of electricity is received, the party should immediately rush to the affected area. For this purpose, a few parties should be kept in readiness round the clock to attend to such complaints. For the purpose of attending to all such emergencies, one vehicle of HPSEB will be parked near the Corporation office at Shimla and if it becomes essential to ply any vehicle on the restricted/seated portion of the road in Shimla, they may do so. The vehicles should only be plied in real emergency when an officer is travelling along with staff. In case of any fault in the high tension lines the patrolling parties should be available to detect the same and for this purpose, adequate number of patrolling parties should be detailed in advance and the area should be ear-marked to them. Arrangements should be made to receive information from the patrolling parties quickly so that the repair parties could be rushed. Wireless sets should be installed at Guma and Jutog and should be used for such eventualities. Arrangements should be tied up in advance with the Superintendent of Police, Shimla, so that the wireless sets are available at the time of necessity.

MUNICIPAL CORPORATION, SHIMLA Apart from road through Chhota Shimla to White House and Sanjauli to Ridge which will be cleared by the PWD on payment, there are other link-roads in the town area including Lower Bazar, Middle Bazar, Jakhu etc. where the roads have to be kept clear/open for emergent plying of ambulances and fire brigade vehicles. A list of important roads should be prepared for clearance of snow on priority basis. This work is to be done by the Municipal Corporation through their own staff of workers who should be ear-marked to the various areas well in advance. They will swing into action to clear the areas immediately, a list of such teams prepared for each area should be sent in advance to the control room so that Duty Magistrate knows the particulars of the teams and the persons heading the team and any complain from that area should be immediately attended to. In clearing small roads, the first attempt should be to prepare a path for the pedestrians and the roads should be cleared immediately for small vehicular traffic. Sufficient labour for this purpose should be arranged by the Municipal Corporation and no delay should take place in clearance of such roads. The Municipal Corporation should also attend to the complaints of bursting of pipes and freezing of

141 water, in the pipes in various localities so that the water supply is not disrupted. This could be avoided to a great extent if preventive action has been taken by covering the pipes and not allowing them to be exposed. In the event of snow fall, a large number of “Safai” staff becomes surplus who should be deployed for keeping the drains clear and clean and also to keep up the sanitation in various parts of the town area. This would include arrangements for removing garbage and also cleaning of public latrines in various places in the town. The stairs connecting various parts of the town should be given special attention because most of the accidents take place by falling in the stairs and on roads which are slippery. Sufficient quantity of salt should be spread in places where the roads/stairs are slippery and railings may also be provided on these paths/roads to avoid accidents. The Municipal Corporation should make advance announcements if there is disruption of water supply so that public remains aware of the same. Street lights are most important during the snow season. Patrolling parties of the Municipal Corporation should see during the day time if all the street lights are in working order and, in case, of any disruption, it should be rectified before dusk. In case, any tree or branch of the trees fall on the road, they should be expeditiously cleared and for that a few teams should be kept in readiness with proper equipment. The responsibility of maintaining services in the town area in relation of the Municipal Corporation will be that of the Commissioner, Municipal Corporation who will maintain liaison with the Duty Magistrate in the control room. There may be tourists who are held up in the town when their vehicles get stuck at various places. Normally the coolies charge exorbitant rates for pushing vehicles to and from various points. A few such teams of coolies should be prepared and their charges should be fixed at reasonable rates by the Municipal Corporation for clearing the vehicles. The rates so fixed should be displayed on the notice boards at sensitive points so that the outside tourists who are helpless, and not fleeced. The address of such parties should be kept in the control room and hould be published in various places.

TELEPHONES The Divisional Engineer, Telephones, whose representative will also be available in the control room, should ensure that all complaints of elephone failures are expeditiously attended to. Telephone lines in the remote areas of the District should remain in order so that the reports from the remote areas are received by the district administration for immediate remedial action. The public complaints which are received from the public directly or through control room should be attended to on priority and no slackness should be shown in this behalf. All the important telephone numbers should be daily checked.

CIVIL DEFENCE AND HOME GUARDS Sufficient number of home guards should be called out during the snow season and they should be used for rescuing stranded persons. They should be made into small parties and wherever necessity arises, they should rush. They would also be used for carrying ailing persons to the hospitals, in case, ambulance is not above to ply. Any vehicle which gets stranded in any area of the town should also be cleared with the help of such parties. Adequate number of home guards should be kept in readiness in or near the control room to assist the Duty Magistrate in performing his duties. Home guard personnel should also be acquainted with the residence of VIPs and Senior Officers in the town so that if any message is to be sent from the control room they should act as messenger in the event of failure of telephonic communication.

MILK SUPPLY Arrival of milk in the town should be ensured and, in case of disruption due to road blockade or failure of vehicular traffic, manpower should be utilized to bring the milk to the centre of distribution. In Emergency, milk should also be carried through men to the milk booths. Adequate supply of milk should be ensured. Manager, Milk Supply, Shimla will be over all responsible to ensure milk supply in the town area.

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TRANSPORT Efforts should be made that all transport should run as normal even during the snow. The transport authorities should keep liaison with the control room and with the Public Works Department. The vehicles which ply in the snow should have snow chains. A recovery van should also be arranged well in advance to recover the stranded vehicles from the snowy roads. If any transport vehicle gets stuck at any point, immediate steps should be taken to clear the same because the road also gets blocked if such vehicles are not cleared. The Divisional Manager, HRTC will be responsible for overall arrangements of the transport in the town area. He should ensure that all buses ply as usual even during the snow season.

SUPERINTENDENT OF POLICE The Police should remain vigilant during the snow season against both crime and providing assistance to the people. Patrolling parties of police should patrol various areas of the town and if they find anything wrong they should immediately get in touch with the control room for remedial measure. A large number of vehicles come from plains during the snow season and it is not possible for Flat or Ambassador Cars to ply on the road without chains. They should be stopped at the Police Barrier or at some other convenient places where the traffic is not jammed. The HRTC will make necessary arrangements of coolies to carry the baggage of the passengers and the occupants should be accordingly advised. If one vehicle gets stuck on the road the entire traffic is jammed and, therefore, vehicles which are not fit for plying in the snow, should not be allowed to ply on such roads. They could be parked at convenient places wherever they are detected. The Superintendent of Police will also ensure that wireless sets are used by the Patrolling parties so that they are above to send information to the Police Reporting Room and the Control Room. The Superintendent of Police will also coordinate with the Superintending Engineer of the H.P. State Electricity Board in the matter of getting information from the patrolling parties of High Tension lines. If necessary a Temporary, Wireless Station can be established at Gumma to monitor the pumping of water for Shimla Town.

DEPUTY COMMISSIONER, SHIMLA The Deputy Commissioner, Shimla will be over all in charge of the various operations under this Manual. The Duty Magistrate in the Control Room should function round the clock and co-ordinate the activities and operations of various departments during the snow season. He should ensure that all the complaints made to him are entered in the register and necessary action is taken. He should himself contact the calling parties to know whether complaint made by them has been rectified. In the event of receipt of information of any VIP or Officer getting stranded to and from Shimla, the Duty Magistrate should immediately depute a vehicle along with few Home Guards and necessary requipment like shoes sticks, rain coats, torches etc. so that such stranded persons are rescued. Similarly if there is any call from ailing persons and Ambulance is not able to ply, the Duty Magistrate should make arrangements. The Duty Magistrate will keep the Deputy Commissioner and Commissioner-cum-Secretary, GAD to the H.P. Government informed of various events which come to his notice. In case, he is not above to get any cooperation from any department, he should bring the matter to the notice of Deputy Commissioner, Shimla forthwith. The Deputy Commissioner will keep at least two vehicles with chains available along with drivers round the clock under the charge of Duty Magistrate. One of these vehicles could be parked in the Ambulance Station for emergency duty. As regards supply of essential commodities, the control room should maintain complete liaison and complaints should be attended to by the District Food and Supplies Controller, Shimla under the overall charge of the Deputy Commissioner, Shimla. The District Food & Supplies Controller should maintain daily stock position and in case of any shortage, he should bring the matter to the notice of the Deputy Commissioner. In such difficult situation, the traders tend to charge high rates for essential commodities. This should be properly checked. The cooking as dealers should be advised in advance to make adequate arrangements for distribution of cooking gas during the snow season. There may be some poor and infirm people who suffer because of heavy snowfall. Such persons have also to be helped and all deserving persons should be provided assistance by way of clothing and blankets so that due to heavy snowfall they do not die. In deserving cases where it may be necessary, some food grains could also be given. Due to heavy

143 snow or snow storm sometimes some buildings may collapse or may be damaged. In such eventualities the administration will move swiftly for making arrangements of evacuation and providing shelter accommodation. It may be necessary to provide other assistance to such families like food grains, clothing, beddings etc. Adequate stock of these articles should be made in advance so that no difficulty is experienced at the time of necessity.

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ANNEXURE - 6 Media Management during Disaster Media is considered as the fourth pillar of Indian Democracy meaning there by that it can make or mar the opinion of the people in the country and hence the role of media in disaster management can’t be lopsided and therefore we need a responsible media in the country. By media, we generally imply the important channels of mass communication. This includes television, radio, newspapers, magazines, audio and video cassettes as well as movies. Media - print, voice or visual - is an organized means of reaching a large number of people, quickly, effectively and efficiently. The suggestive, informative and analytical role of the media must form a key component of disaster education. It is the most potent way of educating the community on disaster prevention, mitigation and rehabilitation. These tasks can be carried out on the basis of the dual role of media related with imparting information and analyzing disasters discerningly. The effects of disasters need to be examined not only in technical mind scientific terms, but also in humanitarian, social and economic terms. The electronic media have during recent times emerged as a major component of disaster management, as amply demonstrated in the aftermath of the Jammu and Kashmir earthquake in 2005, sunami in 2010 and the recent cloud bursts in Uttrakahand in 2012. Special emphasis is laid on the role of electronic media and information technology as it is felt that this sector needs to be integrated with not only the disaster response but the overall disaster management strategy. Role of the print media is also important, as this continues to be the medium of mass media in many parts of the Indian society which are still unreachable by the electronic media. The print media have a major role to play in the pre-disaster prevention, mitigation and preparedness activities through appropriate community awareness generation. Media needs to be proactive in nature rather than reactive. They need to disseminate the right information at the appropriate time. For instance in Himachal, the reach of radio and television to the masses, in providing information is getting organized. However, there is a need to include professionals in these channels to enable easy comprehension and response to the information. For instance, the involvement of professional meteorologists or training of media experts in providing weather-related information would definitely make an impact on how meteorological information is presented. Keeping in view the usage of the information being disseminated by the media in the society, the roles played by the Media can be categorized into the following four categories :- 1. Educator :- Before a disaster, educating people about the hazard, prevention and selfhelp during the disaster. During rehabilitation, media can be extremely helpful in providing, accurate and unbiased coverage, post disaster impacts and needs. 2. Mentor :- Guiding /advising people in preparing resource disaster calendar, resource mapping and preparation of community contingency plan. 3. Critics:-By critically evaluating the emergency plan and benefit to be transferred to the people. This may include review and improvement of any existing plan. 4. Opinion Maker:- Media can suggest long term suggestions in the form of structured measure like enactment of certain legislation, adoption of code of conduct etc.

A) Steps required to be taken by media in disaster management Media plays an all round roll in pre disaster, during disaster and post disaster stage. The media not only is powerful, it has an inner reach to the lowermost tier and the top most tier as may be most useful for best Governance and management in the case of disaster. However media for such disaster situations needs to be institutionalized and made purposeful, accurate, efficient and effective.

1 ) Pre Disaster Phase :- The early information by electronic media like television and radio about the likely disasters can save many human being and lives tock. The loss to property can also be minimized to considerable extent. The media can create awareness among community about various types of disasters. It can also play a role in preparing the community by training them and making them aware about do’s and don’ts during disasters.

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2) During Disaster :- a) It will play the role of Watch dog On the disaster machinery during the disaster phase. The response time of the relief machinery is generally very late after any disaster. The rehabilitation work after the catastrophe is normally not carried out expeditiously. The media can play the role of a watch dog especially after the disaster when rehabilitation work is going on. The pressure of media in a democratic set up is tremendous and it should be used in a responsible and constructive manner for the benefit of the society. Resources such as search and rescue team equipment, relief material and money are essentially required during disaster and subsequent rehabilitation. The responsibility lies with the Govt. to make available all the resources but some time the system is little lethargic and respond little late. In those circumstances media can play a vital role by being a watch dog and keeping the disaster machinery active. b) During a disaster, with the breakdown of communications, rumour can have debilitating effect on the relief work. During this time, media can play a role of monitoring such rumours by relaying correct formation about the measures being taken and monitoring them. In addition the media can also help by providing an early warning to the people likely to be affected, or about the Do’s and Don’ts during a disaster. Media can also help in establishing contacts, identifying the needy spots and focusing attention on them. In addition, media can help by assisting the authorities, voluntary organizations and volunteers in reaching informing and assuring the affected ones of the assistance and measures taken for their relief. c) Media can keep a watch on anti- social elements who try to take advantage of such situations. They can report such matter and highlight such situations. They can also assist the law and order machinery in restoring peace and harmony in the affected community. d) Media had played very effective role in raising resources for disaster victims in the past. The role of media during Tsunami disaster, Bhuj earthquake where they not only raised crore of rupees but also truck loads of relief materials - clothes food and medicine - was commendable. They were able to convince people for larger participation by highlighting the contributions, providing tax-reliefs and quick and efficient mechanisms of donations.

3) Post disaster Phase:- Making appeal to the people to contribute for the reconstruction and restoration of the disaster affected areas. During a disaster this network is severely affected. District administration who need to contact different agencies like Indian Air Force, Indian Navy, Army, Govt officials and other departments for organization of relief have to rely upon the network available with the media. The district administration take the support of media in making various announcements , releasing the list of casualty, lost people, do’s and don’t of the disaster etc. Since media’s network works on wireless mode, hence it is very effective and useful for the district administration.

B) Dos and Don’t for Media The media should be very careful during reporting of disasters. It should not create excitement and an atmosphere which lead to panic especially in today’s time when there is cut-throat competition between various television channels and news papers. It is desired that a balance approach is taken to report a situation. The people should be provided true and correct picture of disaster, its impact, the relief arrangements and coping mechanisms. They should avoid issuing warning signal unless it has been issued by the govt. Self generated code of conduct for media 1. Impartial 2. Sensitive to social norms and values 3. Not to infringe upon privacy of individuals and families. 4. Avoiding provocation of one group against another. 5. Journalists covering disaster should have basic knowledge and training on disaster management. 6. Make available greater space and broadcasts related to disaster aspects in the form of brief spots, interviews and full- length features.

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Annexure-7 Ward Wise Map of Shimla

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Annexure- 8 Earthquake Hazard Map of Himachal Pradesh

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Annexure- 9 Landslide Hazard Map of Himachal Pradesh

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Annexure – 10 Wind Hazard Map of Himachal Pradesh

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Annexure – 11 Map of existing Water Supply System

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Annexure - 12 Existing Sewerage System

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Annexure-13 Heritage Buildings

Sr No Name of Building Sr. No Name of Building Sr. No Name of Building 1 Post Office Summer Hill 32 Bantony 63 Inverarm (State Museum) 2 Institute of Advance Studies 33 Telegraph Office. 64 Straberry Hi ll 3 Post Office Chaura Maidan 34 St. Andrew’s Church 65 The Bemloe Cottages 4 The Cecil 35 General Post Office 66 Spring Field 5 Carton House 36 Building of the ICICI Bank 67 St Mark’s 6 Clermont 37 The Whole range of the Building starting from 68 South Gate Northern Railway booking agency opposite to Telegraph Office Building and upto Ramji Dass Dina Nath Building on the Mall Road 7 Race View 38 Town hall 69 Foswell 8 Vidhan Sabha HP 39 Gaitey Theatre 70 Emm Villa 9 Gorton Castle 40 Band Stand 71 Craig Gardens 10 Railway Board Building 41 M.C.Library, Ridge 72 Dimple Lodge 11 Prakash Niwas 42 Christ Church 73 Delphine Lodge 12 State Bank of India 43 Ladies Park 74 Eldeston 13 Convent of Jesus and Mary 44 United Service Club 75 Eaglemount 14 Aira Holme 45 The Clarks 76 Railway Station, Summer Hill 15 Sterling Castle 46 The chalet 77 Winter Field 16 Hainault 47 The Cedars 78 Thomas Church 17 Jakhoo Temple 48 Oak Over 79 Shimleshwar (Shiv Mandir) 18 Corner House 49 Cementry near Oak Over 80 St. Edward School 19 Torrentium 50 Woodvilla 81 Wood Bank Offices Rest Hose 20 Pari Mahal (Old Mahal) 51 Erneston 82 Thistle Bank 21 Holly Lodge, Main Building 52 Yates Place 83 Raj Bhawan (Barnes Court) 22 Walsingham (D.C.Residence) 53 Bishop Cotton School 84 Police Station Sadar at Bileauganj 23 Kamla Nehru Hospital (old) 54 Govt. Boya Degree College Sanjauli 85 Y.M.C.A. 24 Manorville 55 Sodhwal Lodge 86 St. Michael’s Cathedral 25 Kali Bari Temple 56 The Kalka Shimla Railway Line 87 Deen Dayal Upadhyaay Hospital (Formerly Ripon Hospital) 26 Grand Hotel 57 Crow Borough 88 Green Gate 27 Rithey Castle 58 Office of the Deputy Commissioner 89 Benmore Estate 28 Tara Hall 59 Ellerslie Building 90 Toryne House 29 Auckland House 60 Police Station, Chotta Shimla 91 Morvyn ( I.T.Shimla) 30 Chapslee School 61 The Burj 92 Police Station Sadar at Sabji Mandi 31 Y.W.C.A. 62 Armsdell

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ANNEXURE- 14 Chronological Development of Shimla City

• Developments in Shimla, that Marks the Major

Shimla - 1909 Shimla - 1924 Shimla - 1978 Milestones in the Growth of the City, are as listed below. • 1819, Lieutenant Ross, the Assistant Political Agent in the Hill States, set up a wood cottage in Shimla. • 1822, his successor and the Scottish civil servant Charles Pratt Kennedy built the first pucca house in the area. • By 1826, some officers had started spending their entire vacation in Shimla, on accounts of the England-like climate. • In 1830, the British acquired the surrounding land from Shimla - 2005 Shimla – Existing Land use Shimla – Proposed Land use (2021) the chiefs of Keonthal and Patiala in exchange for the Rawin pargana and a portion of the Bharauli pargana. The settlement grew rapidly after this, from 30 houses in 1830 to 1,141 houses in 1881. • Shimla was declared the Summer Capital of British India in 1864. • 1871, the Punjab Govt. also decided to use Shimla as its summer Capital In 1902, Walker Hospital was opened.

• After the partition of India in 1947, many of the Punjab Govt. Offices from Lahore in Pakistan were shifted to Shimla. • In 1966, Shimla became the capital of Himachal Pradesh. • Town and Country Planning Department Shimla (Himachal Pra desh) has been prepared the Development Plan for the Year 2021. Total area under proposed planning is 9950 hec tares out of which 1475.76 hectares is proposed for various uses, whereas 8474.24 hectares is left under agricu lture, forests, barren and undevelopable land.

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Annexure - 15 Current Project implementing under Shimla City:

A GOI-UNDP Project supported by USAID “Climate Risk Management in Urban areas through disaster preparedness and mitigation”

In view of the increasing risk exposure of the urban areas of India, often accentuated by climate change and variability, a project on “Climate Risk Management in Urban Areas through Disaster Preparedness and Mitigation” has been approved jointly by the Government of India (GOI) and United Nations Development Programme (UNDP) with financial support from USAID. The project would be implemented over a period of three years (Sept 2012 – 2015) with a total budget of US$ 1.21 million.

The key objectives of the project are to: 1. Reduce disaster risk in urban areas by enhancing institutional capacities to integrate climate risk reduction measures in development programs as well as to undertake mitigation activities based on scientific analyses, and 2. Enhance community capacities to manage climate risk in urban areas by enhancing the preparedness. The project is being implemented in eight cities in the multi-hazard states of Andhra Pradesh, Kerala, Himachal Pradesh, Orissa, Sikkim, Tamil Nadu and Maharashtra. The cities are: Gangtok, Shimla, Bhubaneswar, Thiruvananthapuram, Madurai, Vijayawada, Visakhapatnam and Navi Mumbai. Towards these objectives the following activities have been envisaged under the project: i. Preparation of City Disaster Management Plan (CDMP) ii. Hazard Risk and Vulnerability Analysis iii. Building capacities of communities in disaster response through trainings iv. Formulation of an Action Plan to strengthen Early Warning Systems based on analytical studies v. Preparation of Sectoral Plans (in four key sectors) to mainstream DRR and Climate Change Adaptation in development programmes vi. Knowledge Management initiatives Six cities are presently covered under Urban Risk Reduction Project of GOI-UNDP DRR Programme. These cities have made some progress on many of the critical aspects of disaster risk management and have attempted to: prepare city disaster management plans, set up Emergency Operation Centers, create mass awareness, and build capacities of various stakeholders on disaster management. However, in most cases it is observed that the CDMPs prepared at the city level are more focused on disaster preparedness and response with very little emphasis on climate change adaptation and disaster risk reduction. These plans are not yet further reinforced with ward level DM plans and community response teams. It is known fact that during disasters community members are the first responders and hence building capacity at the community level for disaster response is crucial to ensure disaster risk reduction. Ward disaster management teams are formed and trained in various aspects of disaster management so that emergencies can be handled locally.

Annual Work Plan under project (2014) S. Output -1 Mainstreaming DRR/CCA Budget No. 1 Consultation and development of Sectoral (4) plans in Shimla City to Mainstream DRR and 1,50,000/ - Climate Change Adaptation in Development Programme Output -2 Urban Risk Reduction 2 Hazard, Risk and Vulnerability Analysis 3 Formulation of Multi Hazard City Disaster Management Plan for Shimla City 50,000/ - 4 Conduct training & Capacity building Activities including simulation exercises for the identified 2,00,000/ - officers/stakeholders for Shimla City Output -4 Knowledge Management 5 Development of IEC on DRR & CCA in urban Areas 2,00,000/ -

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Annexure- 16 GIZ Support to City of Shimla and State of Himachal Pradesh under SNUSP and IGEP

Sr. No. GIZ Support/Interventions Actions taken/proposed by city

Sanitation Programme 1 Support for developing HP State Sanitation State Level Sanitation Committee has been Notified by Strategy (SSS) HP Government and Draft strategy document has been circulated by Directorate of UD to stakeholders for comments 2 Up -scaling of Plumbers Training Network plumber training manual Test run and ToT of ITI staff was conducted 3 CSP, SLB reporting capacity, Data management, Studies were shared with city Septage Management, DEWATS implementation, Septage and Wastewater byelaws 4 Support to National School S anitation Initiative 13 Schools in Shimla city have been selected. Sanitation (NSSI) and personal hygiene related improvements were made through practical interventions. School action plans were also developed

5 Public Toilet Tendering Support Tender floated once; needs to be rebid on receiving of single bid Environment Programme

1 Support for developing MSW Management Draft Strategic recommendation report has been Strategy submitted to UD

3 Support for developing Waste Audit Waste Audit pilot study was conducted in Manali (27 Methodology and Plastic waste management Bye Feb- 3 March). laws for ULBs of Himachal Pradesh Draft Plastic Waste Bye laws still to be notified by all ULBs 4 Capacity Building for Sanitation and SWM Exposure visits for HP officials to Germany; Supporting ULB official’s visit to Conferences, workshops & technical events. Training of Trainers programme for SWM was conducted in Oct, 2013 jointly with UDD & Himachal Institute of Public Administration (HIPA) for HP ULBs. Strategy for training rollout with CBUD, DUD yet to evolve. Documentation of the best practices of SWM in HP state, Development of IEC component

5 Support to Solid Waste Management Training of Safai -karamcharis & ward supervisors, Routing and Loading Plan for SWM, Support for Service Level Benchmarking, Ward level awareness generation programmes, Technical assistance for setting up Solid Waste Treatment plant, Technical support for preparation of Landfill DPR and tendering process, Support for Environmental Clearance process for Integrated Solid Waste Management Project

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Activities at City Level S. No. Activity Status 1 City Sanitation Plan (CSP) for Plan has been approved by Local Standing Committee and forwarded Shimla City to HP State Government for approval. Implementation of the CSP under Support to National Urban Sanitation Policy (NUSP) Programme, Support for tendering process for Sewerage and Water Supply Project 2 Support to Solid Waste Training of Trainers, Routing and Loading Plan for SWM, Support for Management Service Level Benchmarking, Ward level awareness generation programmes, Technical assistance for setting up Solid Waste Treatment plant, Preparation of Landfill DPR and tendering support, Support for Environmental Clearance process and carrying out Environment Impact Assessment Study for Integrated Solid Waste Management Project 3 Support to National School 13 Schools has been selected and bas eline studies have been Sanitation Initiative (NSSI) completed 4 Capacity Enhancement Strategy Integrated City Diagnosis (ICD) and Training Needs Assessment (CES) for MC Shimla (TNA)-tools were used to draft the CES. Capacity Enhancement Strategy was further used as base document for preparation of Capacity Building DPR.

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ANNEXURE- 17 Emergency Contact Detail of Shimla City Government Offices

Sl.no. Department Designation Officer’s Name Office Contact Detail Address Contact (LL, Mobile, Email) Contact Residence (LL, Mobile, Email) 1) State Disaster Pr. Sec (Rev) Shri. Deepak Sanan 9816022740 2626227 2) Management Consultant -cum - Shri. R.K.Sood 0177 -2622064 Authority Advisor 9418464024 3) State Project Officer, Shri. Manas Dwivedi Dept of Rev (Disaster 0177 -2625657 GOI-UNDP DRR Management Cell), 9882824979 Programme Room No. 106-A, HP Secretariat, Shimla- 2 H.P. Secretariat 4) DDMA D.C/ Chairman Shri Dinesh Malhotra D.C. Office, Shimla 0177 -2653535 0177-2803400 E- [email protected]

5) District Revenue Shri Praveenkumar 0177 -2657013 Officer Taak 9418000089 6) SDM Urban 0177 -2657007 Shri. G.C.Negi 94180-58845 7) ADM Protocol Shri. Neeraj Kumar 0177 -2653436, 9 459600317 E- [email protected] 8) District Control 0177 -1077 Room 9) City Disaster Commissioner, M.C. Shri. Pankaj Rai Municipal 0177 -2802771 Management Cell, Shimla/ Chairman Corporation, Shimla 9418039800 10) Municipal Asstt. Commissioner, Shri. Prashant Sarkek Municipal 0177 -2656576, Corporation, M.C. Shimla/ Nodal Corporation, Shimla 9459153569 Shimla Officer 11) Municipal Engineer/ Shri. Vijay Gupta Municipal 0177 -2802771 0177 -2650099 Member Secretary Corporation, Shimla 94184-81400 12) Corporation Health Dr. Omesh K. Bharti Municipal 0177 -2802771 Officer/ Member Corporation, Shimla 94181-20302

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13) Architect Planner/ Sh. K.S. Chauhan Municipal 0177 -2802771 Member Corporation, Shimla 94184-66433 14) Assistant Engineer - Sh. Dutt Ram Municipal 0177 -2802771 I(R&B), / Member Corporation, Shimla 94181-89386 15) Junior Engineer Shri. Sanjeev Gupta Municipal 94184 -86558 (Electricals), M.C. Corporation, Shimla Shimla/ Member 16) Mayor Shri Sanjay Chauhan Municipal 0177 -2812360 Corporation, Shimla 9418022007 E-ID [email protected] 17) Deputy Mayor Shri. Tikender Singh Municipal 0177 -2625368 Panwar Corporation, Shimla 9418010127 E-ID [email protected] 18) City Project Ms. Komal Kantariya UNDP 99805479914 Coordinator E-ID [email protected] 19) Police S.P. Shimla Sh. D W Negi 0177 -2656535

20) Addl. S.P. Shimla Sh. Sandip Dhawal 0177 -2652497

21) Police Lines Kaithu Sh.DharamSingh Sub Inspector 0177 -2805264 22) Police Lines Bharari Sh.Yashwant Singh Sub Inspector 0177 -2807084 23) Control Room 100/ 2800100 24) Reporting Room/ Sh.Shankar Singh S.I. Incharge 0177 -2652860 Police Assistance 25) Police Control Room 0177 -2657430 26) Police Station Sadar Sh.Sanjeev Kumar S.H.O,sadar 0177 -2652860 27) Police Station East Smt. Gopal Verma S.H.O., Chottaa 0177 -2620954 (Chotta Shimla) Shimla 28) Police Station West Smt.Viri Singh S.H.O., Boileiuganj 0177 -2830193 (Boileiuganj) 29) Police Post (Lakkar Sh.Rajnish Thakur Inspector, Lakkar 0177 -2655376 Bazar) Bazar 30) Police Station (Dhali) Sh. Amar Chand S.H.O. 0177 -2841377 31) Traffic Police 0177 -2652217 32) Civil Defence Commandant General Sh. Sanjay Kumar 0177 -2811453

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9816617595 33) Home Guard Commandant General Sh. Sanjay Kumar 01772811453 9816617595 34) Fire Stations The Mall 0177 -2658976 0177 -2658976, 101 35) Chotta Shimla 0177 -2623269 0177 -2623269 36) Boileuganj 0177 -2830664 0177 -2830664 37) IPH Engineer -in -Chief I&PH Shimla -1 0177 -2658886 38) Army Training command 0177 -2804590 Shimla-3 39) PWD Engineer -in -Chief PWD Nigam Vihar 0177 -2621401 Shimla-2 40) Food and Civil Director Directorate of Food 0177 -2623749 Supplies and Civil Supply B- 42,Shimla 41) Public Relations Secretary,I&PR Information and 0177 -2622132 Public Relation,Shimla-2 42) Taxi Stands Near Lift 43) Near Bus Stand (ISBT old) 44) Rajdhani Taxi (Lakkar 0177 -2623456 Bazar) 45) Roadways HRTC (ISBT) 2658067 46) HRTC (Control Room) 2656326 47) Railways 48) Shimla Railway 131/ 2652915 Reservation 49) Kalka Railway Inquiry 281131 50) Chandigarh 923132 51) Airport (Currently Jubbarhati Director in Airport not functional)

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Complaints Redressal

Sr. No Water Complaints Office Address Contact Number 1) Ridge 2658916 2) Subzi Mandi 2652519 3) Kasumpati 2620913 4) Sanjauli 2842131 5) Chotta Shimla 2623760 6) Chaura Maidan 2813671 7) New Shimla 2670569 Sr. No Electricity Complaints Contact Address Contact Number 1) Chotta Shimla 2625750 2) U.S.Club 2801571 3) Bharari 2814914 4) Idgah 2812375 5) Khalini 2623724 6) Sanjauli 2640008 7) Ridge 265765 8) Summer Hill 2830533 9) Kasumpati 2621385 10) Charlie Villa 2623951 11) I.G.M.C. Hospital 2811339

Tourist Information Center

Sr. No. Tourist Information Center Contact Number 1) The Mall 2652561 2) By Pass 2832498 3) Bus Stand (old) 2651755 4) Victory Tunnel 265489 5) Railway Station 6) Manali 252175 7) Dharamshala 223325

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8) Mumbai 022 -22180080 9) Chandigarh 0172 -2708569 10) Kolkata 033 -22126361 11) Dalhousie 262225 12) Bhuntar 265037 13) Kullu 224605 14) Pathankot 0186 -2220316 15) Kalka 01733 -221079 16) Reckong Peo 01786 -222897

Nodal Officers for Disaster Management

Sl Department Designation Officer’s Name Office Contact Detail Residential Address .n Address Contact (LL, Mobile, Contact (LL, Mobile, o. Email) Address Email) 1 Fire Services Divisional Fire Shri. J C Sharma 0177 -2658976,101 Officer 2 Police S.P. Shimla Shri D W Negi 0177 -2656535 3 Town and Country Planning Town & Country Smt Anjali Sharma 0177 -2625572, Planner –Shimla. 94180,72391 4 Directorate of Urban Addl. Asst. Engineer Shri. Vinod Kapoor 0177 -2627193, Development 9418491255 5 H.P. Minorities Finance and Manager -cum - Shri. Kanwal Arora 0177 -2622164, Development Corporation Co.Secretary 9736258003 6 Health and Family Welfare OSD, H& FW Dr.Anupama Upadhyay 0177 -2620226 Department 7 PWD SE - 4th Circle Sh. D C Negi 0177 -2842353, SE-4th Circle 0177-2841169 8 Youth Services and Sports Principal Sh. Padma Singh Negi 0177 -2620987 9418132507 9 Economics and Statistics Deputy Director Sh Vinod Kumar Rana 9418450976 Department [email protected] m 1 H.P.I& PH Department, Nodal Officer -cum - 0177 -2652847 0177 -2624302 0 U.S.Club Executive Engineer

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(SP), I &PH Department 1 Directorate of Higher OSD (College) Sh. Shashi Bhushan 0177 -2656621 94184 -53535 1 Education Shekri

Contact Details Municipal Corporation Shimla

Exchange Nos: 0177-2802771 to 0177-2802776, Fax No: 0177-2802346

E-mail: [email protected], [email protected] , web-site : www.shimlamc.gov.in

No Designation Name Office Epbax no. 200 -201 Resi No./Mobile 1. Mayor Sh. Sanjay Chauhan 2812360 202 94180 -22007 2. P.S. to Mayor Sh. Daljit S. Parmar 2812360 203 2812150, 98823 -35363 3. Dy. Mayor Sh. Tikender Panwar 2804058 204 94180 -10127 4. Commissioner Sh. Pankaj Rai 2812899 205 94180 -39800 5. P.A. to Commissioner Sh.G.R. Sharma 2812899 206 9459744555, 2652695 6. Joint Comm. (Legal) Sh. Joginder Chauhan 2808095 207 2670400, 94184 -81400 7. P.A. to JC (Legal) Smt. Sunita Ext: - 208 ---- 8. Assistant Commissioner Sh. Parshant Sirkeck 2656576 209 9459153569 9. Asstt. Comm. Office Sh. Devender Sharma 2656576 210 94180 -75358 10. Project Director (JNNURM) Er. Mahesh Kanwar 2650203 211 98160 -26504 11. Accounts Officer Sh. D.S. Thakur Ext: - 212 8627000686 12. Health Officer Dr. Omesh K. Bharti Ext: - 213 94181 -20302 13. Municipal Engineer(WS&SD) Sh. Vijay Gupta Ext: - 214 2650099, 9418470578 14. Executive Engineer (R&B) Er. H.K. Gupta Ext: 215 94181 -35474 15 Architect Planner Sh. K.S. Chauhan Ext: - 216 94184 -66433 16. Asstt. Eng. (R&B) -I Sh. Dutt Ram Ext: - 218 94181 -89386 17 Asstt. Eng. (R&B) -II Sh .Rajesh Thakur Ext: - 218 94184 -58702 18 Asstt. Eng. (WS&SD) -II Sh. Rajesh Kashyap Ext: - 217 94184 -74747 19 Asstt. Eng.(WS&SD) -I Sh. Praveen Aggarwal 2652519 --- 94184 -89158 20. Market Supdt./VPHO Sh. Arun Sirkeck 2652452 --- 94180 -44545 21 Secretary Tax Sh. Diwan Chand 2650285 --- 94186 -58277 22. Supdt. (General) Sh. Madan Verma Ext: - 238 98169 -21262

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23. Supdt. WS&SD (Rev.) Sh. Hira Nand Ext: - 220 94184 -53181 24. Project Cell Sh. Amar Singh Verma Est: - 231 94180 -10425 25 Computer Section Mrs. Mamta Goel Ext: - 221 94180 -68315 26. Cash Branch Mr. J.P. Sharma Ext: - 222 ------27 Secy. SJSRY Smt. Bharti Kuthiala Ext: 2652771 98822 -06124 28 C.S.I Sh. Ram S. Thakur Ext: - 223 ------29 Food Inspector Sh. Ashok Mangla Ext: 226 94184 -91011 30 Health Laboratory Sh. K.G. Joseph Ext: - 224 2804197 31. General Branch ------Ext: - 219 32 Health Deptt. ------Ext: - 226 ------33. Estate Branch ------Ext: - 227 ------34. AP Branch ------Ext: - 228 ------35. Account Branch ------Ext: - 229 ------36. Drawing Branch (R&B) ------Ext: - 230 ------37. Record Room ------Ext: - 237 ------38. Meter Reader (WS&SD) Sh. Devi Roop Ext: - 233 94597 -44801 39. Reader Branch Sh. Ram Kumar Ext: - 234 ---- 40. Superintendent (R&B) ------Ext: - 235 ---- 41. General Branch Chowkidar Room Ext: - 252 ---- 42. Ridge Reservoir Control Room 2658916 43. JE. Central Zone (WS&SD) Sh. Puran Dass 2652519 --- 94180 -44534 44. J.E Chotta Shimla WS&SD Sh. M.S. Jamwal 2623760 --- 94181 -26020 45. J.E. Sanjauli (WS&SD) Sh. Gopesh Behal 2842131 --- 88946 -98971 46. JE. Ridge Reser. (WS&SD) Sh. Virender Madan 2654916 --- 94180 -92099 47. J.E Chaura Maidan WS&SD Sh. Ishwar Thakur 2813671 --- 94180 -38338 48. New Shimla (WS&SD) ------2670569 --- 49. Mashobra Pump House ------2740214 ------50. Guma Pumping Station ------2781218 ------51. Chharabra Reservoir ------2740233 ------52. Craignano Guest House ------2740236 ------53. Phagli M.C. Store ------2835209 ------54. Zonal Office Dhalli ------2647030 55. Zonal Office New Shimla ------2621725 56. Zonal Office Totu 2838668

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MUNICIPAL CORPORATION SHIMLA Telephone List of Hon’ble Mayor, Dy-Mayor & Councillor ( 2012-2015)

S.No. Name Designation Address Name of the Ward Office No. Contact No. 1. Sh. Sanjay Chauhan Mayor AAshiya,Panthagati, Shimla -9 2812360 94180 -22007 2. Sh.Tikender Singh Panwar Dy.Mayor Panwar Lodge,Airport road,Totu, Shimla 2804058 94180 -10127 3. Smt. Kala Sharma Councillor 7-Sant Cottage,Bharari, Shimla 1-Bharari 94185 -21230 4. Smt. Saroj Thakur Councillor Krishna Cottage,Ruldhu Bhatta, Shimla 2-Ruldhu Bhatta 98160 -61212 98576 -76855 5. Km. Kanta Suyal Councillor Hari Cottage,Lower Kaithu shimla 3-Kaithu 94183 -66688 6. Smt. Laxmi Kashyap Councillor Kashyap Niwas,Kaithu,Annadale, Shimla. 4-Annadale 2805713 98165 -11221 7. Km. Diksha Thakur Councillor Thakur Niwas,Andri,Summerhill, Shimla 5-Summer Hill 98573 -30222 8. Smt.Nirmla Chauhan Councillor Chauhan Niwas,Shiv Nagar,Totu, Shimla 6-Tutu 86799 -75014 9. Smt. Usha Lakhanpal Councillor LakhanPal Niwas,TaraDevi, Shimla -10 7-Boileauganj 92185 -00140 10. Smt.Uma Kaushal Councillor Hira Niwas,Tutikandi, Shimla 8-TutiKandi 98162 -63401 11. Sh.Shashi Shekhar(Chinu) Councillor Pathnia Niwas,Lal Kothi,Lower Phagli, 9-Nabha 98170 -65299 Shimla 12. Sh.Kalyan Chand Dhiman Councillor Lal Kothi,Phagli, Shimla 10 -Phagli 94183 -82336 13. Smt. Rajni Councillor Labour Hostal,Krishnanager, Shimla 11 -Krishna Nagar 94186 -27470 14. Smt.Sushma Kuthiala Councillor 78 -Butail Niwas,Ram Bazar, Shimla 12 -Ram Bazar 94180 -31031 15. Smt.Bharti Sood Councillor 34/1,Sita Ram Nathu Ram Bhawan, 13 -Lower Bazar 93187 -45279 Lower Bazar, Shimla 16. Sh.Manoj Kutiyala Councillor Ever Gildi Cottage, Jakhu, Shimla. 14 -Jakhu 98160 -82155 17. Sh.Anup Vaid Councillor Vaid Cottage,Stocks Place, Shimla171002. 15 -Benmore 94180 - 89890 [email protected] m 18. Sh.Sushant Keprate Councillor Shant Niwas,Sanjauli, Shimla -6 16 -Engine Ghar 2640957 98160 -55200

19. Smt. Satya Kaundal Councillor Mayur Niwas,North Oak,Sanjauli, Shimla - 17 -Sanjauli Chowk 98160 -14452 9 20. Sh. Shailender Chauhan Councillor Bekta Niwas,near Durga Mandir,Dhalli, 18 -Dhalli 98164 -21310 Shimla-12 21. Sh.Narinder Thakur Councillor Vill. Gahan, P.O. Kamla Nagar, Sanjauli, 19 -Chamiyana 98163 -00077 Shimla. 22. Sh.Kuldeep Thakur Councillor Vill. Shanan, P.O. Malyana , Shimla. 20 -Maliyana 98051 -52999 23. Smt. Kusum Thakur Councillor Mohit Villa,Kasumpati, Shimla -9 21 -Kasumpati 94180 -25152

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24. Sh.Surinder Chauhan Councillor Octagan Lodge,Set No. -1.Chota Shimla -2 22 -Chotta Shimla 94180 -09691 25. Sh.Deepak Rohal Councillor Rohal Villa,Sector -1,New Shimla -9 23 -Patiyog 94182 -76699 26. Sh.Parveen Kumar Councillor Savitri Niwas,Khalini, Shimla -2 24 -Khalini 98167 -35288 27. Sh.Alok Pathania Councillor Anand Villa,Talland, Shimla -1 25 -Kanlog 98161 -81000 Nominated Councillors 28. Smt. Archana Dhawan Councillor charli Mount, Lower Jakhu, Shimla Nominated 94182 -69009 29. Sh. Inderjeet Singh Councillor Kiran Gift, 117,Lower Bazar Shimla -1 Nominated 98160 -00070 30. Sh. Sanjay Parmar Councillor Yogda Asharam,Boileauganj,Shimla -1 Nominated 94181 -16513

Ward Offices

Ward Ward Name Ward Office Address Name of Ward JE Contact Details Residential Address Number Address Contact (LL, Address Contact (LL, Mobile, Email) Mobile, Email) 1 Bharari Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581 2 Ruldu Bhatta Sh. Rakesh Sharma Ward No.4 Annadale 94180 -26608 3 Kaithu Sh. Rakesh Sharma Ward No.4 Annadale 94180 -26608 4 Annadale Sh. Rakesh Sharma Ward No.4 Annadale 94180 -26608 5 Summer Hill Sh. Hem Raj Ward No.5 Summer Hill 94184 -24686 6 Totu Sh. Hem Raj Ward No.5 Summer Hill 94184 -24686 7 Boileauganj Sh. Hem Raj Ward No.5 Summer Hill 94184 -24686 8 TutiKandi Sh. Hem Raj Ward No.5 Summer Hill 94184 -24686 9 Nabha Sh. Rakesh Sharma Ward No.4 Annadale 94180 -26608 10 Phagli Sh. Rakesh Sharma Ward No.4 Annadale 94180 -26608 11 Krishna Nagar Sh. Pradeep Gupta Ward No. 12 Ram Bazar 12 Ram Bazar Sh. Pradeep Gupta Ward No. 12 Ram Bazar 13 Lower Bazar Sh. Jitender Samta Ward No.21 Kasumpati 14 Jakhu Sh. Jitender Samta Ward No.21 Kasumpati 15 Banmore Sh. Pradeep Gupta Ward No. 12 Ram Bazar 16 Engine Ghar Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581 17 Sanjauli Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581 18 Dhali Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581 19 Chamyana Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581 20 Malayana Sh. Rajesh Mandotra Ward No.19 Chamyana 94180 -90581

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21 Kasumpati Sh. Jitender Samta Ward No.21 Kasumpati 22 Chotta Shimla Sh. Mohan Thakur Ward No.23 Patiyog 94180 -67474 23 Patiyog Sh. Mohan Thakur Ward No.23 Patiyog 94180 -67474 24 Khalini Sh. Mohan Thakur Ward No.23 Patiyog 94180 -67474 25 Kanlog Sh. Mohan Thakur Ward No.23 Patiyog 94180 -67474 Health Related Services

HOSPITALS:

S. Name of the Hospital Contact Person Office Contact Residential Address No. Address Contact (LL, Mobile, Email) Address Contact (LL, Mobile, Email) IGMC Dr. S. S. Kaushal, Principal IGMC, Shimla 0177 -2804251 / Fax - 2658339 94180-25148 Rippon Dr. Dilipsingh, Kanwar, CMO. 0177 - 2657225 / 98160 - 3001457281 Dr. Pyarelal Gaunda, 0177 - 2658941/ 94180 -76755 Med. Supdt. DDU Hospital KNH Dr. Mrs. Santosh Minhas, 0177 -2624841/ H.O.D Obg & Gynae 94180-22048

INDUS 0177 -2841401 E-ID [email protected] Sanatorium 0177 -2652800 0177-2811821 Blood Bank, D.D.U Hospital 0177 -2658940

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AMBULANCE:

S. No. Ambulance Services Contact Person Contact Detail Contact Number

Atal Swasthya Sewa Dr.Umesh Bharti OSD 0177 - 2625060 / 94181 -20302 108 Red Cross Shri U.S.Thakur 0177 -2621868 Sewa Bharti 2804648/ 102 Guru Nanak Seva Society KNH 2625097 IGMC 2804915 Ambulance 108

BLOOD BANKS AND DONOR AGENCIES:

S. No. Name of the Agency Working Hours Name of the Contact Details Office Residential Address Contact Person Address Contact (LL, Address Contact (LL, Mobile, Email) Mobile, Email) 1 Umang Foundation NA Shri. Ajay Srivastava 9418488595 2 Blood Bank - IGMC 24 hours 0177 -2803073 3 Blood Bank - DDU/ KNH 24 hours 0177 -2654071 4 Living Treasure 24 hours Mr. Sarbjit Singh 9418061000 5 Association of Volunteer Shimla HO, Shimla - 171001 Blood Donors 6 Ashadeep Blood Bank 7/34, Cecil Hotel, Shimla – 171001 7 Save Life Mission 24 hours Mr. Puneet Sood 41, Bharari Bazar, Shimla -1 9418645725, 9418005725

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Annexure-6: List of NGOs & CBOs

S. No. Name of the Organisation Contact Person Contact Details Contact Number/ Email 1. Home Guards and Civil Defence The Commandant General U.S. Club,Shimla -1 H.P. 0177 -2811953 2. NCC Group HQ The Group Commander NCC Bhawan, Dunloe Estate, Shimla 3. NSS, Directorate of Education The State Programme Lalpani, Shimla 01772880483,9418080870 Coordinator 4. SEHB Society CHO/Member Secretary SEHB Society, M.C.Shimla 9418060150 5. Vyapar Mandal President Khalini, Shimla 6. Drug Association President Pacific Medicos, The Mall Shimla 7. Hotelier Association President Shivalik Hotel, Near U.S. Club, Shimla 9816047800 8. HDFC Bank Branch Manager HDFC Bank, The Mall Shimla 9. ICICI Branch Manager ICICI Bank, The Mall Shimla 10. Sewa Bharti Secretary IGMC, Shimla -1 01772806950, 9418017852 11. Prakrati Socity for Sustainable for Ms.Aarti Gupta ANN Cottage,Broad View Estate, Sanjauli -Shimla -6 0177 -2844656 Sustainable Dev. (94183-42479) 12. State Head -Helpage India Dr. Rajesh Kumar Lady Harding Cottage (No.3) Near H.P. High Court 91 -0177 -2811254 Bamloe,Shimla-171001 : 09418977457

13. Himachal Gyan Vigyan Samiti Secretary Shivalik Sadan,Engine Ghar, Sanjauli, Shimla -6 9418454867 14. Gayatri Parivaar House No. 21 ,Housing Board Colony ,Shimla 15. GIZ Programme Officer GIZ, D.M. Cell, M.C. Shimla 8894046248 16. The Kelistion Welfare Society Mr. M.L. Gupta, 3, Keliston Estate,Shimla -1 17. Residential Welfare Association Mr.Jeevanand Jeevan, B-94, Phase II, Sector -3, New Shimla 18. Residential Welfare Association Mr.P.K. Ahluwalia, B-451, Phase III,Sector -4,New Shimla 20. Rotary Club Secretary Rotary Club ,The Mall Shimla -1 9816020702 21. LIONS Club Secretary LIONS Club, Ananya Cottage, Dakshin Vihar, Sanjauli, Shimla 22. Inner Wheel Rotary Club Secretary Inner Wheel Rotary Club ,The Mall Shimla 9816020702 23. YMCA Mr. Naresh Escort, General YMCA,Ridge,Shimla -1 2652375 Secretary 24. YWCA Ms. Rohii Singh, General YWCA,Scandal Point,Shimla -1 9459229281 Secretary 25. Art Of Living Mr. Anoop Kumar Hans Jewellers, Near Ladies Park,Mall Road 26. Patanjali Chikitsalayas Mr. Ankit Kumar Arpit Apartment, Opposite Forest 09218533369, 09218633333

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Office,Talland,Shimla 27. HP State Branch, Indian Red Cross Mr.Sanjay Gupta, General Red Cross Bhawan, Barnes Court,Shimla -171002 0177 -2621818, 94189 -85899, E - Society, Secretary (0177-2240862) ID [email protected] 28. Nehru Yuva Kendra Zonal Director, Chandar Builing, New Totu,Shimla -171011 0177 -2838141 Sangathan(NYKS) 29. WWF - India Programme Officer Shimla Field Office Bishop Cotton School Gate 9816026295 No.2,By- Pass Road,New Shimla-171009 30. SEEDS India Project Manager 469 A, Block -27, Sector -3, New Shimla -171009 9418940271 31. Himachal Pradesh Voluntary Programme Officer B-37, Phase -1, Sector -2 New Shimla -171009 0177 -2670132, 9816410558 Health Association (HPVHA) 33. Umang Foundation Chairman HNo.3 Himalaya Apartments,Kusumpati,Shimla -9 9418488595 34. Youth Enlightening Society -YES Dr. Akarshan Santosh Niwas, Panthaghati,Shimla -9 9817166688 35. INTACH Capt. Sood Panchwaqti, Village Kanena,Shimla -171004 9418029828 36. HIMCON Managing Director, Hotel Bridge View, The Mall Shimla 0177 -2652488, 2654847 E - ID [email protected]

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Annexure- 18: Contingency Plan- District Administration, Shimla

Sr. No. Action to be taken Points of Action Agency Responsible 1 Setting up of Control Room • Control Room to be set up in the ground floor room of new building at Action by AC to DC Shimla and all District H.Q. in D.C. Office, Shimla. Department • It will be functioned for the period of about 3 months or the situation demands • Toll free number 1077 will be the emergency number which will operate for 24hours • Control Room at all departments should also operate for 24 hours • All complaints need to be entered in the register along with the action taken 2 Appointment of Nodal • All departments will appoint Nodal Officers for the period or as situation Action by all departments Officers demands • Name, Residence/Office/ Moblile Number will be conveyed to the office of the D.C and SP Shimla. • PWD has to set up a Control Room wich will function 24 hours to arrange the JCB, labour, etc • Contingency plans for the departments for the winter season 3 Clearance of Roads • Clearance of restricted roads & hospital roads as IGMC/KNH/DDU and HP PWD & M.C Shimla High Court to Ridge & C.M. residence, etc. on priority basis. • HP PWD & M.C. Shimla has to ensure quality & control & the availability of equipments and manpower 4 Supply of drinking water • A team should be developed to ensure the regular supply of water during IPH/ M.C Shimla winter season 5 Supply of Power • To ensure the uninterrupted electricity supply HPSEB • All lines need to be checked and preventive maintenance should be carried out • Prone areas of weak lines and poles may be identified and repaired in advance • Power supply in Hospitals should be ensured through alternate arrangements as well • Supply Line to the control room need to be ensure as well 6 Providing basic amenities • To ensure the supply of basic amenities to the citizens like Solid Waste M.C. Shimla Management, Water Supply, Street Light, etc,

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• More attention to be given to the sloppy paths/roads 7 Telephone Services • Necessary arrangements in advance to regularize the telephone services BSNL 8 Services of Civil Defence & • Control Room to be function for 24 hours Home Guards Home Guards 9 Transportation • Control Rooms to be setup, HRTC • Maintenance of Vehicles and Equipments should be done in advance • Availability of technical staff to tackle traffic situations 10 Supply of essential • Sufficient stock of essential commodities i.e. food stuff, L.P.G, Kerosene, Department of Food & C ivil Supplies Commodities Petrol, Diesal, Candles, etc should be done in advance 11 Police Department • Smooth traffic maintenance S.P. Shimla 12 Forest Department • Removal of falling trees from the blocked roads/ footpaths Forest Department/ M.C. Shimla • All preventive measures should be taken in advance 13 Supply of Milk and Milk • To ensure the regular supply of milk Milkfed/ DFSC Products 14 Action Plan by all • Anticipated problems All Departments departments • Preparedness status • Available resources (Men, Material and Machines) the condition of the machinery, replacement and utility • Response Plan in the event of sudden and even snowfall/ land slide, etc.

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Annexure- 19 List of Volunteers

List of Volunteers Red Cross Society:

Sr. No. Name Designation contact 1. Sh. Rajender Kumar Assistant 94599-70901 2. Sh. Lokesh Rana Volunteer 94597-67757 3. Sh. Sanjeev Negi Volunteer 94184-41127 4. Sh. Megha Kataria Volunteer 98161-40305 5. Sh. Rashima Rahul Volunteer 98171-61530 6. Sh. Anil Azad Volunteer 98179-89719 7. Sh. Surender Singh Volunteer 91292-24654 8. Sh. Vikram Kainthla Volunteer 98577-58613 9. Sh. Sunder Secretary 0177-2621868 10. Sh.Deepak Gautam Volunteer 98164-38798

List of Volunteers of Civil Defence:

Sr.No. Name Designation Contact Detail 1. Sh. Mohinder Seth Chief Warden 98160-47800 2. Sh.Divis Sood Divisional Warden 98162-08881 3. Sh. Brij Mohan Divisional Warden 94184-06696 4. Sh. Rahul Chawla Post Warden 98570 -09900 5. Sh. Davinder Banyal Post Warden 98163 -59775 6. Sh. Amit Sohal Post Warden 98160 -42000 7. Sh. Wasim Volunteer 96258 -55808 8. Sh. Vijay Volunteer 98160-28000 9. Sh. Golli ji Volunteer 94180 -13302 10. Sh.Atul Sood Volunteer 98822-70444 11. Sh. Manoj Sector Warden 98165-44897 12. Sh. Raju Volunteer 98051-31581 13. Sh. Vijay Volunteer 98054-41663 14. Sh. Sanjeet Sood Post Warden 94184-65609 15. Sh. Naveen Puri Volunteer 98160-05704 16. Sh. Munish Sharma Volunteer 98160-23016 List of NCC Volunteers: Govt. Degree College Sanjauli

Sr.No. Name Designation Contact 1. Dr. Uttam Singh Associate NCC officer 94180-30906 2. Sh. Vijender Singh Volunteer 98054-36380 3. Mrs.Priti Volunteer 94598-21663 4. Mrs. Jyoti Thakur Volunteer 94183-07682 5. Sh. Suryakant Volunteer 94186-61551 6. Mrs. Damayanti Volunteer 94591-27705 7. Sh. Karan Kansra Volunteer 91292-24913 8. Mrs. Sarika Volunteer 94598 -60795 9. Sh. Ravi S.U.O 98055 -76605

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List of Volunteers SEHB, Society (Solid Waste Management), M.C. Shimla

Name of Sanitary Ins. Phone NO. Allotted Wards Sh. Rajnish Brar 94180-38021 1,16,17,18,19

Sh. Liaq Ram 94180-16782 1,2,3,4,5

Sh. Sohan Lal 94180-90195 6,7,8 & 9 Sh. Kishore Chand 94180-78242 20,21,22,23

Sh. Bharat Bhushan 94180-14593 12,13,14,15 Sh. Ram Singh 94180 -29908 10,11,24, 25 LIST OF SUPERVISORS Ward Name of Supervisors Ward Name No. 1 Sh. Ravinder(Asstt.) Bharari 94186 -69758 2 Sh. Guru Dev Ruldhu Bhatta 88949-36837 3 Sh. Naresh Kumar Kaithu 94590-92003 4 Sh. Bhart Kumar Annadale 98164-05988 5 Sh. Dinesh Summer Hill 91297-54308 6 Sh. Hitender Totu 98173-88592 7 Sh.Verinder Kumar Boileauganj 98164-54789 8 Sh. Narinder Tuti Kandi 98160-66280 9 Sh. Narinder Kumar Nabha 98177-99610 10 Sh. Dalvinder Kumar Phagli 98822-30800 11 Sh. Vijay Kumar Krishna Nagar 88945-85525 12 Sh. Satvir Ram Bazar 98171-51277 13 Sh. Prem Kumar Lower Bazar 94186-42842 14 Sh. Krishan Bhagat Jakhu 90692-18942

15 Sh. Deepak Kumar Benmore 94186-26100 16 Sh. Dil Bag Singh Engine Ghar 91290-65165

17 Sh. Satyaveer Singh Sanjauli Chowk 98822 -39100 18 Sh. Manoj Sagar Dhalli 94592-15406 19 Sh. Pratap (Asstt.) Chamyana 98167-24390 20 Sh. Raj Kumar Maliyana 86795-64012 21 Sh. Yogesh Mandla Kasumpati 98164-68339

22 Sh. Rajesh Kumar Chhotta Shimla 88942-46678

23 Sh. Sunil Kumar Patiyaog 98163-03808

24 Sh. Bhoop Singh Khailini 98573-57133

25 Sh. Kishori Lal Kanlog 93188-44555

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