Raichur District Disaster Management Plan 2020-21

RRaaiichuur DDiisttriict DDiisaassteerr Maanaaggemment Plaann 200220--221

Raichur District Disaster Management Authority

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Raichur District Disaster Management Plan 2020-21

CONTENTS

Sl No Topic Page No

1. Preface 3 2. Chapter-1: Preliminaries 05-22 3. Chapter-2: Raichur District Hazard, Risks and and 23-46 Challenges 4. Chapter 3: Coherence and Mutual Reinforcement for 47-58 DRR of Post- 2015 Global Frameworks – Sendai, SDG andCOP21 5. Chapter 4: Social Inclusion 59-78 6. Chapter 5: Mainstreaming Disaster Risk Reduction 79-84 7. Chapter6: Building Disaster Resilience – An Overview 85-87 8. Chapter7: Building Disaster Resilience – Responsibility 88-148 Framework, Part-B 9. Chapter 8: Preparedness and Response 149-165 10. Chapter 9: Recovery and Building Back Better 166-176 11. Chapter 10: Capacity Development – An Overview 177-181 12. Chapter 11: Financial Arrangements 182-185 13. Chapter 12: Strengthening Disaster Risk Governance 186-189 14. Chapter 13: Maintaining and Updating the Plan 190-191 15. Chapter 14: District Sources and Contact Numbers 192-206 16. District Maps 1-19

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Office of the Deputy Commissioner

Raichur District, Raichur

Shri. R.Venkatesh Kumar I.A.S Phone: 08532-229011 Fax: 229012 Deputy Commissioner and Chairman of E-mail: [email protected] Disaster Management Authority Raichur District

PREFACE

The District Disaster Management Plan is a key part of an emergency management. It will play a significant role to address the unexpected disasters that occur in the district effectively. The information available in DDMP is valuable in terms of its use during disaster. Based on the history of various disasters that occur in the district, the plan has been so designed as an action plan rather than a resource book. Utmost attention has been paid to make it handy, precise rather than bulky one. This plan has been prepared which is based on the guidelines provided by the National Institute of Disaster Management (NIDM). While preparing this plan, most of the issues, relevant to crisis management, have been carefully dealt with. During the time of disaster there will be a delay before outside help arrives. At first, self-help is essential and depends on a prepared community which is alert and informed. Efforts have been made to collect and develop this plan to make it more applicable and effective to handle any type of disaster.

The National Disaster Management Act was brought in year 2005 to promote a proactive approach focusing on all phases of Disaster Management and to give more coherence to the institution a structure required to take forward the paradigm shift in the approach to Disaster Management in the country. Accordingly, the State of Karnataka has formed the State Disaster Management Authority and District Disaster Management Authorities at all the districts for effective management of disasters in the District through the implementation of District Disaster Management Plans. Raichur district has Geographical area of 835843 Hectares which has covered most of the dry/ wet lands, and often faces drought, and occasionally cyclones and floods like 2005-06 and 2006-07, 2009-10 and 2014-15, 2016-17, 2017-18,2018-19 While not all natural calamities can be predicted and prevented, a state of preparedness and ability to respond quickly to a natural calamity can considerably mitigate loss of life and property and human suffering and restore normalcy at the earliest.Therefore Regional Commissioner Office and Deputy Commissioner Office played a major role in preparation and reformulation of District Disaster Management Plans (DDMP) in the year of 2020-21. As a whole this is a genuine effort of district administration to develop the plan and if you have any suggestions and comments are free to convey the same so that we can include them in the next edition. We are thankful to Concern Departments/institutions and persons who have provided us the vital information in time. Also some blank space has been provided wherever possible so that any further new information can be included as and when required.

Place: Raichur Date: (R.Venkatesh Kumar)

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CHAPTER-1: PRELIMINARIES Rationale The revised terminology of the United Nations Once for Disaster Risk Reduction (UNISDR1) defines ‘disaster’ as: "A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, economic and environmental losses and impacts." (UNISDR 2016) The efect of the disaster can be immediate and localized but is oGen wides pread, oGen persisting for long aGer the event. The effect may challenge or overwhelm the capacity of a community or society to cope using the resources immediately and therefore may require assistance from external sources, which could include neighbouring jurisdictions, or those at the national or international levels. UNISDR considers disaster to be a result of the combination of many factors such as the exposure to hazards, the conditions of vulnerability that are present, and insufficient capacity o r measures to reduce or cope with the potential negative consequences. Disaster impacts may include loss of life, injuries, disease and other negative effects on human physical, mental and social well -being, together with damage to property, destruction of assets, loss of services, social and economic disruption and environmental degradation.

The DM Act 2005 uses the following definition for disaster: "Disaster" means a catastrophe, mishap, calamity or grave occurrence in any area, arising from natural or manmade causes, or by accident or negligence which results in substantial loss of life or human suffering or damage to, and destruction of, property, or damage to, or degradation of, environment, and is of such a nature or magnitude as to be beyond the coping capacity of the community of the affected area." The DDMP provides a framework and direction to the government agencies for all phases of disaster management cycle. The DDMP is a “dynamic document” in the sense that it will be periodically improved keeping up with the global best practices and knowledge base in disaster management. It is in accordance with the provisions of the Disaster Management (DM) Act 2005, the guidance given in the National Policy on Disaster Management (NPDM) 2009, and the established national practices. Relevant agencies – central or state – will carry out disaster management activities in different phases in the disaster-affected areas depending on the type and scale of disaster. Within each state, the state government is primarily responsible for disaster. However, in situations where the resources of the state are inadequate to cope effectively with the situation, the State Government can seek assistance from the Central Government. In addition, there may be situations in which the Central Government will have direct responsibilities in certain aspects of disaster management. While the NDMP pertains to both these exigencies, in most cases the role of central agencies will be to support the respective state governments. Barring exceptional circumstances, the state governments will deploy the first responders and carry out other activities pertaining to disaster management.

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

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

The DDMP provides a framework with role clarity for rapid mobilization of resources and effective disaster management by the Central and State Governments and other concerned stakeholders in India. While it focuses primarily on the needs of the government agencies, it envisages all those involved in disaster management including communities and non- government agencies as potential users. The DDMP provides a well-defined framework for disaster management covering scope of work and roles of relevant agencies along with their responsibilities and accountability necessary to ensure effective mitigation, develop preparedness, and mobilize adequate response. The measures included in the DDMP, which is a dynamic document, are indicative and not exhaustive. Based on global practices and national experiences, the plan will incorporate changes during the periodic reviews and updates. According to the revised UNISDR terminology, Disaster Management (DM) is “the organization, planning and application of measures preparing for, responding to and recovering from disasters” and Disaster Risk Management (DRM) is “the application of disaster risk reduction policies and strategies to prevent new disaster risk, reduce existing

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disaster risk and manage residual risk, contributing to the strengthening of resilience and reduction of disaster losses” (UNISDR 2016a). The sense in which DM Act 2005 uses the term disaster management, covers nearly DM, DRR and DRM without maintaining a strict distinction between them.

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

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

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

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

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

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Paradigm Shift:

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

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

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

Across these five ‘pillars’, there are both overlapping and non-overlapping themes as well as some nuanced differences in emphasis. The DDMP has attempted a grand synthesis of all this within a considerably ambitious and futuristic plan while revising the earlier plan which, incidentally, was the first national plan globally explicitly aligned with the Sendai Framework. The period envisaged as ‘Long-Term’ in this plan is co-terminus with year 2030, the ending year of the major post-2015 global frameworks. Legal Mandate Page No-8

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Section 11 of the DM Act 2005 mandates that there shall be a District Disaster Management Plan (DDMP) for the Raichur district. The DDMP complies with the National Policy on Disaster Management (NPDM) of 2009 and conforms to the provisions of the DM Act making it mandatory for the various central ministries and departments to have adequate DM plans. While the DDMP will pertain to the disaster management for the whole of the district, the hazard-specific nodal ministries and departments notified by the State Government will prepare detailed DM plans specific to the disaster assigned. As per Section 31 of the DM Act.

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

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

1. All development sectors must imbibe the principles of disaster risk management 2. Risk coverage must include all, starting from poor households to SMEs to multi-national corporations to nation states 3. Women’s leadership and greater involvement should be central to disaster risk management 4. Invest in risk mapping globally to improve global understanding of Nature and disaster risks 5. Leverage technology to enhance the efficiency of disaster risk management efforts 6. Develop a network of universities to work on disaster-related issues 7. Utilise the opportunities provided by social media and mobile technologies for disaster risk reduction 8. Build on local capacity and initiative to enhance disaster risk reduction 9. Make use of every opportunity to learn from disasters and, to achieve that, there must be studies on the lessons aGer every disaster 10. Bring about greater cohesion in international response to disasters Given below is a description of the Ten Point of Agenda for DRR:

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

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

Third, it is necessary to encourage greater involvement and leadership of women in disaster risk management. Women are disproportionately affected by disasters. They also have unique strengths and insights. India must train a large number of women volunteers to support special needs of women affected by disasters. There is also need for women engineers, masons and building artisans to participate in post-disaster reconstruction and promote women self-help groups which can assist in livelihood recovery. Fourth, it is necessary to invest in mapping risks globally. For mapping risks related to hazards such as earthquakes, there are widely accepted standards and parameters. Based on these, India has mapped seismic zones, with five as highest seismic risk and two as low risk. For disaster risk related to other hazards such as chemical hazards, forest fires, cyclones, different types of floods, India needs to adopt globally accepted standards and categories. This will help India to ensure that there is a shared understanding of the nature and severity of disaster risks and compare with that in other parts of the world.

Fifth, efforts must be made to leverage technology to enhance the efficiency of our disaster risk management efforts. An e-plaVorm that brings together organizations and

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individuals and helps them map and exchange expertise, technology and resources would go a long way in maximizing the collective impact.

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

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

Eighth, disaster management must build on local capabilities and initiatives. The task of disaster risk management, particularly in rapidly growing economies, is so huge that formal institutions of the state can at best be instrumental in creating the enabling conditions. Specific actions have to be designed and implemented locally. Over the last two decades, most community-based efforts have been confined to disaster preparedness and contingency planning for the short term. It is necessary to expand the scope of community- based efforts and support communities to identify local risk reduction measures and implement them. Such efforts reduce risk and create opportunities for local development and sustainable livelihoods. Localization of disaster risk reduction will also ensure that good use is made of the traditional best practices and indigenous knowledge. Response agencies need to interact with their communities and make them familiar with the essential drill of disaster response. For example, if a local fire service visits one school in its area every week, it would sensitize thousands of children over a period of one year.

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

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The Tenth and last, it is necessary to bring about greater cohesion in international response to disasters. In the aGermath of a disaster, disaster responders pour in from all over the world. This collective strength and solidarity could be enhanced further if the activities are organised under a common umbrella. The United Nations could think of a common logo and branding under which all those who are helping with relief, rehabilitation and reconstruction operate. Social Inclusion Hazards do not discriminate based on human social conditions, but human responses to disasters oGen do. Existing socio-economic conditions mean that disasters can lead to different outcomes for demographically similar communities, where the most vulnerable groups also suffer disproportionately on multiple counts compared to others. The preamble of NPDM 2009 notes that the economically weaker and socially marginalized sections, women, Scheduled Castes, Scheduled Tribes and minorities tend to suffer more during disasters. The DM Act 2005 specifically forbids all forms of discrimination – be it based on sex, caste, community, descent or religion – in any aspect of DM. Social inclusion is about equality of rights and opportunities, dignity of the individual, acknowledging diversity, and contributing to resilience for everyone, not leaving aside members of a community based on age, gender, disability or other.

Mainstreaming DRR A disaster can set back significantly the development of an affected region and even beyond, depending on its scale, reversing decades or more of accumulated gains. Development without recognising disaster probabilities and incorporating adequate risk reduction could, in effect, worsen existing risks and carries with it the likelihood of introducing new risks, aggravating the negative impact of potential disasters. Mainstreaming of DRR is the extensive and sound integration of DRR into all developmental initiatives to enhance disaster resilience, reduce losses and hasten the progress towards development goals. Mainstreaming DRR is an approach in which both development and DRR incorporated concurrently in a seamless manner into all the aspects of development – policies, planning and implementation. Since climate change impact act as risk multipliers worsening uncertainties associated with almost every hydro-meteorological hazard, sound approaches to DRR mainstreaming naturally integrates the how climate change impacts alter the risk scenarios. The unfortunate fact that DRR mainstreaming has remained somewhat improperly understood or vaguely interpreted theme by both decision-makers and practitioners is weakness that needs to be corrected. Undoubtedly, going forward, DRR mainstreaming will assume a more central role in both development and DM. Hence, it is one of the main pillars of the NDMP. In many ways, the actions under SDGs and the responses to climate change are integral to development initiatives and building disaster resilience is common theme in all these. DRR mainstreaming focuses attention on building disaster resilience, not as a sub-component of a disaster-specific plan, but an approach that must tightly be integrated into all developmental plans.

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The vision incorporates the goals reflected in national policies, laws and the PM’s Ten- Point Agenda for DRR as well as international best practices, frameworks and discourses: Make India disaster resilient across all sectors, achieve substantial and inclusive disaster risk reduction by building local capacities starting with the poor and decreasing significantly the loss of lives, livelihoods, and assets in different forms including economic, physical, social, cultural, and environmental while enhancing the ability to cope with disasters at all levels. Scope As per the DM Act 2005, the NDMP shall include:

a. Measures to be taken for prevention of disasters or the mitigation of their effects b. Measures to be taken for the integration of mitigation measures in the development plans c. Measures to be taken for preparedness and capacity building to effectively respond to any threatening disaster situations or disaster d. Roles and responsibilities of different Ministries or Departments of the Government of India in respect of measures of the three aspects mentioned above

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

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

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

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ministry, department, state, and district must formulate respective DM plans specifying how each entity can contribute to effectively manage disasters. Objectives Along with the mandate given in the DM Act the national plan has incorporated the national commitments in the domain of DRR associated with the three major post- 2015 global frameworks and the PM's Ten Point Agenda. Accordingly, the broad objectives of the DDMP are:

1. Improve the understanding of disaster risk, hazards, and vulnerabilities 2. Strengthen disaster risk governance at all levels from local to centre 3. Invest in disaster risk reduction for resilience through structural, non-structural and financial measures, as well as comprehensive capacity development 4. Enhance disaster preparedness for effective response 5. Promote "Build Back Better" in recovery, rehabilitation and reconstruction 6. Prevent disasters and achieve substantial reduction of disaster risk and losses in lives, livelihoods, health, and assets (economic, physical, social, cultural and environmental) 7. Increase resilience, prevent the emergence of new disaster risks, reduce the existing risks and manage the residual risks 8. Promote the implementation of integrated and inclusive economic, structural, legal, social, health, cultural, educational, environmental, technological, political and institutional measures to prevent and reduce hazard exposure and vulnerabilities to disaster 9. Empower both local authorities and communities as partners to reduce and manage disaster risks 10. Strengthen scientific and technical capabilities in all aspects of disaster management 11. Capacity development at all levels to effectively respond to multiple hazards and for community-based disaster management 12. Provide clarity on roles and responsibilities of various Ministries and Departments involved in different aspects of disaster management 13. Promote the culture of disaster risk prevention and mitigation at all levels 14. Facilitate the mainstreaming of disaster management concerns into the developmental planning and processes 15. Ensuring DRR is socially inclusive, gender sensitive and empowering 16. Build and strengthen the resilience of poor communities to prevent disasters aggravating poverty and to protect livelihoods 17. Enhanced mainstreaming of disaster risk reduction and climate adaptation strategies within the agriculture sector including sustainable farming 18. Special focus on disaster risk reduction measures for agriculture and livestock 19. Promoting resilient health systems to develop the capacities and resilience of communities to cope and recover from disaster impacts 20. Enhance the resilience of health systems by integrating DRR into all levels of health care Page No-14

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

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

Time frames envisaged in the NDMP Short-Term (T1) T1 (2022) Medium-Term (T2) T1/T2 T2 (2027) Long-Term (T3) T1/T2/T3 T2/T3 T3 (2030) Time Frames—Short, Medium and Long Term

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

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not imply a lower priority but are actions that require time long period for completion provided they are started as early as possible.

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

Natural Hazards

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

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

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Categories of Natural Hazards: Family Main Event Short Description/ Secondary Disaster • Landslide following earthquake; 1 Geophysical Earthquake/ Mass • Urban fires triggered by earthquakes; movement of earth • Liquefaction - the transformation of (partially) materials water-saturated soil from a solid state to a liquid state caused by an earthquake Family Main Event Short Description/ Secondary Disaster • Mass movement of earth materials, usually down slopes • Surface displacement of earthen materials due to ground shaking triggered by earthquakes • Surface displacement of earthen materials due to ground shaking triggered by volcanic eruptions • A type of geological event near an opening/vent in the Earth’s surface Volcano including volcanic eruptions of lava, ash, hot vapour, gas, and pyroclastic material. • Ash fall; Lahar - Hot or cold mixture of earthen material flowing on the slope of a volcano either during or between volcanic eruptions; • Lava Flow • Pyroclastic Flow - Extremely hot gases, ash, and other materials of more than 1,000 degrees Celsius that rapidly flow down the flank of a volcano (more than 700 km/h) during an eruption Tsunamis are difficult to categorize they are essentially an oceanic process that is manifested as a coastal water-related hazard. Tsunami A series of waves (with long wavelengths when traveling across the deep ocean) that are generated by a displacement of massive amounts of water through underwater earthquakes, volcanic eruptions or landslides. Tsunami waves travel at very high speed across the ocean but as they begin to reach shallow water they slow down, and the wave grows steeper.

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• Avalanche, a large mass of loosened earth material, snow, or ice that slides, flows or falls rapidly down a mountainside under the force of gravity • Coastal Erosion - The temporary or permanent loss of sediments or landmass • Flood in coastal margins due to the action of 2 Hydrological • Landslides waves, winds, tides, or anthropogenic • Wave Action activities • Coastal flood - Higher-than-normal water levels along the coast caused by tidal changes or thunderstorms that result in flooding, which can last from days to weeks • Debris Flow, Mud Flow, Rock Fall - Types of landslides that occur when heavy rain or rapid snow/ice melt send large amounts of vegetation, mud, or rock downslope by gravitational forces • Flash Flood Hydrological - Heavy or excessive rainfall in a short period of time that produce immediate runoff, creating flooding conditions within minutes or a few hours during or aGer the rainfall Family Main Event Short Description/ Secondary Disaster • Flood Hydrological - A general term for the overflow of water from a stream channel onto normally dry land in the floodplain (riverine flooding), higher-than normal levels along the coast and in lakes or reservoirs (coastal flooding) as well as ponding of water at or near the point where the rain fell (flash floods) • Wave Action: Wind-generated surface waves that can occur on the surface of any open body of water such as oceans, rivers and lakes, etc. The size of the wave depends on the strength of the wind and the travelled distance (fetch).

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

Unusual, extreme weather conditions related to long- • Drought 4 Climatological lived, meso- to • Extreme hot/cold conditions macro- scale • Forest/Wildfire Fires atmospheric • Glacial Lake Outburst Flood (GLOF) processes ranging • Subsidence from intra-seasonal to multi-decadal (long-term) climate variability • Epidemics: viral, bacterial, parasitic, 5 Biological Exposure to germs fungal, or prion infections and toxic • Insect infestations substances • Animal stampedes

Human-Induced Disasters The NPDM 2009 notes that rise in population, rapid urbanization and industrialization, development within high-risk zones, environmental degradation, and climate change aggravates the vulnerabilities to various kinds of disasters. Due to inadequate disaster preparedness, communities, and animals are at increased risk from many kinds of human- induced hazards arising from accidents (industrial, road, air, rail, on river or sea, building collapse, fires, mine flooding, urban flooding, oil spills, etc.). Hazards due to CBRN threats and events rank very high among the causes that are human induced acts. Terrorist activities and secondary incidences arising from intentional or non -intentional activities also add to these risks and calls for adequate preparedness and planning. National Disaster Management Authority (NDMA) : National Disaster Management Authority has been constituted with the Prime Minister of India as its Chairman, a Vice Chairman with the status of Cabinet Minister, and eight members with the status of Ministers of State. Each of the members has a well defined functional domain covering various states as also disaster specific areas of focus and concern to carry out the mandated functions, NDMA has evolved a lean and professional organization which is IT-enabled and knowledge based. Skills and expertise of the

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specialists are extensively used to address all the disaster related issues. . A functional and operational infrastructure has been built which is appropriate for disaster management involving uncertainties coupled with desired plans of action

The concept of the organization is based on a disaster divisions-cum-secretariat system. Each member of the Authority heads disaster-specific divisions for specific disaster and functional domains. Each member has also been given the responsibility of specified states and UTs for close interaction and coordination. The NDMA Secretariat, headed by a Secretary is responsible to provide secretarial support and continuity. It is proposed to have two Disaster Management Wings under the Secretariat. They are:- . DM I wing dealing with mitigation, preparedness, plans, reconstruction, community awareness and dealing with financial/administrative aspects. . DM II wing is proposed to be composed of the National Disaster Management Operations Centre with the state-of-the-art multi-redundant communication systems, to carry out the tasks of capacity development, training and knowledge management.

Karnataka State Disaster Management Authority (SDMA):

THE DISASTER MANAGEMENT ACT, 2005 (NO53 / 2005) DATED 23rd Dec 2005 received the ascent of the President, Government of India. • Based on the provisions contained in the Disaster Management Act 2005, the Karnataka State has adopted the DM Act 2005 and as per the section 14(1) the state has established State Disaster Management Authority. The Chief Minister of Karnataka is the Ex-officio Chairperson of the Karnataka State Disaster Management Authority and 8 Cabinet Ministers are members to the Authority.

• As per the DM Act 2005, the State Government has constituted the District Disaster Authority in each of the district with Deputy Commissioner’s of the district as the chair Page No-20

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person of the authority and concern department as its members (including ZP).

• The State Executive Committee (SEC) is chaired by the Chief Secretary, Government of Karnataka and Principal Secretaries of Agriculture, Home, Rural Development and Panchayat Raj and Director General of Fire & Emergency Services (permanent invitee) are members of the SEC. SEC meets every quarter or whenever there is emergency situation to take stock of the situation and give necessary instructions to all stakeholders to address the situation. The Chief Secretary and SEC Chairperson is the Commander (Incident Command System) at the State level. • Government has constituted the State Crisis Management Committee under the Chairmanship of Chief Secretary of Government of Karnataka and other stake holders as its members, vide G.O number RD 61 ETC 2007(P-1) dated 27-04-2010. • The Administrative structure in the Government for Disaster Management is under the Revenue Department and is being headed by the Secretary to Government, Revenue Department (Disaster Management), the Deputy Secretary, Under Secretary and DM section with supporting staff. • The KSDMA co-ordinates with all departments of the state to effectively implement the DM Act 2005. It has got responsibility to address Disaster Management issues and Disaster Risk Reduction programs. • KSDMA has prepared Disaster Management Guidelines, Policies, Standard Operating Procedures for 11 key departments, State Disaster Management Plan and District Disaster Management Plan.

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

THE DISTRICT DISASTER MANAGEMENT AUTHORITY, RAICHUR.

1. Deputy Commissioner, Raichur. Chairman 2. President Zilla Panchayath, Raichur Co-Chairman 3. Chief Executive Officer, Zp, Raichur Member 4. Superintendent Of Police, Raichur Member 5. District Health Officer, Raichur Member 6. Executive Engineer, ZP, Raichur Member 7. Joint Director, Agriculture Dept Raichur Member 8. Addl. Deputy Commissioner, Raichur Chief Executive Officer

DDM Plan Implementation The DM Act 2005 enjoins central and state governments to make provisions for the implementation of the disaster management plans. In this respect, the sections of the DM Act 2005 applicable for national, state, and district DM plans are 11, 23, and 31. The Page No-21

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Chapters V and VI of the DM Act spell out the responsibilities of the central, state, and local governments with respect to disaster management. The DM Act states that every Ministry or Department of the Government of India shall make provisions, in its annual budget, for funds for the purposes of carrying out the activities and programmes set out in its disaster management plan.

The DDMP sets outs the priorities, time frames and defines the Thematic Areas for DRR along with Sub-Thematic Areas that must be implemented in a highly distributed, decentralised and coordinated manner by the central and state governments. It is not one omnibus plan that must be implemented by one agency with using one overarching budget; instead it is one that must be financed from the union and state budgets through various ministries and government agencies. The centrally allocated finances are limited to National Disaster Response Fund and State Disaster Response Fund meant for immediate relief and emergency response a disaster.

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

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

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

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CHAPTER-2: HAZARD RISKS AND CHALLENGES

Raichur district is bounded by the Krishna River on the north and the Tungabhadra River on the south. The wedge of land between the rivers is known as the Raichur Doab, after the city of Raichur. Bijapur and Gulbarga districts lie to the north across the Krishna River. Bagalkot and Koppal districts lie to the west. Across the Tungabhadra lies Bellary District of Karnataka to the southwest and Mahabubnagar of Telangana to the southeast. Kurnool District of Andhra Pradesh state lies to the east, and includes the lower portion of the Raichur -584 102.Geographical 15 ̊09' to 16 ̊34‘ North latitude location 75 ̊46 ‗ to 77 ̊35 ' East longitude Temperature 45 ̊ C (Max.) 18 ̊ C (Min.) Average Rainfall 681 mm Rivers Tungabhadra, Krishna Area 8,441sq km District Raichur headquarter Population 1,924,773 (As per 2011 census) Population 228 per sq km density Sex ratio 992 per 1000 male Literacy rate 60.46% Airport Hyderabad International Airport Major Industrial 4 Industrial Estates & 4 Industrial Areas Infrastructure.

S.No Particular Year Unit Statistics 1 Geographical features (A) Geographical Data 16.2; 77.37 Coord i) Latitude 16°12′N 16.2°N ii) Longitude 77.22°E /77.37°E iii) Geographical Area Ha 8,35,843 (B) Administrative Units i) Sub divisions 02 ii) Tehsils 07 iii) Panchayat Simitis 37 iv)Nagar nigam 00 v) Nagar Palika 08 vi) Gram Panchayat 164 vii) Revenue villages 883 viii) Assembly Area 08 2. Population 2011 Prov 19,28,812 (A) (Sex-wise ) i) Male 2011 Nos 9,64,511 ii) Female 2011 Nos 9,64,301 (B) Rural Population 2011 Nos 1,438,464 Urban Population 4,90,348 3. Agriculture

A. Land utilization i) Total Area 2010-11 Hectare 8,38,600 ii) Forest cover 2010-11 “ 18,167

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iii) Non Agriculture Land 2010-11 “ 20,563 v) Cultivable Barren 2010-11 “ 20,084 4. Forest (i) Forest 2010-11 Ha. 18,167 5. Livestock & Poultry A. Cattle i) Cows 2007 Nos. 4,04,930 ii) Buffaloes 2007 Nos. 2,15,276 B. Other livestock i) Sheep 2007 Nos 5,50,865 ii) Goats 3,79,270 ii) Pigs 2007 Nos. 16,309 iii) Dogs & Bitches 2007 Nos. 53,946

iv) Railways i) Length of rail line 2010-11 Kms 51 V) Roads Total Kms (a) National Highway 2010-11 Kms -0- (b) State Highway 2010-11 Kms 1,006.32 (c) Main District Highway 2010-11 Kms 1,485.14 (d) Other dist & Rural Roads 2010-11 Kms NA (e) Rural road/ Ag Mark. 2010-11 Kms 1964.62 Board Roads (f) Kachcha Road 2010-11 Kms 804 (VI) Communication (a) Telephone connection 2010-11 Nos 36425 (b) Post offices 2010-11 Nos. 290 (c) Telephone center 2010-11 Nos. 72 (d )Density of Telephone 2010-11 Nos./1000 45/1000 person (e) Density of Telephone 2010-11 No. per km 4/KM (f) PCO Rural 2010-11 No. NA (g) PCO STD 2010-11 No. NA (h) Mobile 2010-11 No. - (VII) Public Health (a) Allopathic Hospital 2010-11 No. 05 (b) Beds in Allopathic No. hospitals 850 (c) Ayurvedic Hospital No. 3 (d) Beds in Ayurvedic No. hospitals 31

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(e) Unani hospitals No. (f) Community health No. 6 centers (g) Primary health No. 52 centers (h) Dispensaries No. 29 (i) Sub Health No. Centers (FW) No. - (j) Private hospitals 181 (VIII) Banking commercial (a) Commercial Bank Nos. 92 (b) Rural Bank Products Nos. 53 (c) Co-OpBank products Nos. 05 (d) PLDB Branches Nos. 05 (IX) Education (a) Primary school Nos. 1806 (b) Middle schools Nos. 307 (c) Secondary & senior Nos. 100 secondary schools (d) Colleges Nos. 12 (e) Technical University Nos. 07 6. IRRIGATION BY DIFFERENT SOURCES (Area in Sq.Km) Dug wells Sq.Km 222.39 Bore wells Sq.Km 143.11 Tanks/Ponds Sq.Km 10.14 Canals Sq.Km 1231.27 Other sources Sq.Km 28.20 Net Irrigated area Sq.Km 1642.11 7. NUMBER OF GROUND WATER MONITORING WELLS OF CGWB (As on 31.03.2007) No of Dug wells 37 No of Piezometers 11 8. PREDOMINANT GEOLOGICAL Peninsula FORMATIONS r Gneissic complex 9. HYDROGEOLOGY Major water bearing formation Weathered/ fractured granitic gneiss Pre-monsoon Depth 0.65-10.70 (mbgl) to water level range During-2006

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Post-monsoon Depth 0.05-11.00 (mbgl) to water level range During-2006 Long term water Rise-0.53 (43%) level trend in Fall-0.71 (57%) 10years (1997- 2006) In m/year 10. GROUND WATER EXPLORATION BY CGWB (As on 31.3.2007) No of wells drilled (EW, 44-EW; 34-OW OW) Depth range (m) 09.3 - 100 m.bgl Discharge (litres per second) 0.1-9.0 -2 -5 Storativity (S) 1.77x10 to 9.1x10 Transmissivity (m2 /day) 1.60-500

HAZARD ANALYSIS

While damages from various natural, technological and man-made hazards will occur, a proactive community mitigation strategy can reduce personal risk and property losses. The district Hazards Analysis allows jurisdictional decision-makers to prioritize projects and resources to provide citizens better protection from a number of hazards. A local risk assessment and vulnerability analysis are the initial steps in militating against loss of life and property in our community. An informed public is a community's greatest asset toward ensuring a safer community. The Hazard may be termed as any event/object/ rivers/industries/earthquaque /fire/building/excess or deficit of rainfall which can cause a potential damage to a population/Animals/property/environment etc., an analysis involving occurrence magnitude, volume of hazards and the impact caused by such hazards gives a proper direction to prepare a plan to deal with such eventualities. Hazard analysis of Raichur district comprises of seasonality of different hazards, history, and area affected etc. with a special emphasis on hazard due to breach of dams.

1) FLOOD: Almost all the districts in Karnataka are facing the brunt of moderate to severe floods. Floods are associated with cloud bursts, cylones or depressions in the Bay of Bengal and Arabian Sea. The floods are quite common in the districts of Belgaum, Bijapur, Bagalkote, Raichur, Gulbarga, Shimaoga, Chikkamagalur, Udupi, Coorg, Bellary, Dakshina Kannada, Dharwad, Davanagere, Gadag, Hassan, Uttara Kannada, Raichur, Bidar, Bangalore (R), Bangalore (U), Kolar, Mandya, Mysore, and Chamarajanagara. Raichur district also flood affected from some areas in Thunga Bhadra River and Krishna River. Thunga Bhadra River which forms the southern boundary of the district flows for a distance of about 130 miles along the district touching Koppal, Gangavathi, Sindhanur, Manvi and Raichur regions and leaves the district to the south-east of Talamari village in Raichur taluk. As stated above, a number of streams and nalas flow into the river along its Page No-26

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course in the district, the more important among them being the Maski nala (70 miles), Hirehalla (50 miles), Alawandi nala (20 miles), sindhanur nala (50 miles), Siddapur stream (32 miles), Marli stream (26 miles), Inchnal nala (50 miles), Kanakgiri nala (32 miles), Nandihal nala (26 miles) and Kapgol nala (24 miles).

Krishna River enters Raichur district to the north of Uppinhal village in Lingsugur taluk and flows for a distance of about 104 miles in the district. There is a steep drop in the level of the river in its course through this district, as much as 300 feet, in a distance of about three miles. The river Bhima joins this river to the north of Kadlur in Raichur taluk. About 15 major and 21 minor streams and nalas also flow into the river along its course, important among them being the Hutti nala (30 miles), Chiksugur nala (22 miles), Ramdurg nala (20 miles), Mandargi nala (19 miles), Kodihal nala (17 miles), Ramanhal nala (16 miles), Hirebudur nala (15 miles) and Timmapur and Budadipad nalas (14 miles each). The river leaves the district north of Budadipad village in Raichur taluk and enters Andhra Pradesh. Flood and Drought Affected Area Hazard Maps in Taluka level

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2) DROUGHT:

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

In 2019-20 Government of Karnataka has declared 3 taluks as affected by the drought in Kharif and Rabi.

Drought may occur due to:

 Deficit of rainfall  Depletion of ground water  Inadequate supply of water through surface water bodies like rivers, streams, canals, tanks etc.  Insufficient moisture in the sub surface layer of the soil and  Increase of demand for water as compa red to availability

3) Heat Wave

Heat wave is a period of abnormally high temperatures that leads to physiological stress, which sometimes can claim human life. The World Meteorological Organization defines a heat wave as five or more consecutive days during which the daily maximum temperature exceeds the average maximum temperature by five degrees Celsius. Different countries define heat wave differently in context of their local conditions. Heat Waves typically occur between March and June, and in some rare cases even extend until July. Heat waves are more frequent over the Indo-Gangetic plains of India. On an average, 5-6 heat wave events occur every year over the northern parts of the country. In the northern plains of the country, dust in suspension occurs in many years for several days, bringing minimum temperature much higher than normal15 and keeping the maximum temperature around or slightly above normal.

Heat wave and Hot Day are area specific phenomena and may be ascribed for a Met Sub- division or a part thereof, when at least two stations satisfy the criteria. According to revised terminology of the IMD applicable from January 2016, in India, it will be considered as heat wave if the maximum temperature of a met-sub-station reaches at least 40°C or more in the plains, 37°C or more in coastal areas and at least 30°C or more for hilly regions. IMD defines heat wave17 when departure from Normal is 4.5°C to 6.4°C and Severe Heat Wave when departure from normal is >6.4°C. Similarly, for the plains heat wave is when actual maximum temperature ≥ 45°C and Severe Heat Wave when actual maximum temperature ≥47°C. To declare a heat wave, the condition should be recorded in at least at

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two stations in a Meteorological sub-division for at least two consecutive days. A heat wave will be declared on the second day. The heat wave conditions are expected to prevail over the summer days. Temperatures for most times of the days will be between 40°C.and 45°C. Everywhere we are noticing these extremely dry conditions. Normally during summer, these conditions are not uncommon, but generally over the years we have been seeing them more frequently. While there is no global definition, the District Disaster Management Authority (DDMA) describes heat wave as a period of abnormally high temperatures, more than the normal maximum temperature that occurs during the pre-monsoon summer season. According to the World Health Organisation, the heat wave is on if the daily maximum temperature of more than five consecutive days exceeds the average maximum temperature by 5°C. The extreme temperatures and resultant atmospheric conditions adversely affect health and cause dehydration, heat exhaustion, physiological stress and sometimes even death. 4) Thunderstorm, Lightning, Dust Storm, and Strong Wind

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

In 2018-19 and 2019-20 15 peoples were died from lightning strikes and torrential rains in Raichur District district. 5) COVID-19 Pandemic COVID-19 is an acute respiratory illness caused by a novel human coronavirus (SARS- CoV- 2, called COVID-19 virus), which causes higher mortality in people aged ≥60 years and in people with underlying medical conditions such as cardiovascular disease, chronic respiratory disease, diabetes and cancer. Long-term care facilities (LTCFs), such as nursing homes and rehabilitative centers, are facilities that care for people who suffer from physical or mental disability, some of who are of advanced age. The people living in LTCF are vulnerable populations who are at a higher risk for adverse outcome and for infection due to living in close proximity to others. Thus, LTCFs must take special precautions to protect their residents, employees, and visitors. Note that infection prevention and control (IPC) activities may affect the mental health and well-being of residents and staff, especially the use of PPE and restriction of visitors and group activities Page No-30

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Physical distancing in the facility Physical distancing in the facility should be instituted to reduce the spread of COVID-19: • Restrict the number of visitors (see below) • For group activities ensure physical distancing, if not feasible cancel group activities. • Stagger meals to ensure physical distance maintained between residents or if not feasible, close dining halls and serve residents individual meals in their rooms. • Enforce a minimum of 1 meter distance between residents. • Require residents and employees to avoid touching (e.g., shaking hands, hugging, or kissing). Visitors In areas where COVID-19 transmission has been documented, access to visitors in the LTCFs should be restricted and avoided as much as possible. Alternatives to in-person visiting should be explored, including the use of telephones or video, or the use of plastic or glass barriers between residents and visitors. All visitors should be screened for signs and symptoms of acute respiratory infection or significant risk for COVID-19 (see screening, above), and no one with signs or symptoms should be allowed to enter the premises. A limited number of visitors who pass screening should be allowed entry to long-term care only on compassionate grounds, specifically if the resident of the facility is gravely ill and the visitor is their next-of-kin or other person required for emotional care. Visitors should be limited to one at a time to preserve physical distancing. Visitors should be instructed in respiratory and hand hygiene and to keep at least 1 meter distance from residents. They should visit the resident directly upon arrival and leave immediately after the visit. Direct contact by visitors with residents with confirmed or suspected COVID-19 should be prohibited. Note that in some settings, complete closure to visitors is under the jurisdiction of local health authorities. Response The response to COVID-19 in LTCFs settings is based on early recognition, isolation, care, and source control (prevention of onward spread for an infected person). Early recognition Early identification, isolation and care of COVID-19 cases is essential to limit the spread of the disease in the LTCFs.

Prospective surveillance for COVID-19 among residents and staff should be established: • Assess health status of any new residents at admission to determine if the resident has signs of a respiratory illness including fever2 and cough or shortness of breath. • Assess each resident twice daily for the development of a fever (≥38C), cough or shortness of breath. • Immediately report residents with fever or respiratory symptoms to the IPC focal point and to clinical staff. Prospective surveillance for employees should be established: • Ask employees to report and stay at home if they have fever or any respiratory illness. • Follow up on employees with unexplained absences to determine their health status. • Undertake temperature check for all employees at facility entrance. • Immediately remove from service any employee who is visibly ill at work and refer them to their health care provider. • Monitor employees and their contact with residents, especially those with COVID-19; use the WHO risk assessment tool to identify employees who have been at high risk of exposure to COVID-19. 6) INDUSTRIAL: KIADB Industrial Area: There are Five Industrial Areas in the District. 1. Raichur Industrial Area: An extent of 153 acres of land has been developed. Page No-31

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2. Industrial Growth Centre at Shakthinagar, Raichur: Total Land available is 2000 Acres out of which an extent of 450 Acres has been developed. 3. Industrial Area, Devasugur, and Raichur: Total land available is 214.86 Acres out of which an extent of 82.62 Acres has been developed. 4. Industrial Area, Devdurga, Raichur (Under progress) : An extent of 59 acres and 29 guntas of land was acquired for formation of Industrial Area. 5. Industrial Area, Manvi, Raichur (Under Progress) : In Manvi, an extent of 59 acres and 29 guntas of land was acquired for formation of Industrial Area. Large and Medium Scale Industries: The following are the statistics of the L & M Industries. Major Industries like KPCL and Hutti gold Mines are set up by the Government of Karnataka and the other Medium Industries are set up by the outsiders to the state though got settled down in the district long back

Name & Address of the Unit Product Employment M/s Hutti Gold Mine Company, Hutti, Lingsugur Taluk, Gold Mine 4018 M/s Karnataka Power Corporation Ltd., Shakthinagar, Power Generation 2412 Raichur (Dt) Raichur Solvent, Raichur Solvent Extraction 68 General Oil Seeds Grower Co-operative Society Ltd., Raichur Oil Seeds 74 Farooq Anwar Company Raichur Oil Refining 99 Mysore Petro Chemical Ltd., Post Box No. 34, Raichur PetroChemical 156 products Vishal Cotspin Ltd., Devasugur Industrial Area, Raichur Cotton Spinning 228

OCCURRENCE OF DISASTERS IN THE PAST IN RAICHUR DISTRICT Disasters 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Earthquake ------Floods Yes - - - - Yes - - Yes - Yes Cyclones Yes ------Yes - Droughts - Yes Yes Yes Yes - Yes Yes - Yes Yes Industrial ------accidents

Fire Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Road/rail Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes accidents

Boat capsize ------

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Seasonality of hazards in Raichur district: Type of Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec hazard Flood √ √ √ √ √ Drought √ √ √ √ √ √ Cyclone √ √ √ √ √ √ √ √ Fire √ √ √ √ √ √ √ √ √ √ √ √ Accident √ √ √ √ √ √ √ √ √ √ √ √ Earthquake √ √ √ √ √ √ √ √ √ √ √ √ Industrial √ √ √ √ √ √ √ √ √ √ √ √ accidents

Likelihood of Estimated Impact Estimated Impact Occurrence* on Public Health & on Property Safety

Hazard Type: (See below) Limited--- Limited--- Moderate---Major Moderate---Major Natural Drought Likely Limited Moderate

Earthquake Unlikely Limited Limited

Flash Flooding/Heavy Rains Likely Moderate Moderate

Flooding (river or tidal) likely Limited Limited

Wildfire Unlikely Moderate Moderate

Winter Storm Unlikely Moderate Moderate Technological Dam Failure Unlikely Limited Limited

Energy/Fuel Shortage Occasional Limited Limited

Hazmat/Oil Spill (transport) Likely Major Moderate

Major Structural Fire Likely Moderate Major

Water System Failure Unlikely Moderate Moderate

* Likelihood of Occurrence: Unlikely, Occasional, Likely, or Highly Likely RISK: The probability of harmful consequences, or expected loss (of lives, people injured, property, livelihoods, economic activity disrupted or environmental damaged) result- ing from interactions between natural or human induced hazards, and vulnerable / capable conditions. Conventionally risk is expressed by the equation Risk = Hazards x Vulnerability / capacity, beyond expressing a probability o f physical harm, it is crucial to appreciate t h a t risks are always created or exist within social systems. It is important to consider the social contexts in which risks occur and that people therefore do not necessarily share the same perceptions of risk and their underlying causes. Page No-33

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Risk Analysis : A process to determine the nature and extent of risk by analyzing potential hazards and evaluating existing conditions of vulnerability / capacity that could pose a potential threat or harm to people, property, livelihoods and the environment on which they depend.The process of conducting a risk assessment is based on a review of both technical features of hazards such as their location, intensity and probability, and also the analysis of the physical, social and economic dimensions of vulnerability, while taking particular account of the coping capabilities pertinent to the risk scenarios. 2019-20 Flood in Deodurga and Raichur Taluka :

Crop losses in Anjala Village Deodurga Taluaka DC are visited Athkur village

Flood situation in Googal Village Water entered in Forms, Jaladagi village

DC‘s visited Huvinadagi bridge Resue operation in Shilahalli village

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

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

During rainy season, rivers and its tributaries in the district may pose threat of floods. Things get worse as the flood devastates the crops in the affected area and is also a source of epidemics. The district had never experienced any earthquake expect minor tremors from time to time. Since the district falls under seismic zone II and III, i.e., less risk to moderate risk zones, the possibility & can never be ruled out as it can happen any time. Drought may occur due to want of rain at proper time. or sometimes heavy rainfall may damage the crops.Cyclonic effect in the eastern coast and Bay of Bengal may cause excessive rainfall which would result in crop damage and other loss.Fire accidents and incidents such as strikes, burning of vehicles are frequently happening in the district particularly fire accident occurs during the summer season.

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Narayanpur Dam Flood Volunerabilty

Details of villages converted as Islands due Krishna River flood Lingasgur Taluka Sl Village Name (River Islands) Number of Total No families population

1 Omkaragaddi 1 14

Halagaddi / Madaragaddi 10 68 2 3 Karakalagudda 3 22 Total:- 14 104

Raichur Taluka

Village Name (River Number of Sl No Total population Islands) families 1 Kurvakala 142 450 2 Agrahara 16 45 3 Kurvakurda 140 450 Total :- 298 945

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Details of Villages on the banks of Krishna River

Vulnerability No. of No. of Childre Total Pregn Name of Total 6 Number No. of No. of n (Age of popula ant the Taluka villages 4.5 Lak 7 Men Women group Families tion Wome Lakhs hs Lakhs 0-6 n Cusecs Cus Cusecs Years) ecs Raichur 17 0 4 13 5,829 29,905 14,928 14,977 4,451 25 Deodurga 42 9 1 32 7,344 41,000 20,491 20,509 7,271 84 Lingsugur 13 3 5 5 1,845 11,263 5,707 5,556 2,136 11

Total : 72 12 10 50 15,018 82,168 41,126 41,042 13,858 120

Raichur Talula Villages on the banks of the Krishna River Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Burdipad 6 Lakhs Cusecs 81 386 193 193 77 0 2 Gurjapur 6 Lakhs Cusecs 138 657 333 324 104 0 3 Korthakunda 6 Lakhs Cusecs 376 2117 1065 1052 340 1 4 Kurvakula 6 Lakhs Cusecs 143 668 317 351 114 1 5 Agrahara 7 Lakhs Cusecs 70 386 199 187 7 0 6 Kurvakurda 7 Lakhs Cusecs 694 3946 1925 2021 549 3 7 Athkur 7 Lakhs Cusecs 970 4842 2450 2392 813 3 8 Devasuguru 7 Lakhs Cusecs 1315 6039 3053 2986 859 0 9 Ganjalli 7 Lakhs Cusecs 402 1982 1000 982 323 0 10 Kadlur 7 Lakhs Cusecs 424 2152 1073 1079 203 5 11 Karekal 7 Lakhs Cusecs 131 721 360 361 123 0 12 D Rampur 7 Lakhs Cusecs 212 1066 533 533 144 5 13 Arashinigi 7 Lakhs Cusecs 214 1382 692 690 228 3 14 Mamadadoddi 7 Lakhs Cusecs 235 1229 560 669 200 2 15 Mangigaddi (D) 7 Lakhs Cusecs 67 387 211 176 61 0 16 Raladoddi 7 Lakhs Cusecs 145 879 431 448 162 0 17 Korvihal 7 Lakhs Cusecs 212 1066 533 533 144 2 6 Lakhs Cusecs -4 Total:- 5829 29905 14928 14977 4451 25 7 Lakhs Cusecs -13

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Devadurga Talula Villages on the banks of the Krishna River

Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Anjala 4.5 Lakhs Cusecs 278 1467 694 773 230 1 2 Hirenayanakumpi 4.5 Lakhs Cusecs 254 1477 767 710 234 3 3 Koppara 4.5 Lakhs Cusecs 506 2882 1495 1387 420 8 4 Karkihalli 4.5 Lakhs Cusecs 257 1676 842 834 268 0 5 Lingdalli 4.5 Lakhs Cusecs 188 1101 558 543 212 4 6 Mudgot 4.5 Lakhs Cusecs 122 767 392 375 140 0 7 Parthapur 4.5 Lakhs Cusecs 111 690 349 341 125 1 8 Baswantpur 4.5 Lakhs Cusecs 60 288 139 149 27 0 9 Madaragol 4.5 Lakhs Cusecs 112 327 150 177 81 1 10 Karekal 6 Lakhs Cusecs 131 721 360 361 123 0 11 Gagal 7 Lakhs Cusecs 52 309 149 160 430 0 12 Gopalpura 7 Lakhs Cusecs 274 1498 758 740 203 3 13 Googal 7 Lakhs Cusecs 219 1048 526 522 151 0 14 Herundi 7 Lakhs Cusecs 186 1099 555 544 154 3 15 Herur 7 Lakhs Cusecs 196 935 462 473 139 3 16 Huvindagi 7 Lakhs Cusecs 141 788 408 380 146 2 17 Itagi 7 Lakhs Cusecs 169 909 450 459 138 3 18 Joladadagi 7 Lakhs Cusecs 252 1238 622 616 178 3 19 Kurkihalli 7 Lakhs Cusecs 157 949 464 485 184 0 20 Konachapli 7 Lakhs Cusecs 236 1216 606 610 186 3 21 Madarakal 7 Lakhs Cusecs 204 1223 627 596 237 0 22 Chinchodi 7 Lakhs Cusecs 465 2739 1372 1367 430 9 23 Maidapur 7 Lakhs Cusecs 67 387 211 176 53 0 24 Nilavanji 7 Lakhs Cusecs 193 1398 710 688 298 4 25 Veergot 7 Lakhs Cusecs 133 764 373 391 151 3 26 Wagadambli 7 Lakhs Cusecs 138 735 368 367 97 0 27 Bokaladoddi 7 Lakhs Cusecs 164 984 493 491 190 6 28 Apprahal 7 Lakhs Cusecs 40 213 114 99 29 0 29 Yatagal 7 Lakhs Cusecs 239 1308 641 667 214 2 30 Dondahambli 7 Lakhs Cusecs 262 1610 803 807 278 2 31 Anchesugur 7 Lakhs Cusecs 182 1023 481 542 141 3 32 Benakal 7 Lakhs Cusecs 143 847 418 429 136 2 33 Arshanagi 7 Lakhs Cusecs 298 1555 804 751 204 2

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34 Hunur 7 Lakhs Cusecs 61 341 159 182 50 0 35 Chickraikumpi 7 Lakhs Cusecs 76 364 185 179 51 36 Mailapur 7 Lakhs Cusecs 35 200 110 90 40 2 37 Karegudda 7 Lakhs Cusecs 343 1600 762 838 204 3 38 Navilgudda 7 Lakhs Cusecs 103 627 306 321 98 2 39 Jambaladinni 7 Lakhs Cusecs 61 390 209 181 46 0 40 Buddinni 7 Lakhs Cusecs 31 151 75 76 26 0 41 Yaragudda 7 Lakhs Cusecs 174 1048 518 530 190 4 42 Hemanala 7 Lakhs Cusecs 222 1273 639 634 187 2 4.5 =-9 ,6 =1 Total: 7 =-32 7344 41000 20491 20509 7271 84

Lingasugur Talula Villages on the banks of the Krishna River Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Omkaragaddi 4.5 Lakhs Cusecs 1 14 8 6 1 0 Halagaddi / 4.5 Lakhs Cusecs 10 68 37 31 2 1 2 Madaragaddi 3 Karakalagudda 4.5 Lakhs Cusecs 3 22 12 10 1 0 4 Gaddige 6 Lakhs Cusecs 62 346 181 165 71 0 5 Gonwatla 6 Lakhs Cusecs 519 3027 1513 1514 519 0 6 Kadadaragaddi 6 Lakhs Cusecs 105 630 311 319 161 0 7 Tamannakal 6 Lakhs Cusecs 126 818 435 383 167 0 8 Yaragudi 6 Lakhs Cusecs 164 984 493 491 190 0 9 Gunthagol 7 Lakhs Cusecs 357 2260 1152 1108 426 0 10 Hanchinal 7 Lakhs Cusecs 170 1072 545 527 176 2 11 Jaladurga 7 Lakhs Cusecs 68 377 195 182 68 1 12 Sheelahalli 7 Lakhs Cusecs 176 1057 523 534 229 0 13 Yalagundi 7 Lakhs Cusecs 84 588 302 286 125 7 4.5 =3,6 = 5 Total: 1845 11263 5707 5556 2136 11 7 =5

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Details of Villages on the banks of Tungabhadra River

Vulnerability No. of No. of 3 4 Number Total Children Pregn Name of Total 5 Lakhs No. of No. of Lakhs Lakhs of popula (Age ant the Taluka villages Cusecs Men Women Cusecs Cusecs Families tion group 0- Wome 6 Years) n Raichur 9 1 1 7 3945 18323 9106 9208 2399 134 Manvi 11 3 5 3 5031 16391 7964 8427 1291 389 Sindhanur 13 3 4 6 4976 26050 13093 12958 1846 201 Total: 33 7 10 16 13952 60764 30163 30593 5536 724

Raichur Talula Villages on the banks of the Tungabhadra River Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Kataknoor 5 Lakhs Cusecs 237 907 453 454 34 2 2 Chikkamachali 3 Lakhs Cusecs 265 1254 589 665 85 4 3 Bullapura 5 Lakhs Cusecs 318 1594 799 795 135 8 4 Tungabhadra 4 Lakhs Cusecs 503 2236 1099 1137 180 16 5 Bichcchali 5 Lakhs Cusecs 804 3570 1794 1776 526 24 6 N.Hanumapur 5 Lakhs Cusecs 454 2073 1017 1056 210 13 7 N.Malkapur 5 Lakhs Cusecs 269 1244 618 626 46 22 8 Talamari 5 Lakhs Cusecs 967 4811 2412 2390 1153 42 9 Gangavar 5 Lakhs Cusecs 128 634 325 309 30 3 Total: 3945 18323 9106 9208 2399 134

Manvi Talula Villages on the banks of the Tungabhadra River Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Yadival 4 Lakhs Cusecs 375 1220 585 635 85 30 2 Jagirpannnur 5 Lakhs Cusecs 480 1525 730 795 107 35 3 Chikalaparvi 3 Lakhs Cusecs 950 2843 1398 1445 216 65 4 Kataraki 3 Lakhs Cusecs 325 1143 469 674 92 24 5 Daddal 3 Lakhs Cusecs 215 645 303 342 56 18 6 Madlapur 4 Lakhs Cusecs 775 2325 1140 1185 192 66 7 Umalihosur 5 Lakhs Cusecs 530 1853 897 956 138 42 8 Harapanahalli 4 Lakhs Cusecs 421 1327 667 660 97 27 Page No-40

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9 Rajalabhanda 4 Lakhs Cusecs 212 767 369 398 67 19 10 Tammapur 4 Lakhs Cusecs 138 589 348 241 43 17 11 Jukooru 5 Lakhs Cusecs 610 2154 1058 1096 198 45 Total 5031 16391 7964 8427 1291 389

Sindhanur Talula Villages on the banks of the Tungabhadra River Children Number No.of Sl Name of the Total No.of No.of (age Vulnerability of Pregnant No Village population Men Women group 0- Families Women 6 Years) 1 Chintmandoddi 4 Lakhs Cusecs 139 686 347 340 62 7 2 Chincharaki 5 Lakhs Cusecs 127 692 360 332 47 7 3 Dhadesugur 3 Lakhs Cusecs 841 4506 2246 2260 340 43 4 Hediginal 4 Lakhs Cusecs 491 2376 1162 1214 181 16 5 Kengal 5 Lakhs Cusecs 354 2092 1049 1043 226 30 6 Mukunda 5 Lakhs Cusecs 886 4600 2299 2300 295 28 7 Palameshwradinni 5 Lakhs Cusecs 112 521 268 253 43 6 8 Singapur 3 Lakhs Cusecs 586 3072 1567 1505 199 18 9 Uppala 4 Lakhs Cusecs 536 2963 1505 1458 190 20 10 Valaballary 5 Lakhs Cusecs 354 1876 925 950 6 2 11 Balaji Camp 3 Lakhs Cusecs 122 425 235 190 10 1 12 Ayanur 4 LakhsCusecs 388 2077 1040 1037 225 17 Baireveshwara 5 Lakhs Cusecs 40 165 90 75 22 6 13 Camp Total 4976 26050 13093 12958 1846 201

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CAPACITY ANALYSIS:

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

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

CHART

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

Asst. Asst. Comr, Comr, Dy. Pollution Dvl. Fire Dist. Dist.Health Director of Control Raichur Gangavath Officer, Surgeon, Officer, i Factories Brd Hubli Raichur Raichur Gulbrga Raichur

Senior Dy. Dir. Bus/taxi Asst. Dir. of Supdt. Exe. Engr, Geologist RTO, Animal Owners’ Factories, Engineer, PHE, (M), DMG, Raichur Husbandr associatio Raichur Raichur Raichur Raichur yRaichur n

Dist. Dy. Dhier Comdt., Dist.Agrl. Controller Executive Dir. Dist. Home Officer of Engineer, Controller, Informatio guards, Raichur Explosives KEB. KSRTC. n Officer Raichur ,Gulbrga

Tahsildar, Tahsildar, Tahsildar, Tahsildar, Tahsildar, Dy Dy Sindhanoo Raichur Manvi Deodurga Lingasgur Tahsildar, Tahsildar, r Dy. Dir. Gen. Mgr. Voluntary Private Govt. Truckers Mutual Aid Public Telecom, Organizati Hospitals, Hospitals, Associatio Industries Instr, Raichur on Raichur Raichur n Raichur Raichur

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

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

The list of vital installations such as Dam, transformers, telecommunication centres, wireless relay stations etc., have been provided with protection and security and the same will be intensified during disaster.

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

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Police Department:- Statement showing the Station Wise allotted Present Staff Position & allotted Vehicle Details Allotted Govt. Present Available Staff Name Of the Police Vehicles Station M/CYCL WPC PSI ASI CHC CPC WHC WPC JEEP E 02 SADAR BAZAR - 03 22 64 - - 01 03 - NETAJI NAGAR - 02 02 16 36 01 07 01 02 WEST 05 02 4+1 09 33 3+1 04 01 02 MARKET YARD - 02 03 14 37 - - 01 01 RAICHUR TRAFFIC - 02 03 14 37 - - 02 02 RAICHUR RURAL - 01 03 12 31 - - 01 02 SHAKTHI NAGAR - 01 03 07 26 - - 01 02 YAPALDINNI - 01 03 10 23 - - 01 01 YERAGERA - 01 03 08 23 - - 01 2 IDAPANOOR - 01 03 09 23 - - 01 - SINDHANUR(T) - 02 04 12 40 - - 01 03 SINDHANUR(R) - 01 03 08 21 - - 01 02 TURVIHAL - 01 03 06 20 - - 01 02 BALGANUR - 01 02 04 19 - - 01 02 MANVI - 02 03 14 39 - - 01 03 SIRWAR - 01 03 05 17 - - 01 01 KAVITAL - 01 03 08 15 - - 01 01 DEVDURGA 06 01 03 10 29 - 01 01 02 DEVDURGA - 02 02 10 10 - - 02 02 TRAFFIC JALAHALLI - 01 03 06 17 - 02 01 01 GUBBUR - 02 03 12 43 - - 01 02 LINGASUGUR - 01 02 08 21 - - 01 01 HUTTI - 01 02 08 21 - - 01 01 MASKI - 01 03 10 23 - - 01 02 MUDGAL - 01 03 07 16 - - 01 02 TOTAL 11 34 73 249 684 5 14 27 44 DAR. PHQ. RAICHUR - RSI ARSI AHC APC - - - - - 04 06 66 202 - - - -

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Following are the contact details of Home Guards department: - Sl. No. Designation Office Resi 08532-221679 1 Commandant 08532-231497

08532-221679 2 Deputy Commandant --

The number of Home Guards in the Raichur District is as follows: - Name of Taluk Men Home Women Home Total Number Guards Guards Raichur 265 055 320 Sindhanur 085 25 110 Lingsgur 122 -- 122 Manvi 110 -- 110 Deodurga 100 -- 100 Shakti nagar 044 -- 044 Kavital 044 -- 044 Total 795 80 850

Health Facility in the District:

LIST OF HOSPITALS IN THE DISTRICT

Beds Sl.N Beds Beds Private Blood Taluka P H C CHC availabli availablity. availablity Hospitals Banks o ty

1 Deodurg 8 48 2 60 21 250 -

2 Lingasugur 14 84 2 60 15 300 1 3 Manvi 10 80 1 30 25 300 - 4 Raichur 9 54 1 30 95 1050 4 5 Sindhanur 11 56 - - 25 280 1 Total 52 312 6 180 181 2180 6

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Skilled Human Resourse in the District

*No. of *Availability *Prior Description (If *Item(Skill) Name person month experience in team enter Available (Specify) emergency composition) response(y/n ) Search & rescue team 110 12 months Y (F&ES)326 Flood resque team 110 12 months Y Executive Engineer 01 Y Y (PWD)326 Technical Assistant 01 Y Y Assistant Executive Engineer 06 Y Y Assistant Engineer 14 Y Y Junior Engineer 21 Y Y Stenographer 01 Y Y Typists 01 Y Y Drivers 02 Y Y District Response Team 52 Y Y (Revenue)326 ARSI 01 Y Y (Police) 326 AHC-45 01 Y Y AHC-51 01 Y Y APC-91 01 Y Y APC-108 01 Y Y APC-155 01 Y Y APC-188 01 Y Y APC-41 01 Y Y APC-181 01 Y Y APC-124 01 Y Y APC-73 01 Y Y Oil Installation - fire 42 12 CISF-Fire staff Specialised unit Higfightinh Risg eteam Building s - fire 42 12 CISF-Fire staff Specialised unit Afightinviatiogn team - fire fighting 42 12 CISF-Fire staff Specialised unit Mineteams - fire fighting team 42 12 CISF-Fire staff Specialised unit Thermal Power Plant - fire 42 12 CISF-Fire staff Specialised unit Nucleafightingr teamPowe r Plant - fire 42 12 CISF-Fire staff Specialised unit fightinGeneragl teamphysician 07 12 Skilled staff Anesthetist 01 12 Skilled staff Gynecologist 02 12 Skilled staff Paramedics 15 12 Skilled staff Lab technicians 01 12 Skilled staff

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

Background

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

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

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

The Sendai Framework for Disaster Risk Reduction 2015-2030 was adopted at the Third UN World Conference in Sendai, Japan, on March 18, 2015. It is the outcome of stakeholder consultations initiated in March 2012 and inter-governmental negotiations from July 2014 to March 2015, supported by the United Nations Office for Disaster Risk Reduction at the request of the UN General Assembly. The foreword to the Sendai Framework describes it as “the successor instrument” to the Hyogo Framework forAction (HFA)2005 2015:Building the Resilience of Nations and Communitiesto Disasters.

The Sendai Framework for DRR (SFDRR or Sendai Framework), the first international agreement adopted within the context of the post-2015 development agenda, marks a definitive shift globally towards comprehensive disaster risk management aimed at disaster risk reduction and increasing disaster resilience going far beyond disaster management. This approach calls for setting the overallgoal as that of preventing new and reducing existing disaster risk through the implementation of integrated measures. The goal now is on DRR as the expected outcome, setting goals on preventing the creation of new risks, reducing the existing ones, and strengthening overall disaster resilience. In addition, the scope of DRR has been broadened significantly to focus on both natural and Page No-47

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human- induced hazards including various related environmental, technological and biological hazards and risks. The Sendai Framework acknowledges the inter-linkages between climate change and disaster risks. Disasters that tend to be exacerbated by climate change are increasing in frequency and intensity.

The SFDRR is a non-binding agreement, which the signatory nations, including India, will attempt to comply with on a voluntary basis. India will make all efforts to contribute to the realization of the global targets by following the recommendations in the Sendai Framework and by adopting globally accepted best practices. Building on the Hyogo Framework for Action, the outcome that Sendai Framework aims to achieve globally over a span of 15 years by 2030 is the “substantial reduction of disaster risk and losses in lives, livelihoods, and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries.”Toattainthee xpected outcome, Sendai Framework seeks to pursue the following goal: “Prevent new and reduce existing disaster risk through theimplementation of integrate dandinclusivee conomic, structural,legal, social, health, cultural, educational, environmental, technological, political and institutional measures that prevent and reduce hazar dexposurea nd vulnerability to disaster,increase preparedness for response and recovery, and thus strengthenresilience.”

In the domain of disaster management, the Sendai Framework provides the way forward for the period ending in 2030. There are some major departures in the Sendai Framework:  For the first time the goals are defined in terms of outcome-based targets instead of focusing on sets of activities andactions.  Itplacesgovernmentsatthecenterofdisasterriskreductionwiththeframework emphasizing the need to strengthen the disaster riskgovernance.  There is significant shift from earlier emphasis on disaster management to addressingdisasterriskmanagementitselfbyfocusingontheunderlying drivers of risk.  Itplacesalmostequalimportanceonallkindsofdisastersandnotonlyonthose arising from naturalhazards.  In addition to social vulnerability, it pays considerable attention to environmental aspects through a strong recognition that the implementation of integrated environmental and natural resource management approaches is needed fordisaster reduction  Disasterriskreduction,morethanbefore,isseenasapolicyconcernthatcutsacross many sectors, including health andeducation

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

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Four Priorities; SevenTargets The four priorities for action under the Sendai Framework are:  Understanding disaster risk  Strengthening disaster risk governance to manage disasterrisk  Investing in disaster risk reduction forresilience  Enhancing disaster preparedness for effective response and to“Build Back Better” inrecovery, rehabilitation and reconstruction

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

Figure 3.1 Sendai Framework for Disaster Risk Reduction – 7 Global Targets

On 2 February 2017, the United Nations General Assembly endorsed the Report of the Open-ended Inter governmental Expert Working Group (OIEWG) on Indicators and

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Terminology Related toDisaster Risk Reduction and the recommendations for indicators and terminology relating to disaster risk reduction (UNISDR 2017). The report of OIEWG is meant to help countries operationalise the global indicators for measuring the progress towards realising global targets for DRR along with targets of other major Post-2015 globalframeworks.

Sustainable Development Goals (SDG) andDisaster Resilience

The Sustainable Development Goals (SDGs), adopted by the UN General Assembly on 25 September 2015, consisting of 17 Global Goals (Fig. 3-2) and 169 targets, are a universal call to action to end poverty, protect the planet and ensure that all peopleenjoy peace and prosperity. The17 Goalsbuild on the successes of the Millennium Development Goals (MDGs), while including new areas such as climate change, economic in equality, innovation, sustainable consumption, peaceandjustice,among other priorities. The goals are interconnected – often the key to success on one will involve tackling issues more commonly associated withanother.

Sustainable development t(SD) and disaster risk reduction (DRR)are closely in terlinked. A single major disaster or“shock” incident (i.e.arapidonsetdisasterlikeanearthquake,storm ,tsunamiorlandslide) canundohard-won development progress and setback development by years. A“stress”incident (i.e. a slow onset disaster like drought, sea level rise, and salinity intrusion into groundwater stocks) can also cause long-term socio-economic harm. Climate change aggravates impacts from both natural hazards and human-induced vulnerabilities by acting as a threat multiplier. Driven by climate change, the reisi ncrease in the frequency and severity of extreme weatherevents (includingstorms, droughts, heatwavesandcold“snaps”) has bee nassociated with climate change. Such events multiply the risks that people living in areas prone to natural hazards alreadyface.

Figure 3.2 Seventeen Sustainable Development Goals

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

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

Figure 3.3 Coherence and mutual reinforcement of SDGs and Sendai Framework

COP21 Agreement, Paris, on Climate Change Actionand Disaster Risk

TheParisAgreementwasadoptedon12December2015attheTwenty-first session of the Conference of the Parties (COP21) to the United Nations Framework Conventionon Climate Change (UNFCC) held in Parisfrom 30 November to 13 December 2015. Theagreement build suponthe UNFCCCandbrings together all nations into a common cause to undertake ambitious efforts to combat climate change and adapt to its effects, with enhanced support to assist developing countries to do so (Fig. 3-4). The agreement aims at “holding the Page No-51

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increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing efforts to limit the temperature increase to 1.5°C above pre- industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change”. Article-2 dwells on “Increase adaptive capacity” and “foster climateresilience”.

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

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

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

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

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

The NDC includes requirements that all Parties report regularly on their emissions and on their implementation efforts. In 2018, Parties will take stock of the collective efforts in relation to progress towards thegoalset in the Paris Agreement and to inform the preparation of NDCs.Therewillalsobe a global stock-taking every five year to assess the collective progress towards achieving the purpose of the Agreement and to inform further individual actions by Parties. The agreement entered into force on 4 November 2016, thirty days after the date on which at least 55 Parties to the Convention accounting in total for at least an estimated 55% of the total global greenhouse gas emissions have deposited their instruments of ratification, acceptance, approval or accession with the depositary. India has ratified the agreement and submitted her NDC along with the plan for mitigation and adaptation strategie sandactions. India is committed to engage in gactive lyinmulti later alnegotiations underthe UNFCCC in a positive,creative and forward looking manner. state’s objective is to establish an effective, cooperative and equitable global architecture nder theUNFCCC based on climatejustice and the principles of equity and common but differentiated responsibilities and respective capabilities.

Coherence and Mutual Reinforcement for DRR: Approach to Coherence and Mutual Reinforcement

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

Effective reduction of losses and risks from natural hazards and climate extremes requires integrated actions at different levels of governance. One of the greatest challenges is of creating institutional convergence that integrates global goals emanating from these agreements. Disaster risk reduction (DRR) and Climate Change Adaptation (CCA) are part of key agendas being considered in all these recent global agreements. All three agreements share a common aim of making development sustainable. Strong commitment to ambitious goals and accelerated implementation of these international agreements must be a global priority. Given the complementarities between the post- 2015 agendas, leveraging the total impact of these instruments creates shared value. Efforts must be deployed to ensure that each of them do not build in “policy risks” or, contradictory policies, that generatemore-

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ratherthanless-riskindevelopment.Takentogether,thedifferentpriorities,targets and actions in the three frameworks constitute a more comprehensive resilience agenda than when implemented independently without mutual reinforcement because building resilience requires action that spans the multiple domains of development, humanitarian initiatives, responding to climate change and disaster riskreduction.

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

The SDMP has tried to envisage coherence across the state efforts for sustainable development, DRR and the actions in response to climate change (mitigation and adaptation). The SDMP identifies mutually reinforcing measures in these three domains. The mainstreaming of DRR can be synchronized with the initiatives for sustainable development and the steps taken to addresses climate change impacts as an inherent part of the development agenda. Many of the additional challenges emerging from climate change impacts that act as hazard risk multipliers and must be integrated into the implementation of the SDMP.Ideas on ensuring coherence and mutual reinforcement across the global frameworks on evelopment, disasters and responding to climate change covering almost every aspect of society and all sectors of economy are at an early and incipient phase. Enhancing resilience is the over arching the me asfaras disaste rrisk reduction is concerned. All these discussions make it quite clear that these tasks cannot be separated from the mainstreaming of risk reduction although it is an idea that predates the concepts of coherence and mutual reinforcement across the global frameworks. The ideas of coherence and reinforcement across frameworks expand the scope of mainstreaming beyond how it was envisaged earlier (Fig. 3-6). The ways in which coherence and mutual reinforcement are envisaged for SDGs and SendaiFrameworkisdepictedinFig.3-7.Similarly,that for SDGs and COP21 Paris Agreement on climate change actions is depicted in Fig. 3-8. The measures envisaged for ensuring coherence and reinforcement will be discussed in the chapter on mainstreaming. The India’s national initiatives relevant for DRR across the three Global Frameworks are summarised inTable

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

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

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

Raichur District Disaster Management Plan: 2020 Table 3-1: India’s national initiatives relevant for DRR across the three Global Frameworks

Sustainable COP21 – Paris Agreement on Climate Sendai – Global Targets Development Change States Initiatives Relevant to DRR Goals Changes in the pattern ofextreme Substantially reduce events require enhanced disaster 1 global disaster mortality SDG 1, 2, 11, 13 resilience andadaptation Multiple schemes and initiatives for DRR, by 2030 (2020-2030 Addressing GACC risks is crucialfor economic development, GACC mitigation and compared to eliminating poverty and reducing adaptation. 2005-2015) economic losses from disasters Substantially reduce the Allocation of resources and funds fordisaster number of disaster- Stresses the need for prevention and to develop capacities forDRR 2 affected people by 2030 SDG 1, 11, 13 acceleratedaction to build resilience Strengthening of the DRM at alllevels (2020-2030 compared to through risk-sensitive planning and Promoting disaster-resilientdevelopment 2005-2015) implementation ofDRR Mainstreaming DRM and adaptation to GACC in development The Paris Agreement aims to hold State commitment to DRM evident from the PM global average temperature increase Ten Point Agenda for DRR Substantially reduce to well below 2°C above pre-industrial State commitments for mitigation of and 3 direct disaster economic SDG 1, 11 levels and to pursue efforts to limit it adaptation to GACC as per Intended Nationally loss to 1.5°C, recognizing that this would Determined Contributions (INDC) significantly reduce the risks and impacts of climate change

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Raichur District Disaster Management Plan: 2020 Enhance the resilience of State health systems by Substantially reduce Global adaptation goals for enhancing integrating DRM into primary, secondary and damage to critical adaptive capacity, strengthening tertiary health care, and by promoting and 4 infrastructure and SDG 1, 4, 9, 11, resilience and reducing vulnerability enhancing training capacities in the field of disruption of basic to ensure adequate adaptation disaster medicine. The substantial reduction of services (health, response in the context of the global disaster damage to critical infrastructure and education, etc.) temperature goal disruption of basic services is essential to ensure healthy lives and promote well- being. Sustainable COP21 – Paris Agreement on Climate Sendai – Global Targets Development Change National Initiatives Relevant to DRR Goals Addressing GACC risks that are crucial Substantially increase for reducing economic losses from a) NAPCC for mitigation of and adaptation to 5 disaster risk reduction SDG 1, 3, 6, 11, disasters along with a well-integrated GACC b) National Mission on Sustainable strategies 13, approach to adaptation, sustainable Agriculture (NMSA) c) National Initiative on development, environmental Climate Resilient Agriculture (NICRA) management and disaster risk reduction Substantially increase Close Firm commitments by countries to the 6 international cooperation international global response to GACC based on State as a pro-active member in the to complement national cooperation to INDCs and international cooperation implementation of the Post-2015 and other actions achieveSDGs for achieving the COP21 goals global frameworks Substantially increase the availability of and access Emphasis on improving early warning States investments to improve the early warning 7 to multi-hazard early SDG 3, 13 systems, risk assessment and and information systems in different sectors and warning systems and management for multi-hazards. disaster risk information and assessents

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Chapter 4 Social Inclusion

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

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

There are numerous definitions and concepts of social inclusion, and despite many debates, there is no consensus on a definition. The World Summit for Social Development, Copenhagen held in 1995 defines an inclusive society as a society for all, in which every individual, each with rights and responsibilities, has an active role to play. An inclusive society is based on the fundamental values of equity, equality, social justice, human dignity, human rights and freedoms, as well as on the principles of embracing diversity. Social inclusion reflects, on the one hand, an individual’s experience of and possibilities for self- actualization, and on the other hand, societal capacities to eliminate causes of exclusion and ensure equal opportunities for all (UNDESA, 2008).

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The term social exclusion signifies all experiences of discrimination, deprivation and denial be it based on any attribute, be it caste, gender, differences in abilities, ethnicity, creed, religion, sexual orientation or any other attribute. The practices and manifestations of social exclusion are deeply ingrained in a rigid social stratification system influenced by caste, religious affinities, gender bias, prejudices towards people with disabilities and so on. Social exclusion is understood as the condition (barriers and process) that impede social inclusion. Social exclusion is a process through which individuals or groups are wholly or partially excluded from fully participating in all aspects of life of the society, in which they live, on the grounds of their social identities, such as age, gender, race, ethnicity, culture or language, and/or physical, economic, social disadvantages. Exclusion is often most acute when people suffer multiple layers of discrimination and they are embedded in unequal relations of power. To make matters worse, they often remain ‘invisible’ in disaster reduction or emergency response programs, even in many cases where they constitute a significant proportion of population. The socially-excluded groups have context specific and differentiated needs before, during and after a disaster, which are not taken into consideration in DMPs. Inclusive Disaster Risk Management is about equality of rights and opportunities, dignity of the individual, acknowledging diversity, and contributing to resilience for everyone, not leaving aside members of any community based on age, gender, disability or other. In the Indian context, the added emphasis on social inclusion in the SDMP for DRM will be on the following: 1. Gender-based vulnerabilities 2. Scheduled Castes and Scheduled Tribes (SC&ST) 3. Elderly 4. Children and 5. Persons with Disabilities (PWD) Gender Perspective and DRM Gender-based Vulnerabilities In general, gender concerns arise from a complex mix of dynamic factors that include differentiated roles and responsibilities, skills and capabilities, vulnerabilities, power relations, institutional structures, and long-standing traditions and attitudes. The specificities of gender relations may vary depending on the socio-cultural values of a society. However, the fundamental gender-based divisions of roles, responsibilities and identities are prevalent in varying degrees throughout the world. Within gender relations there are many imbalances (gender gaps) between men and women, which have historically been favourable for men within an overwhelmingly patriarchal society. All these prevent women from enjoying equal-rights and equal-partner status in DRM as policy makers, contributors to and beneficiaries of development and DRR processes.

Gender refers to the social attributes and opportunities associated with being male and female and the relationships between women, men, girls and boys, as well as the relations between women and between men. These attributes, opportunities and relationships are

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

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

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

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

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

Post-disaster reconstruction is expected to “present opportunities for new and more progressive gender roles and relationships to emerge and provide opportunities to rebuild in a way that is inclusive of women and girls and provide opportunities for women to assume leadership roles and better influence the direction of development patterns” (UNISDR 2015). A gender perspective to DRR helps focusing attention on the distinct gender-specific capacities and vulnerabilities to prevent, prepare, confront, and recover from disasters (WCDRR 2015). Disaster impacts are not gender neutral, hence adequate attention must be paid to promote gender justice and equity in post disaster recovery programs.

In the disaster situations, women need to be centrally involved in planning and implementation process with the key principle of active contributors in building resilience. The Sendai Framework emphasizes the need not only to address the issues related to women in post-disaster reconstruction but also envisages a lead role for women in post- disaster reconstruction: Women and persons with disabilities should publicly lead and promote gender-equitable and universally accessible approaches during the response and reconstruction phases (UNISDR 2015b). To promote gender equity, the reconstructed houses need to be registered in the joint names of husband and wife. Widows and single women who do not have land titles, should not be left out from receiving shelters. Women feel more secure, confident and feel that they will never be without a roof over their head in their life. Owner Driven Reconstruction (ODR) can be followed where women can take leadership role in monitoring implementation of safe housing technology. Programs shall be designed aimed at empowering women through access to social security measures and income generation activities. Women Self Help Groups can be formed for livelihood opportunities. It needs to go beyond traditional income generating activities and aim at enhancing skills as masons, carpenters, trading of local products, developing local shops for housing, sanitation and other materials, etc.

Sexual and Gender Minorities To be truly gender-sensitive, it is necessary to address the concerns of persons of various sexual orientations including transgender persons. Transgender people are at a disadvantage in accessing resources, services and opportunities. In addition to social and economic vulnerabilities, the stigma and discrimination that they are subjected to, deprives

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them of many disaster mitigation/response programmes, hampering their ability to overcome the negative effects of a disaster. The approaches to disaster risk management, however, tends to overlook the needs and place of sexual and gender minorities. The institutional and legal frameworks geared towards reducing the risk of disasters are usually silent on such sections. It is only recently that a handful of case studies have highlighted the fate of sexual and gender minorities in disaster. Most of the research on disaster-related vulnerabilities faced by the sexual and gender minorities concur that they are often more severely affected by disasters because they face barriers or lack of access to the means of protection available to others. The highly marginalized conditions of sexual and gender minorities in everyday life thus places them at higher risk when confronted with disaster situations. Their vulnerabilities will be aggravated if DRM policies and practices remain blind to the social realities. There is greater likelihood of addressing the concerns of a marginalized group like transgenders in disaster situations when they are specifically accounted for during implementation. For example, the need for ensuring inclusion of all such sections could be emphasized in the different phases of DRM.

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

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

Scheduled Castes Caste based discrimination is a historical legacy for India. In the hierarchical caste society, the Schedule Castes often face social exclusion, untouchability and many forms of overt as well as covert discrimination. Recognizing this, the Constitution of India, under Article 15, provides for ‘prohibition of discrimination on the grounds of religion, race, caste, sex or place; and under Article 17 provides for ‘abolition of untouchability’, making it a punishable offence. Acknowledging the marginalization of Schedule Caste communities, the National Commission for Schedule Caste has been constituted to safeguard the provisions under the

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constitution and inquire into specific complaints. The Schedule Caste and Schedule Tribe POA Act 1995 and subsequent amendment in 2015 is a legal protection to prevent atrocities and discrimination. Efforts must be made to ensure there are no discriminatory practices in any DRM activities or while providing humanitarian assistance. The DRM efforts should also specifically recognize caste-related challenges and should not adopt caste-blind approaches.

Most of the SC and ST communities tend to be poor living on marginal lands that are also highly hazard prone, such as floodplains, unsafe coastal tracts and unstable hillsides. The dwellings of scheduled caste and tribal communities are usually on the margins - be it in urban or rural areas. These settlements tend to be in the less served areas with poor availability of accurate information, lack of access to basic amenities and inadequate disaster resilient infrastructure. The housing is usually unsafe and of poor quality. In the urban areas they are usually on unsecure land tenure - often unauthorized slums. Combined with hazardous living conditions, chronic poverty and lack of amenities they are most likely to suffer the outbreak of diseases in times of disaster. For women from the SC and ST communities, the gender-based discrimination and violence become intensified and more difficult to counter due to the caste-based social marginalization.

It must be ensured that in post disaster situations and in disaster mitigation planning and implementation activities full attention shall be provided to ensure social inclusion practices in early warning, evacuation, relief support, rehabilitation and any other process so that the inherent systemic prejudices do not increase their vulnerability. For example, special efforts should be made to ensure that there are no instances of discriminatory practices in evacuation, distribution of relief material, damage assessment, allocation of housing plots, etc. Scheduled Tribes The Constitution of India has created Schedule V and VI to protect the identity, traditions and customs of the tribal communities without neglecting their development. This has been further articulated in the Panchayats Extension in Schedule Areas (PESA), 1996. Tribal communities tend to remain marginalized due their geographical location as well as due to social exclusion. Tribal communities are simple societies endowed with socio-cultural cohesion, traditional knowledge, social relations around the forest and natural ecosystem and community governance based on their tradition. Tribal communities have very close interdependent relation with their natural resources and environment. Some of tribal groups have never moved out of the natural habitat in the forest areas.

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

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interventions. The tribal villages should be able to customize their plans in accordance with PESA disaster preparedness, relief and rehabilitation plans.

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

In situations of emergency children face isolation, anxiety, trauma, some get separated from their families, loose their parent(s), face gender violence and trafficking. Some face the risk of getting recruited as child labourers. During disaster children’s bodily integrity is at risk in crises with widespread and/or systematic violence. The children often face apathy leading to severe interruption of education and recreation, poor access to food and nutrition. In the post disaster situations, the anganwadi and schools must open as soon as possible. In case of damage to the structures, temporary/ emergency provision must be created allowing children to access the services. The state governments may increase the food supplies so that the nutrition support can be doubled in the anganwadis and primary schools. Many state governments have been doing this for a limited duration in disaster situations.

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

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

According to national Census 2011, there are nearly 104 million elderly persons (aged 60 years or above); 53 million females and 51 million males. Both the share and size of elderly population is increasing over time. From 5.6% in 1961 the proportion has increased to 8.6% in 2011 (men 8.2%, women 9.0%). In terms of rural and urban distribution, 71% of the elderly are in rural and 29 % is in urban areas. As per Census 2011, the sex ratio among elderly is 1033 women per 1000 men. The life expectancy at birth is 69.3 years for females and 65.8 years for males. At 60 years of age, the average remaining length of life is likely to be about 18 years (16.9 for men and 19.0 for women). At age 70, it was less than 12 years (10.9 for men and 12.3 for women). The old-age dependency ratio is 14.2%, as per Census 2011 (females 14.9%, males 13.6%). Most common disability among the aged persons was locomotor disability and visual disability. According to Helpage India, the elderly in India are particularly vulnerable to disasters39. The greater vulnerability of the elderly compared to others during disasters needs to get more attention in all phases of disaster risk management. The elderly needs to be treated as priority group by proper design in the disaster management plans. The DRR planning needs to pay special attention to psychological vulnerabilities, impaired physical mobility, diminished sensory awareness, poor health conditions as well as weak social and economic limitations that severely limit the capacity of the elderly to prepare for disasters, hinder their adaptability and constrain their ability to respond.

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

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 Invaluable: Older people have years of knowledge, skills and wisdom which are invaluable assets in DRR and must be acknowledged, valued and engaged by supporting older people to participate in DRR.

The Charter calls for stronger commitment from governments, donors and organizations to act on the shortcomings in DRR policies, strategies and practices that often insufficiently respond to older people’s disaster risks. They must acknowledge and fulfil older people’s rights and engage older people’s capacities and contributions. This charter has been developed through consultations with governments, NGOs, DRR and ageing experts as well as older men and women. The Maintenance and Welfare of Parents and Senior Citizens Act, 2007 provides legal framework for the wellbeing of senior citizen lacking any support from family or close relatives. In post disaster situations, it is essential that the needs of elderly are considered separately, rather than clubbing them with others keeping in mind the specific concerns applicable to them. It is preferable to have community-based senior-citizen support mechanisms so that the senior citizens are not uprooted from their immediate surrounding. This should include efforts to educate local communities about how they can help senior citizens and raise their awareness about supporting the elderly. The district DRR plan may prepare a list of senior citizens living without any family support. In the post disaster situation, looking at the gravity of the situation, the District Collector may take a call to set up temporary arrangements for the elderly and to take care of the personal needs such as food, medicine, shelter and other requirements. Special arrangements could be made to protect the property and assets of senior citizens if required.

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

The population of PWD in India, as per census 2011, is 2.68 Cr, which is 2.2% of the population. Of these 56% are males and 44% are females. In the total population, the male and female population are 51% and 49% respectively. Majority of the PWD (69%) live in rural areas, which is nearly same the share of rural population. A global survey by UNISDR in 2013 among 5,717 persons living with disabilities in 137 countries and eight non-self-

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governing territories examined why the number of the dead and injured PWD are disproportionally high in conflict, disasters and other emergency situations. Whether in multi-hazard prone United States of America or Bangladesh, earthquake-prone Italy or flood- prone Thailand, people living with disabilities across the world say they are rarely consulted about their needs. The survey found that in the event of a sudden disaster, only 20% of PWD could evacuate immediately without difficulty, while the majority would have some level of difficulty or not be able to evacuate at all. A Handicap International study in 2015 (HI 2015) found that 75% of people with disabilities believe they are excluded from humanitarian responses to emergencies like natural disasters and conflict It has been observed that persons with disabilities (PWD) are often overlooked and thus not only excluded in risk reduction and disaster response measures but are also subject to higher risk than others. Neglected throughout the DRM cycle, concerns about inclusion relate to limited social participation in DRR activities, poor access to information and services, poverty, invisibility during relief operations, response to basic needs not adapted and specific needs ignored. The most common priority identified by PWDs in the UNISDR survey of 2013 for improving inclusiveness of PWD in disaster risk reduction is for the involvement of PWD in DRR-related activities. The survey also emphasized the need for supportive policies, laws and promotion of support systems involving neighbors and local community. DRM efforts must specifically address the vulnerabilities of PWD among the affected population, rather than clubbing them with others. Special attention must be paid to ensure that no PWD is abandoned after a disaster. Local community-based efforts and support system including promoting a buddy-system whereby each PWD has one or more persons in the neighborhood who are responsible to act as a buddy to assist. The neighbors must be made aware of how they can help the PWD and provided training. The PWD must also make pro-active efforts to identify people in the neighborhood whom they can rely upon for assistance in emergencies. It is good to have more than one "buddy", particularly in different areas where the PWD spend more time, such as work place, home, or school. The more people who can assist are there so much the better. It is also important for PWD keep their helpers or buddies well informed about their special needs and for the helpers to remain in regular touch with those they are responsible for. A detailed DMP must include a list of PWD who may need special care. In the post disaster situation, the agencies responsible for disaster management may set up temporary facilities that are barrier-free and friendly to PWD. The administration can provide special arrangements to protect the property and assets of PWD, if required. Making Disaster Risk Management Inclusive At each level, stage and step, DRM efforts need to be guided by the Article 1 of the Universal Declaration of Human Rights that states: “All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.” The DRR efforts must take up social inclusion as challenge recognizing its complex and diverse nature. A social inclusion strategy must identify a series of practical objectives and actions that can significantly decrease or eliminate social exclusion in all aspects of DRM. The DRM efforts need to design local strategies to promote inclusion. All agencies involved in

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DRM – government, non- government or international – must make special efforts to properly assess the needs of all the marginalized sections and particularly vulnerable groups and to ensure full compliance with prescribed standards for assistance. Care must be taken to ensure that the vulnerability mapping exercises are able to identify properly all relevant factors. Efforts must be made to facilitate the realization of rights and entitlements of all socially excluded sections. A potential path forward in promoting social inclusion is to encourage community participation as inclusion depends crucially on active involvement of diverse sections of society. Social inclusion is theme cutting across all aspects of DRM. While this chapter provides an overall perspective on the significance of social inclusion in DRM, its importance is given additional emphasis in different sections and related responsibility frameworks. Despite social inclusion being a cross- cutting feature, it is added as a distinct Thematic Area for Action in the responsibility framework along with listing of Sub-Thematic Areas for Action.

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

Gender  Enabling Environment

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Sub- State Agencies and their Responsibilities Thematic SN Area for STATE (Lead DISTRICTS (Lead Responsibility - STATE Responsibility –DISTRICTS Action Agencies) Agencies)  Inclusion of gender  Review and changes in existing regulations, concerns of DRR in norms and directives41 to make them curriculum development gender sensitive  Guidance on  Training, Awareness, Mock drills, preventing, checking Vocational Training / Skill and investigating development discriminatory  Empowering, especially leadership in DRR practices, violence and  Curriculum Development with gender abuse sensitive approach  Inter-agency support to  Specific knowledge products prevent and stop  Promoting insurance trafficking  Gender audit of DRM measures with the  Support from central assistance of the State Women's institutions for gender- Commission sensitive psycho-social  Ensure joint ownership in the name of support, post-disaster husband and wife of houses reconstructed rehabilitation (economic, and assets provided under post-disaster social, …) recovery assistance  Guidance and support  HRVA – Risk Assessment to specifically Lead Agencies:  Promote studies and include SC/ST vulnerabilities (locational, research on DRM existing discriminatory practices, is any,

challenges for SC creating hindrances in DRR, access to Scheduled Agencies with communities information, access to risk reduction Castes major roles:  Promote studies and resources) (SC) & Agencies with research on disaster  Protecting the tribal identity, traditions Tribes (ST) SDMA, DSW, major roles:

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State response and mitigation and customs in post-disaster situations commission for strategies appropriate in different phases of DRM SC/ST, Slum and acceptable to the  Ensure steps taken for DRM do not cause Development tribal communities irreversible damage to the community’s Board, Dept. of  Review and culture, tribal Welfare amendment of existing tradition, habitat and ecosystem regulations, norms DDMA, DSW, State commission for SC/ST, Slum Development Board, Dept. of tribal Welfare at district level

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

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

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Sub- State Agencies and their Responsibilities Thema SN tic Area for STATE (Lead DISTRICTS (Lead Responsibility - STATE Responsibility –DISTRICTS Action Agencies) Agencies) immediately after a  KSCCW should initiate steps to monitor disaster and during post-disaster threats to children and take PDR counter measures along with the nodal agency at the state for child rights and protection  Sensitizing local communities about additional vulnerabilities of the elderly  Guidance and persons in the communities and promote support to address Lead Agencies: neighborhood groups or responsible DRM needs of the individuals to assist the elderly

elderly Health Dept.,  Make special arrangements for disaster  Promoting awareness preparedness and safety of various

Agencies with of the challenges faced institutions for the elderly such as old age Agencies with major roles: by the elderly in homes, retirement homes and shelter major roles: disasters homes for the elderly SDMA, HFW,  Promoting agencies and  Linking organisations working for the Elderly DWCD organisations working DDMA, HFW, welfare of elderly with community for the welfare of the DWCD initiatives for DRM Supporting elderly to develop Supporting  Preparing lists of all the elderly persons Agencies: expertise for Agencies: living without adequate support,

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All Agencies supporting DRM efforts All Agencies periodically reviewing their situation and Associated for the elderly Associated check the status of social network with DRM  Mobilizing support to with DRM (neighbours, relatives, friends) and other directly or the elderly in disaster- directly or arrangements for their support indirectly affected areas from indirectly  In the risk season or after early warnings, national and take measures to ensure that the elderly is international agencies informed and prepared working for the  Involve elderly in disaster wellbeing of the preparedness and planning to the elderly extent they can contribute  Assess medical and health support needs of the elderly in each area and maintain stocks of crucial items

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Raichur District Disaster Management Plan: 2020 Sub- State Agencies and their Responsibilities Thematic SN Area for STATE (Lead DISTRICTS (Lead Responsibility - Responsibility – Action Agencies) Agencies) STATE DISTRICTS  Special attention to the protection of property and assets of the elderly after evacuation or post disaster situations  Sensitizing local communities about the PWD  Guidance Lead Agencies: living in the and support community and to address DSJE their special DRM needs needs particularly of PWDs a during disasters Agencies with per global Agencies with  Promote major roles: best major roles: neighbourhood practices Persons groups assist SDMA, DWCD,  Promoting With PWD or ensure a Persons with awareness DDMA, DWCD, Disabilities Personal Support Disabilities of the DRM Persons with (PWD) Network Department, challenges Disabilities consisting of at Health for PWDs Department, least three Department ,  Promoting Health persons who are State agencies and Department , trusted for each Commissioner organisation State PWD for Persons s working Commissioner  Make special with for the for Persons arrangements for Disability welfare of with Disability, disaster PWDs to District preparedness Supporting develop Disability and safety of Agencies: expertise in Officer various DRM institutions for  Mobilizing Supporting the PWD such as support to Agencies: school for the the PWDs All blind, hostels for in disaster- Agencies PWD and any affected Associated facilities areas from with DRM dedicated to national directly or PWD indirectly

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All Agencies and  Linking

Associated with internation organisations DRM directly or al agencies working for indirectly working for the welfare of the PWD with wellbeing community of the initiatives for PWDs DRM  Encourage  Preparing lists of technologic all PWD, al support periodically and reviewing their innovation situation and s for the check the status benefit of of social network the PWDs (neighbours, in DRM relatives, friends) and other arrangements for their support  In anticipation of a hazard or after early warnings, take measures to ensure that all PWDs are properly informed and prepared  Involve PWDs in disaster preparedn ess and planning as equal participant s  Special attention to the protection of property and assets of the PWDs after evacuation or post disaster situations

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Raichur District Disaster Management Plan: 2020 Chapter 5 Mainstreaming Disaster Risk Reduction

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

As per the provisions of the DM Act, all ministries, states, departments and agencies must have their own DM Plan. Unlike other components of a DMP, mainstreaming DRR must be incorporated into the overall plans, policies and programs rather than as a subcomponent of the DMP. DRR must become an integral part of every development plan and the DMP must provide indications how that will be accomplished in the DMP. At present there is, perhaps, some lack of clarity on this and this chapter provides both the perspective and a summary of how the practice of mainstreaming is evolving. Mainstreaming, by its very concept, is not a sub-component of a disaster-specific plan but an approach that must be woven into all developmental plans to reduce risks from disasters.

Development without adequate incorporation of DRR could worsen existing risks and has the likelihood of introducing new risks, increasing the negative impact of potential disasters. Extensive and sound integration of DRR into development can enhance disaster resilience, reduce losses and hasten the progress towards development goals. Thus, it is desirable that the development initiatives and DRR are dealt with concurrently in a seamless manner into all the relevant policies, planning and implementation. The climate change impacts act as risk multipliers worsening uncertainties associated with almost every hydro-meteorological hazard. Therefore, all development initiatives must factor in the likelihood of greater risks and increase in climate change-induced vulnerabilities. This requires incorporation of risk management and climate adaptation as an intrinsic feature of all developmental efforts, especially in the areas where hazards are known to be high. Such an approach, which internalises DRR within development in a closely integrated manner is called mainstreaming DRM. It means radically expanding and enhancing DRM so that it becomes a normal practice, fully institutionalised within each agency’s regular planning and programmes in addition to the preparedness for disaster response.

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Raichur District Disaster Management Plan: 2020 For over two decades, there has been increasing attention on the need to ‘mainstream’ disaster risk reduction into development. This prompted many nations address risks from natural hazards within their development frameworks in various ways and at different levels - spanning the legislative, institutional, sectoral strategies and financial planning (Benson and Twigg, 2007). Development do not necessarily reduce disaster risk. It can unwittingly create new risks or exacerbate the existing ones, with disasters likely to be both a cause and a product of development. The experiences from across the world have highlighted the crucial importance of social inclusion in DRM. Social exclusion adversely affects both development and the capacity to cope with disasters. In addition to the special emphasis on making DRM socially inclusive, the mainstreaming of DRR must also make social inclusion one of the intrinsic features.

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

Key Thematic Areas for Mainstreaming The strategic objective of mainstreaming is of ensuring that DRR within the ongoing development initiatives lead to integration of DRR into poverty reduction efforts and sustainable socio-economic development by covering all aspects – institutional, legislative, judicial and development policies. The key thematic areas for mainstreaming DRR and creating the enabling environment for it emerging from the global discussions are:

1. Improving awareness and understanding of disaster risk 2. Enhanced legal support and better disaster governance 3. Effective disaster risk management strategy 4. Ensuring social inclusiveness in disaster risk management 5. Enabling coherence mutual reinforcement of initiatives under the major global frameworks for enhancing disaster resilience 6. Institutional arrangements and capacity development (institutional, human, community, technology, etc.) for DRM 7. Intra-government horizontal and vertical integration 8. Budget allocations for integrating DRR concerns into development programs 9. Changes in project appraisal, scrutiny of development plans, better land-use regulations, insistence on multiple hazard resilient infrastructure

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Raichur District Disaster Management Plan: 2020 10. Setting targets, timeframes, indicators and monitoring mechanisms

These broad themes need to be incorporated into the policies, plans and programs of government agencies at all levels as an integral part of their general plans, while their DM Plans will provide an outline or broad indication of how it will be done. These are ideas and concepts that need to be developed further in operational terms and all agencies must explore ways to incorporate mainstreaming DRR in their regular planning and formulation of programmes.

Improving the Awareness and Understanding of Risk Increasing the awareness of disaster risk, ways to reduce it as well as manage it is an important element of mainstreaming DRR. It may be noted in this context that the Sendai Framework emphasises the role of improving the understanding and awareness of risk. The DRM policies and practices must be based on improved understanding of disaster risk in all its dimensions and communities made aware of various aspects of disaster risk so that they are able to proactively take preventive measures. Such awareness is most critically essential on the part of key line agencies, local authorities and communities in high-risk areas. Disaster risk has a cascading nature with decisions in one sector potentially changing disaster risk in another. Therefore, decision-makers across diverse sectors and levels of government as well as the private sector and civil society also must recognise the importance of considering disaster risk as an intrinsic part of all projects, programmes and initiatives.

Legal Support and Disaster Governance Adequate and appropriate legislative arrangements for disaster risk management, including the mainstreaming of DRR into development, form a key component of an enabling environment. Revision of land-use regulations and building codes and introduction of judicial and other measures will be required. As a continuous effort, it is necessary to improve and strengthen various laws having a bearing on DRM. The revision of land-use regulations, building codes and introduction of judicial and other measures to ensure enforcement. DRM responsibilities must be explicitly incorporated in the duties of all branches of government. There is need to strengthen the vertical and horizontal integration of DRR plans between different levels of government, various line agencies and neighbouring local bodies. What this implies is the integration of DRR into all the norms, regulations, approval and monitoring relating to development through periodic reviews and amendments in addition to those specific to disaster.

Effective Disaster Risk Management Strategy A comprehensive disaster risk management strategy, actively involving stake-holders at all levels of government as well as the private sector, local communities and civil society, is required to implement the legislative framework and to provide coordination and monitoring mechanisms and arrangements. Individual disaster risk reduction actions and programs need to be located within this strategy, rather than treated as discrete, individual measures. Moreover, the strategy needs to indicate specific entry points and mechanisms for mainstreaming disaster risk reduction concerns into both the broader development agenda and the design and implementation of individual development initiatives.

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Raichur District Disaster Management Plan: 2020 Ensuring Social Inclusiveness in Disaster Risk Management Importance of social inclusion for DRM was discussed earlier in considerable detail. Inclusive DRM is about equality of rights, equal opportunities and the dignity of the individual irrespective of social background, community, age, gender or disability. Social inclusion is also a cross cutting theme that needs to be an integral part of the mainstreaming efforts. A detailed list of Sub-Thematic Areas for Action (Sub-TAAs) and responsibility framework has been provided in the chapter on social inclusion. Mainstreaming social inclusion in DRM must be based on the approach discussed in detail there and it is not necessary to reiterate it here.

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

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Institutional Arrangements and Capacity for Disaster Risk Management DRR is a crosscutting responsibility that needs to be ‘owned’ by all government agencies in the state rather than by a single nodal department or agency designated for DRM. That requires the institutions to explicitly recognise the DRR requirements and pay attention to implementing adequate institutional arrangements required for addressing relevant accountability and responsibility concerns. The nodal agencies at state level must provide leadership, determine broad disaster risk management policies, oversee implementation and advocate for the inclusion of disaster risk reduction concerns in broader development. The capacity development shall cover all aspects such as institutional, human, community and technology applications.

Intra-Government Coordination and Integration Since there are multiple line agencies, sectors and levels of administration involved in development initiatives at state levels, mechanisms of inter-agency coordination and integration must be strengthened to ensure that locally identified needs are reflected in higher-level plans and strategies. The inter-departmental and inter-ministerial coordination or horizontal coordination is important given the crosscutting nature of DRR and the potential implications of one agency’s decisions on another.

Budget Allocations Integration of disaster risk concerns into government budgets should be tackled from two angles, ensuring that levels of public expenditure on risk reduction are sufficient and that there are adequate financial arrangements to manage the residual risk. The presence of residual risk implies a continuing need to develop and support effective capacities for emergency services, preparedness, response and recovery, together with socioeconomic policies such as safety nets and risk transfer mechanisms, as part of a holistic approach. While there are certain budgetary allocations to partially address requirements of relief (e.g., National Disaster Response Fund, State Disaster Response Fund), the mainstreaming of DRR requires each ministry, department and state to make adequate provision for DRR as an integral part of the main budget by ensuring that all the major activities have incorporated DRR.

Changes in Project Appraisal

DRR consideration must become part of the appraisal processes of various development projects to ensure that development gains are sustainable and to ensure that DRR components and development components of projects are mutually reinforcing. There are some examples of how development projects have been implemented by properly recognising and without underestimating risks, thereby avoiding the creation of new risks (e.g., adequately factoring in seismicity, properly estimating flooding probabilities, ensuring restrictions against urban sprawl into industrial hazard-prone areas, strengthening land-use regulations by incorporating hazard risk adequately). The project evaluations at different stages from concept stage to detailed project report for implementation needs to be as much informed by hazard likelihoods as possible. The project appraisals and Environmental Impact Assessment (EIA) should include DRR and climate change concerns a lot more

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Raichur District Disaster Management Plan: 2020 systematically than is usually done currently in many parts of the world. Changes must be incorporated in the budget approval and financial sanctioning procedures employed by the Expenditure Finance Committee (EFC) and the Standing Finance Committee (SFC) to make DRR evaluation mandatory.

Setting Targets, Timeframes and Indicators Capacity to monitor and evaluate disaster risk reduction initiatives, generate hard evidence on related inputs, outputs, results and impacts, and learn lessons for the future is an essential component of the enabling environment for mainstreaming. Although mainstreaming is essentially continuous and pervasive, it is necessary to set targets to achieve DRR outcomes along with appropriate timeframes, responsibility frameworks and measurable indicators. Again, it must be recognised that all these apply to all aspects and sectors of development and governance as mainstreaming will be an ongoing and unending process that would become more and more tightly interwoven into all developmental initiatives. Nevertheless, given the fact that DRR mainstreaming had a very slow start, it is necessary to proceed in a phased manner with the initial phase focussing on how to incorporate it into the overall plans, followed by the setting medium and long-term goals. Basically, the phasing should be consistent with the priorities set in the SDMP in terms of short, medium and long-term goals. What needs to be done by the state and districts are described in a broad manner in the chapter on the responsibility framework for building disaster resilience.

Implementation Mainstreaming is the internalisation of risk awareness and incorporation of risk reduction measures into the main or the overall policies and programmes within and outside government. The SDMP can only provide broad perspective on mainstreaming DRR. Each ministry, department, state and district agencies must review current programmes to include DRR to the extent possible cost effectively within their main budget and ensure comprehensive appraisal of all new initiatives (policies, plans, programmes, projects, etc.) based on the perspectives provided in the SDMP. DRR is a common theme among the post-2015 global frameworks and SDMP emphasises the benefits of building coherence and mutual reinforcement among all national efforts associated with these frameworks, which involves many elements going beyond the SDMP into the domain of larger developmental efforts. Implementation of depends on how all these considerations have been woven into the main activities as integral to them and not as separate components under the DMP of each. From all this, it should be clear that SDMP as a standalone document cannot provide details of how different central ministries and state governments will be mainstreaming DRR, which will be through tight integration of DRR in the main plans. The SDMP provides in different sections and sub-sections, Thematic Areas for Action (TAA) and Sub-TAA’s relevant to mainstreaming of DRR.

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Raichur District Disaster Management Plan: 2020 Chapter 6 Building Disaster Resilience – An Overview Introduction This chapter is essentially a prelude to the detailed responsibility framework for realising DRR and building resilience presented in the next chapter. This task includes almost all aspects of pre-disaster risk management. The complex and extensive nature of the tasks is summarised in this chapter and the detailed responsibility framework is described in the next chapter. The planning framework is provided in the form of responsibility matrix has brief description of the actions, the list of key agencies responsible from the state and districts and the time frames. Four categories of time frames are:  Recurring/ Regular (day-to-day)  Short Term (T1, 2018 to 2022)  Medium Term (T2, 2018 to 2027)  Long Term (T3, 2018 to 2030)

It must always be understood that the time frames T1, T2, and T3 run concurrently in most cases and not necessarily sequentially. Of course, there will be some tasks which can begin only when certain pre-requisites are satisfied or can be implemented sequentially in phases, while there are some which must be started at the earliest for it to be completed within the time frame. The goal is to implement as many as by 2030.

After the paradigm shift from an approach to addressing disasters that weighed heavily on relief and response to a radically different one based on DRR and preparedness, there has been another major shift, partly incremental and partly dramatic, towards building disaster resilience. This global shift centres on disaster risk management rather than disaster management. The principal features of this trend are enhancing resilience through reducing risks, better preparedness, systematic understanding of hazards, minimising the creation of new risks as part of development, investing significantly in DRR, improving governance and mainstreaming DRR. The DM Act 2005 and the National Policy 2009 had made a paradigm shift towards proactive disaster management by laying emphasis on long-term DRR. The global frameworks – Hyogo (2005-15) and Sendai (2015-30) – signify calibrated shift towards internalisation of DRR and making DRM an integral part of development initiatives.

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

 Conforming to the national legal mandates – the DM Act 2005 and the NPDM 2009  Leading the global efforts in DRM to mutually reinforce and achieve coherence of the three major Post-2015 global agreements – Sendai, SDG and COP21 (Paris Agreement)  Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities

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Raichur District Disaster Management Plan: 2020  Social inclusion as a ubiquitous and cross-cutting principle  Mainstreaming DRR as an integral feature

This chapter describes various Thematic Areas (TA) for DRM, the related Sub-Thematic Areas (sub-TA) for DRM and the responsibility framework envisaged for implementation. A major component of DRM, undoubtedly, are various types of mitigation measures. The DM Act 2005 defines "Mitigation" as measures aimed at reducing the risk, impact, or effects of a disaster or threatening disaster situation.” Goal of mitigation is to minimize risks from multiple hazards and the threats from individual hazards need not always occur in isolation. At times, a hazardous event can trigger secondary events. For example, an earthquake can produce a tsunami or may create flooding or landslides. Similarly, cyclones often lead to flooding and various other cascading events spread over an area wider than the primary event. In addition, demographics, nature of human settlements, and effects of global climate change can magnify the vulnerability of the communities at risk. The DM Plan focuses on enhancing the mitigation capabilities for multiple hazards, their likely cascading effects. The plan also various other ‘indirect’ mitigation measures which must become part of the overall developmental initiatives, plans and programmes.

Thematic Areas for Disaster Risk Management (TA for DRM) The DMP, incorporates key principles enunciated in the DM Act, National Policy, the three major post- 2015 global frameworks, the PM’s Ten Point Agenda, a special focus on social inclusion and an emphasis on mainstreaming. The guiding principles of Sendai Framework states that disaster risk reduction requires responsibilities to be shared by different divisions of governments and various agencies. The effectiveness in disaster risk reduction will depend on coordination mechanisms within and across sectors and with relevant stakeholders at all levels. For each hazard, the approach used in this state plan incorporates into the planning framework the key themes enunciated in the Sendai Framework and additional ones based on a broader approach to DRM elaborated earlier. These are grouped under the following six Thematic Areas for DRM:

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

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

Understanding Risk This Thematic Area for DRM focuses on understanding disaster risk, the Priority-1 in the Sendai Framework and integrates into it numerous actions needed for strengthening disaster resilience. The major themes for action are: a) Observation Networks, Information Systems, Research, Forecasting,

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Raichur District Disaster Management Plan: 2020 b) Zoning/ Mapping, c) Monitoring and Warning Systems, d) Hazard Risk and Vulnerability Assessment (HRVA), and e) Dissemination of Warnings, Data, and Information. Having adequate systems to provide warnings, disseminate information, and carry out meaningful monitoring of hazards are crucial to disaster risk reduction, and improving resilience. They are also an integral part of improving the understanding of risk.

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

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

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

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

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

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

This chapter covers the hazards and disaster situations listed below:

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

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

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

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

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

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

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

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

7.1.1 Inter-Agency Coordination Flood Inter-Agency Coordination Sub- State Agencies, District and their Thematic Responsibilities Area for State# Responsibility – State District Responsibility – District DRR Revenue Recurring/ Regular DDMA, DEOC,  Preparation and implementation of DM Department(D  Preparation and implementation of DM plans PRIs, ULBs, plans and ensure the functioning of M), WRD, and ensure the functioning of agencies with Neeravari Nigam, agencies with DM tasks 1 Overall SDMA,SEOC, DM tasks  All aspects of disaster risk management disaster CWC,  All aspects of disaster risk management and and mainstreaming DRR governance KSNDMC, mainstreaming DRR  Work in coordination with other  Ensuring coherence and mutual departments. reinforcement of DRR, CCA and  Maintain IDRN information base for development resource identification and deployment.

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Revenue Recurring/ Regular DDMA, District Recurring/ Regular 2 Response Department(D  Activate Incident Response Teams at all Crisis Committee,  Activate Incident Response Teams at M), SDMA, level District Incident all level NDRF,SDRF,  Organising and coordinating the immediate Response team,  Organising and coordinating the Homeguards, response towards rescue, relief & Indian Red Cross, immediate response towards rescue, KSFE&S, rehabilitation NGOs, SHGs, relief & rehabilitation Civil Defense,  Provide necessary resources in terms of CBOs, Voluntaries  Provide necessary resources in terms of IRT, State material, manpower and monetary support material, manpower and monetary crisis  Coordinate with central agencies for the support committee , necessary support  Coordinate with state agencies for the Police necessary support  Mobilize necessary resources from govt, private, NGOs & community for response activities

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

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

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

Medium Term (T2) DDMA Ensure availability of Revenue Ensure availability of PWD, shelters, undertake proper 3 Multi-purpose Flood Shelters Department(DM), shelters, undertake Panchayats, ULBs, maintenance, and make SDMA, PWD, Education proper maintenance, and Dept. of Education, arrangements to supportthe department, make arrangements to Muzarayi dpt people shifted to temporary support the shelters people shifted to temporary

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shelters

Recurring/ PWD, WRD, PRIs,  Coordination and Waterways and drainage Revenue Regular Coordination and ULBs, UDAs, cooperation with the state 4 systems for roads, highways, Department(DM), cooperation with the agencies and ensure and expressways SDMA, PWD, UDD, central agencies and proper ensure proper alignment and alignment and design in all district design in all state projects projects  implement proper roads geometric designs Recurring/ Regular Dam safety monitoring Recurring/ Regular Enhancing the safety of dams Revenue  Carry out measures to cell, WRD, DMG  Carry out measures to 5 and reservoirs Department(DM), increase safety, reduce increase safety, reduce risks SDMA, IRD, WRD, risks from flooding from flooding Mines & Geology,  Undertake pre- and Undertake pre- and post- Directorate of Ground post-monsoon monsoon inspections of water, Dam safety inspections of dams dams andreservoirs monitoring cell and reservoirs Monitor the implementation of safety enhancements in accordance with norms

Flood Structural Measures Sub-Thematic Area for DRR State Agencies, District and their Responsibilities State# Responsibility – State District Responsibility – District  Monitor the implementation of WRD, Recurring/ Regular safety enhancements in MI,RDPR, Lake Implementation as per norms accordance with norms development authority, ULBs

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

Institutions (IISc, NITK, NIRMS etc.,) Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role. 7.1.4 Investing in DRR – Non-StructuralMeasures Flood Non-Structural Measures Sub-Thematic Area for DRR State Agencies, District and their Responsibilities State# Responsibility – State District Responsibility – District Recurring/ Regular  Adoption of revised reservoir DDMA,  Implementing land-use regulation operation manuals  Regulation and enforcement of Revenue ULBs, PRIs for low lying areas as per flood  Guidance and Support laws, norms, regulations, Department(DM), control norms  Oversight and monitoring of guidelines including IMD, IRD, WRD,  Regulation of inhabitation of low- compliance with coastal zone laws 1  Regulation for SDMA, DFIN, lying areas along the rivers, nallas  Promote institutional mechanisms reservoir PWD anddrains for sharing forecasts, warnings, management  Implementing flood data, and information  Integrated Water management actionplan  Regulatory framework for flood Resources  Enforcing building codes plain zoning and flood inundation Management(IWRM) and regulations management  RiskTransfer Review and modification of

operation manuals for all major Recurring/ Regular dams/reservoirs  Implementing land-use regulation

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for low lying areas as per flood  Support and cooperate with control norms centra/statel agencies; Sponsor  Regulation of inhabitation of low- state-specific efforts; support local lying areas along the rivers, nallas efforts; Cooperate with anddrains centralefforts  Implementing flood management Prevention and removal of actionplan encroachment into the waterways  Enforcing building codes and natural drainage systems and regulations  Review and modification of operation manuals for all major dams/reservoirs

Flood Non-Structural Measures Sub-Thematic Area for DRR State Agencies, District and their Responsibilities State# Responsibility – State District Responsibility – District  Support and cooperate with central agencies; Sponsor state-specific efforts; support local efforts; Cooperate with centralefforts  Prevention and removal of encroachment into the waterways and natural drainage systems

Revenue Medium Term (T2) DDMA, Medium Term (T2) 2 Regulations to promote flood Department(D  Revise and implement the relevant PRIs, ULBs Update and implement the relevant resilient buildings and M), SDMA, rules in flood prone areas rules in flood prone areas infrastructure PWD, Irrigation dept.,

Short Term (T1) DDMA, Medium Term (T2)  Wetland conservation Revenue  Discourage reclamation of PRIs,  Action plan managing wetlands and restoration Department(D wetlands, natural depressions ULBs, and natural drainage systems for  Catchment Area M),RD, Medium Term (T2) WRD, flood moderation Treatment/Afforestation SDMA, Forest  Action plan managing wetlands Irrigatio Long Term(T3) 3 & Ecology, and natural drainage systems for n dept.,  Implementation of watershed Agriculture flood moderation management including catchment dept., WRD Long Term (T3) area treatment andafforestation  Implementation of watershed programmes

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management including catchment area treatment andafforestation programmes Revenue Recurring/ Regular DDMA, Recurring/ Regular 4 Public Private Partnerships Department(D Promote private participation in PRIs, ULBs, Promote private participation in M), SDMA, disaster management facilities disaster management facilities Corporate bodies Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role.

7.1.5 CapacityDevelopment Flood Capacity Development Sub-Thematic Area State Agencies, District and their for DRR Responsibilities Centre# Responsibility – Centre State# Responsibility – State Revenue Dept(DM), Recurring/ Regular DDMA, DTIs, Recurring/ Regular Training and SDMA,ATI-CDM, Training and orientation PRIs,ULBs, Police orientation programs for govt. Engineering programs for state govt. Dept, Community staff , professionals, NGO, SHG, Training Institutes, staff, , professionals for based training Elected representatives for 1 Training SIRD, Police veterinary care and support to centers, Education veterinary care and support to disaster- Training Academies, disaster-affected animals Dept, Agri and affected animals KSFES, SDRF, Recurring/ Regular Horticulture Dept. Recurring/ Regular NDRF, University of Incorporating disaster response, Animal husbandry Incorporating disaster response, Agri and search and rescue in in the Dept, Health Dept search and rescue in in the training Horticulture, Animal training programs of programs of husbandry Dept, youth such as village volunteers, youth such as village volunteers, and Health Dept and for protection of disaster- for protection of disaster-affected affected animals animals Revenue Dept(DM), Medium Term (T2) DDMA,DTIs, Medium Term (T2) Introduction of SDMA,ATI-CDM, Update curriculum for Engineering Training Crisis Management, emergency Engineering undergraduate engineering Institutes, Education Dept. medical response/recovery and trauma Training Institutes, courses to include topics management at Diploma Education Dept. relevant for flood Risk /UG/ PG levels for Health Professionals Universities, Management Recurring/ Regular Curriculum Research institutes, Medium Term (T2) Improving curriculum periodically 2 Development State Boards of Introduction of Crisis using new technologies Education, Management, emergency

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Professional Bodies/ medical response/recovery and Councils,Health trauma management at Diploma Department, /UG/ PG levels for Health Professionals Recurring/ Regular Improving curriculum periodically using new technologies Revenue Dept(DM), Medium Term (T2) DDMA, DTIs, PRIs, Medium Term (T2) SDMA,ATI-CDM,  Carry out mass ULBs  Carry out mass mediacampaigns Awareness KSNDMC, mediacampaigns  Promote culture of disaster risk 3 Generation IRD,WRD, KSFES,  Promote culture of disaster prevention, mitigation, and SDRF, SDRF, risk prevention, mitigation, betterrisk management F&ES, Civil and betterrisk management Promote attitude and behaviour defence, Police,  Promote attitude and change in the awareness behaviour change in the campaigns/IEC awareness campaigns/IEC  Promote use of insurance/ risktransfer  Promote CommunityRadio  Strengthening network of civil society organizations for awareness generation about DRR andDM Information on care and protection of disaster-affectedanimals

Flood Capacity Development Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State# Responsibility – State  Promote use of insurance/ risktransfer  Promote CommunityRadio  Strengthening network of civil society organizations for awareness generation about DRR andDM Information on care and protection of disaster- affectedanimals

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Mock Recurring/ Regular Joint Recurring/ Regular Joint planning and 4 Drills/ planning and execution of execution of emergency drills Exercises emergency drills

Recurring/ Regular Recurring/ Regular Vocational Revenue  Conduct trainingprogrammes  Conduct trainingprogrammes 5 Training/ Skill Department(DM),  Develop a team of Trainer- Develop a team of Trainer-of- Development SDMA, DDMA, of-Trainers for different Trainers for different trades RD, SLSDA trades relevant to flood- relevant to flood- resistantconstruction resistantconstruction Recurring/ Regular Recurring/ Regular Empowering Revenue Incorporating gender Incorporating gender sensitive 6 women, Department(DM), sensitive and equitable and equitable approaches in marginalised, and SDMA, RD, SIDM, approaches in capacity capacity development covering persons with ATI, development covering all all aspects of disaster disabilities and other state- aspects of disaster management at the state, level management at the state, district, and local levels institutions, district, and local levels DDMA, Panchayats, ULBs Recurring/ Regular Recurring/ Regular  Strengthen ability of  Strengthen ability of communities communities to manage and to manage and cope with disasters Community- Revenue cope with disasters based on based on a multi-hazard approach 7 Based Disaster Department(DM), a multi-hazard approach  Strengthen ability of communities Management SDMA, RD, DDMA,  Strengthen ability of to manage and cope with disasters Panchayats, ULBs communities to manage and based on a multi-hazard approach cope with disasters based on  Training for panchayat, SHG, a multi-hazard approach NCC,NSS, Youth, local  Training for panchayat, communityorganizations SHG, NCC,NSS, Youth, local communityorganizations

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

Raichur District Disaster Management Plan: 2020

7.1.6 Climate Change RiskManagement Flood Climate Change Risk Management Sub-Thematic Area State Agencies, District and their for DRR Responsibilities State Responsibility – State Recurring/ Continuous Recurring/ Continuous  Support national risk  Support national risk reduction efforts related reduction efforts related toGACC toGACC  Coordination with centralagencies  Coordination with centralagencies Research, Revenue  Sponsor and promote state-  Sponsor and promote state- Forecasting / Early Department(DM), specific efforts and local efforts specific efforts and local efforts Warning, Data Irrigation Dept./ for GACC mitigation for GACC mitigation Management, WRD*, SDMA, andadaptation andadaptation Zoning, Mapping AGD, FIHD, Short & Medium Term (T1, Short & Medium Term (T1, DDMA, Panchayats, T2) Document state-specific T2) Document state-specific ULBs GACC impacts and coping GACC impacts and coping mechanisms mechanisms 1 Medium & Long Term (T2, T3) Medium & Long Term (T2, T3)  Promote state-specific studies  Promote state-specific studies on enhanced risks (economic, on enhanced risks (economic, social, etc.) under different social, etc.) under different GACC impact scenarios GACC impact scenarios  Promote research studies with Promote research studies with State specific contexts on GACC State specific contexts on GACC and consequent changes inhazards and consequent changes inhazards

Raichur District Disaster Management Plan: 2020

Flood Climate Change Risk Management Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State Responsibility – State Recurring/ Continuous Recurring/ Continuous  Undertake HRVCA as part of  Undertake HRVCA as part of preparing and periodic revision of preparing and periodic Hazard Risk DMplans revision of DMplans Vulnerability and Revenue  Develop strategies for structural and  Develop strategies for structural Capacity Assessment Department(DM), non-structural measures based and non-structural measures (HRVCA) SDMA, onHRVCA based onHRVCA RD, Irrigation Dept. / Medium Term (T2) Assess GACC Medium Term (T2) Assess WRD risks of vulnerable and GACC risks of vulnerable and marginalisedsections marginalisedsections

Recurring/ Continuous Recurring/ Continuous  Sensitisation and awareness  Sensitisation and creation awareness creation Revenue  Support national CCA efforts  Support national CCA efforts Department(DM),  Coordination with centralagencies  Coordination with centralagencies Climate Change SDMA,  Sponsor and promote state-specific  Sponsor and promote state- Adaptation (CCA) IRD/WRD*, efforts and local efforts for GACC specific efforts and local efforts FED, RDD, mitigation andadaptation for GACC mitigation DSJE, DDMA, Short –Term (T1) Develop andadaptation Panchayats, ULBs local adaptation strategies and pilot Short –Term (T1) projects Develop local adaptation Medium & Long Term (T2, T3) strategies and pilot projects  Sponsor and promote state-specific Medium & Long Term (T2, efforts and localefforts T3)  Implementation of GACC  Sponsor and promote state- adaptationprograms specific efforts and localefforts  Promote appropriate combinations of  Implementation of Green and Blueinfrastructure GACC Approach adaptationprograms  Integrate adaptive measures in social  Promote appropriate protection programmes for the combinations of Green and vulnerablegroups Blueinfrastructure

Raichur District Disaster Management Plan: 2020

Approach  Integrate adaptive measures in social protection programmes for the vulnerablegroups

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

Raichur District Disaster Management Plan: 2020

Assessment, Revenue Recurring/ Regular DDMA, KSDA, Fodder availability, areas with likely Monitoring, department(DM), Coordinate with central agencies in the KSRSAC, AHVS, shortage/abundant supply. 2 Forecasting, SDMA, RD, Agri compilation, for refining forecast KSNDMC, Coordinate with central agencies in the Early Dept, IMD, Water accuracy for the region, and analysis of Horticulture dept, compilation, for refining forecast Warning Supply Dept., SAUs all the drought, water deficit, and crop Water supply accuracy for the region, and analysis of in collaboration with related data department, SAUs, all the drought, water deficit, and crop central agencies  Ensure functioning of KSNDMC under related data KSRSAC, control of SDMA with requisite  Ensure functioning of KSNDMC under KSNDMC, facilities and staff to continuously control of SDMA/KSNDMC with Horticulture dept. monitor water availability in the requisite facilities and staff to Animal Husbendry drought-prone blocks after likelihood of continuously monitor water availability drought. in the drought-prone blocks after  Separately, at the end of SW and NE likelihood of drought. monsoon, as applicable, prepare and  Separately, at the end of SW and NE update a robust database of micro-level monsoon, as applicable, prepare and details on rainfall, reservoir/ lake water update a robust database of micro-level levels, surface water/ ground water, details on rainfall, reservoir/ lake water soil moisture, sowing/ crop conditions levels, surface water/ ground water, soil and socio-economic factors moisture, sowing/ crop conditions and  Separately, at the end of SW and NE socio-economic factors monsoon, prepare crop advisory for  Separately, at the end of SW and NE blocks that are likely to face water monsoon, prepare crop advisory for deficit blocks that are likely to face water  Separately, at the end of SW and NE deficit monsoons, prepare comprehensive  Separately, at the end of SW and NE water conservation, re-distribution monsoons, prepare comprehensive and management plan for the areas in water conservation, re-distribution and the state that are likely to experience management plan for the areas in the water deficit state that are likely to experience water deficit

Drought Understanding Risk Sub-Thematic Central/ State Agencies and their Area for DRR Responsibilities State# Responsibility – State

Raichur District Disaster Management Plan: 2020

Revenue Short Term(T1) DDMA , Revenue Short Term(T1) department(DM),  Monitor key indicators for drought department(DM), ,  Monitor key indicators for drought SDMA, declaration with the support of KSNDMC, Agri declaration with the support of KSNDMC, Agri relevant Central/ State agencies/Dept. dept, Horti dept, relevant Central/ State Drought dept, Horti dept,  State Govt. to issue a formal Animal husbandry, agencies/Dept. 3 Declaration Animal declaration of drought affected areas WRD, KSRSAC,  Notify drought - Kharif by 30 husbandry, WRD, after which Collector will notify the October; Rabi by 31March KSRSAC, district and talukas affected and  Early season drought: In the end of initiate drought response measures July as per recommended criteria  Notify drought - Kharif by 30  Mid-Season drought in the end of October; Rabi by 31March August  Early season drought: In the end of  Drought assessment and July as per recommended criteria recommendation by the concerned  Mid-Season drought in the end of districts where pre-monsoon (early August sowing areas) crops are grown  assessment and notification of Drought by the state for the districts/taluks where pre- monsoon(early sowing areas) crops are grown

Drought Understanding Risk Sub- Central/ State Agencies and their Thematic Responsibilities Area for State# Responsibility – State DRR Revenue Recurring/ Regular DDMA , Revenue Recurring/ Regular Hazard Risk department(DM), Promote studies, documentation department(DM), ,  Undertake HRVCA as part of Vulnerability SDMA, and research KSNDMC, Agri dept, preparation/ revision of DMP and Capacity KSNDMC, Agri Studies on vulnerabilities and Horti dept, Animal  Estimate vulnerability of crops to 4 Assessment dept, Horti dept, capacities covering social, physical, husbandry, WRD, rainfall uncertainties (HRVCA) Animal economic, ecological, gender, social KSRSAC, Social Short Term (T1) husbandry, WRD, inclusion and equity aspects Welfare Dept, Constitute/ strengthen the mechanisms KSRSAC,  Provide technical support and PRIs, ULBs, for consultation with experts and guidance for comprehensive stakeholders HRVCA

Raichur District Disaster Management Plan: 2020

Recurring/ Regular DDMA, Conduct research through the university Revenue Conduct research through the GKVK/ZARS In system to cope with water deficit, to 5 Research department(DM), university system to cope with water collaboration manage crops with less water, improve SDMA, KSNDMC, deficit, to manage crops with less with SAU’s In water conservation programs, enhance Agri dept, Horti water, improve water conservation collaboration the productivity of dryland/ rainfed dept, Animal programs, enhance the with CRIDA & farming husbandry, WRD, productivity of dryland/ rainfed farming ICRISAT, KSRSAC,SAUs in collaboration with CRIDA & ICRISAT, NRAA, ATI- CDM, SIRD 6 Disaster Data Revenue Recurring/ Regular DDMA , Revenue Recurring/ Regular collection and department(DM), Systematic management of data on disaster department(DM), , Systematic management of data on disaster Management SDMA, KSNDMC, damage and loss assessments. KSNDMC, Agri dept, damage and loss assessments. Agri dept, Horti Short Term (T1) Horti dept, Animal Short Term (T1) dept, Animal Disaster Damage and Losses in the husbandry, WRD, Disaster Damage and Losses in the previous husbandry, previous decade (baseline) KSRSAC, Social decade (baseline) Welfare Dept, PRIs, ULBs, Notes: Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. 7.2.2 Inter-AgencyCoordination Drought Inter-Agency Coordination Sub- Central/ State Agencies and their Thematic Responsibilities Area for State# Responsibility – State DRR Revenue Recurring/ Regular DDMA, Agri dept, Recurring/ Regular department(DM),  Preparation and implementation of drought Horticulture dept,  Preparation and implementation of 1 Overall SDMA, management plans and ensure the functioning PRIs, ULBs, Water drought management plans as part disaster KSNDMC, Agri of agencies with DM tasks supply Dept, Animal of DDMP governance dept, Horti dept,  All aspects of disaster risk management and husbendry,  All aspects of disaster risk Animal mainstreaming DRR management and mainstreaming husbandry,  Ensuring coherence and mutual reinforcement DRR. WRD, KSRSAC, of DRR, CCA and development  Review and monitoring DRR.  Ensuring coherence and mutual reinforcement of DRR, CCA and development

Raichur District Disaster Management Plan: 2020

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

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

Raichur District Disaster Management Plan: 2020

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

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

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

Drought \Structural Measures

Raichur District Disaster Management Plan: 2020

Sub- Central/ State Agencies and their Thematic Responsibilities Area for State# Responsibility – State DRR Revenue  Water harvesting and storage Revenue department(DM),  Water harvesting and storage Water department( structures DDMA, PRI, ULBs, WRD, structures 2 Conservation DM),  Check dams, reservoirs with Agri dept, Horti dept, Animal  Check dams, reservoirs with Structures SDMA, excess capacity husbandry, Forest dept. excess capacity KSNDMC,  Groundwater recharge Groundwater recharge IMD, Agri augmentation systems augmentation systems dept, Horti  De silting of reservoirs and De-silting of reservoirs dept, Animal tanks. and tanks. husbandry, WRD, KSRSAC,IR D,Horticultu re dept, Forest dept. WDD, Ground water directorate Revenue Ensure rainwater harvesting and DDMA, PRI, ULBs, WRD, Ensure rainwater harvesting and 3 Social department( storage in the social housing schemes KHB, RGHC and other housing storage in the social housing Housing DM), especially in drought- development agencies. schemes especially in drought- Schemes SDMA, PRI, prone areas prone areas UDD, WRD, KHB, RGHC and all housing agencies Notes: Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

Raichur District Disaster Management Plan: 2020

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

Raichur District Disaster Management Plan: 2020

Drought Non-Structural Measures Sub-Thematic Area Central/ State Agencies and their Responsibilities for DRR State# Responsibility – State assessments at the end of monsoon (SW or NE as applicable)  Drought-Proofing Revenue Recurring/Regular DDMA, Recurring/Regular department(DM),  Promote water efficient PRI, ULBs, WRD,  Implement water efficient irrigation Promote water SDMA, irrigation systems (sprinklers, AHD, SAU, EFD, systems (sprinklers, drip etc.) conservation, KSNDMC, IMD, drip etc.) Agri dept, Horti  Implement protective irrigation harvesting, efficient Agri dept, Horti  Promote protective dept, Animal through micro irrigation systems 2 irrigation, dept, Animal irrigation through micro husbandry, Horti  Provide advice to farmers to cope with afforestation husbandry, Horti irrigation systems dept, drought, crop management under dept, Water shed  Provide advice to farmers to drought conditions, and efficient water department, cope with drought, crop management SAU, management under drought  Training / awareness creation in conditions, and efficient water water and soil moisture management conservation  Training in water and soil  Implement village-level information moisture conservation systems for natural resource  Promote village-level management information systems for natural Afforestation and other options resource management using economically  Afforestation and other usefulvegetation. options using economically  Strengthening of water users useful vegetation group. Implementation of protected cultivation Treatment and re-use of waste water in peri-urban agriculture Roof water harvesting

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Recurring/ Regular DDMA, Agri dept, Recurring/ Regular  Need-based credit NABARD, DLBC,  Need-based credit Revenue  Promote financial inclusion AHVS, Insurance  Promote financial inclusion department(DM)  Monitor the availability of credit companies,  Monitor the availability of credit and Agricultural credit, , SDMA, Agri and other financial support from Horticulture dept, other financial support from banks and agricultural inputs, dept, State Rural banks and other financial KSRSAC, other financial institutions to farmers in 3 finance, marketing, Coop. Banks, institutions to farmers in drought- KSNDMC, drought- prone areas and crop insurance Rural Banks, prone areas Nationalized  Ensure the insurance programmes NABARD,  Ensure the insurance Bank, Cooperative reach the target audiences (especially SLBC, Insurance programmes reach the target and rural bank, dryland/ rainfed farmers) and companies, audiences (especially dry-land/ Dept of dependent agricultural labor horticulture dept, rain-fed farmers) and Agriculture  Marketing support KSRSAC,KSND dependent agricultural labor Marketing, Ensuring availability of quality MC, Agriculture  Marketing support Farmers Producers agricultural inputs. Price  Ensuring availability of quality organizations,  Ensure Cattle Insurance reach the Commission, agricultural inputs SHGs, Micro- target beneficiary. e-governance, finance Department of Economics & Statistics, Dept of Agriculture Marketing

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

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

7.2.5 CapacityDevelopment Drought Capacity Development Sub-Thematic Area Central/ State Agencies and their for DRR Responsibilities State# Responsibility – State Revenue Short Term(T1) KVK, DATC, Short Term(T1) department(DM  Formulate and implement state DTIs, All Govt  Formulate and implement district ), SDMA, ATI, training and capacity building Training training and capacity building CDM, SDMC, programme for drought management, Institutes programme for drought management, DDMA,KSND especially, better water conservation, especially, better water conservation, MC, integrated water management integrated water management (surface PRI, ULBs, SAU’s (surface and ground water), and and ground water), and cropping (Agri, Horti, Vet), cropping systems systems Center of  Implement different training  Implement different training excellence programmes for officials at various programmes for officials at various 1 Training and Horticulture levels, elected representatives, levels, elected representatives,

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Capacity Building community leaders, civil society community leaders, civil society organizations, animal welfare organizations, animal welfare organizations organizations Medium Term (T2) Medium Term (T2)  Ensure availability of qualified and  Ensure availability of qualified and experienced trainers conversant experienced trainers conversant with with drought mitigation and drought mitigation and management management techniques (crop, techniques (crop, animal care, animal care, integrated water integrated water resources – surface resources – surface and ground and ground water). water)  Professionals for veterinary care and  Professionals for veterinary support to drought-affectedanimals care and support to drought- affectedanimals

Drought Capacity Development Sub-Thematic Area Central/ State Agencies and their for DRR Responsibilities State# Responsibility – State SAU, Dept of Recurring/ Regular SAU, Dept of Recurring/ Regular Education, SBSE,  Include basic aspects of disaster Education, SBSE,  Include basic aspects of disaster management including drought in management including drought in 2 Curriculum graduate and post-graduate courses in graduate and post-graduate courses in Development agriculture and veterinary courses agriculture and veterinary courses offered by state institutions offered by state institutions  Include drought mitigation in Include drought mitigation in secondary and higher secondary secondary and higher secondary schoolcurriculum schoolcurriculum FD, Revenue Recurring/ Regular KVK, DATC, Recurring/ Regular department(DM),  Carry out mass media campaigns RSK, IPRD, RD,  Carry out mass media campaigns SDMA, KSNDMC,  Promote culture of disaster risk DDMA,  Promote culture of disaster risk Agri dept, Horti prevention, mitigation, and better risk PRI, ULBs, prevention, mitigation, and better risk dept, Animal management covering crop and water NGOs, management covering crop and water husbandry, Horti management (including conservation Federations, management (including conservation of

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3 Awareness Generation dept, SAU of surface and groundwater) Krishiksamaj. surface and groundwater)  Promote attitude and behavior  Promote attitude and behavior change change in the awareness in the awareness campaigns/IEC campaigns/IEC  Promote use of insurance/ risk transfer  Promote use of insurance/ risk transfer  Promote Community Radio  Promote Community Radio Inform people about care and protection  Inform people about care and of disaster-affected animals protection of disaster-affected animals Empowering women, Revenue Recurring/ Regular DDMA, PRI, ULBs, Recurring/ Regular marginalized department(DM), Incorporating gender sensitive and KSDA, Agri dept, Incorporating gender sensitive and 4 communities, and SDMA, equitable approaches in capacity Horti dept, Animal equitable approaches in capacity differently abled KSNDMC, Agri development covering all aspects of husbandry, development covering all aspects of persons dept, Horti dept, disaster management SAU, EFD, SWD, disaster management Animal at the state, district, and local levels WCD, Horti Dept, at the state, district, and local levels husbandry, KVK, Health dept. SDMA, WRD, SAU, EFD, SWD, WCD, Health dpt. Revenue Short Term (T1) RD, Short Term (T1) department(DM), Ensure development of state, DDMA, Ensure development of district, 5 Drought Management SDMA, district, block, taluka and PRI,ULBs, All block, taluka and village drought Plans KSNDMC, Agri village drought management departments management plans. dept, Horti dept, plans. Provide advisory to the taluks Animal Provide advisory to the districts having large areas that may face husbandry, having large areas that may face drought/ acute water deficit KSDA, WRD, drought/ acute water deficit KSRSAC, KSNDMC, SAU, EFD

Drought Capacity Development Sub-Thematic Area Central/ State Agencies and their

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for DRR Responsibilities State# Responsibility – State Mainstreaming Revenue Recurring/ Regular PRI, ULBs, Recurring/ Regular 6 drought management department(DM), All state govt. departments/ DDMA, All All state govt. departments/ agencies in developmental SDMA, KSNDMC, agencies will mainstream disaster development depts. will mainstream disaster management plans Agri dept, Horti management efforts efforts dept, Animal in their developmental plans in their developmental plans husbandry, WRD, Social welfare, Women and child development dept, health and family welfare dept.

7.2.6 Climate Change RiskManagement

Drought Climate Change Risk Management Sub-Thematic Area Central/ State Agencies and their for DRR Responsibilities State# Responsibility – State

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Recurring/ Continuous DDMA, Recurring/ Continuous Revenue  Support national risk reduction efforts PRI, ULBs, SLRTI,  Support national risk department( related to GACC Agri dept, Horti reduction efforts related to Research, DM),  Coordination with central agencies dept, Animal GACC Forecasting, Data SDMA,  Sponsor and promote state- specific husbandry, KSDA,  Coordination with 1 Management, KSNDMC, efforts and local efforts for GACC WRD,KVK, COE, central agencies Zoning, Mapping Agri dept, mitigation and adaptation PCB.  Sponsor and promote Horti dept, Short Term (T1) district- specific efforts and Animal  Document state-specific GACC impacts local efforts for GACC husbandry, and coping mechanisms mitigation and adaptation WRD,  Take initiatives to promote drought Short Term (T1) , SLRTI, SAU’s, resistant crops  Document district-specific IISc, EMPRI,  Promote local weather-based insurance GACC impacts and coping KSPCB mechanisms and agricultural practices mechanisms Medium & Long Term (T2)  Take initiatives to  Promote state-specific studies on enhanced promote drought risks (economic, social, etc.) under resistant crops different GACC impact scenarios  Promote local weather-  Promote research studies with State based insurance specific contexts on GACC and mechanisms and consequent changes in agricultural practices hazards. Medium & Long Term (T2)  Promote District-specific studies on enhanced risks (economic, social, etc.) under different GACC impact scenarios  Promote research studies with District specific contexts on GACC and consequent changes in hazards. Drought Climate Change Risk Management

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Sub-Thematic Central/ State Agencies and their Area for DRR Responsibilities State# Responsibility – State Recurring/ Continuous IRD, KSDA, DSJE, Recurring/ Continuous Hazard Risk Revenue Undertake HRVCA as part of preparing and SLRTI, Agri dept, Undertake HRVCA as part of Vulnerability department(DM periodic revision of DM plans Horti dept, Animal preparing and periodic revision and Capacity ), SDMA, Short Term (T1) husbandry, Dept of of DM plans 23 Assessment KSNDMC, Agri  Impact assessment, economic and social Economics and Short Term (T1) (HRVCA) dept, Horti dept, risks under GACC and reporting statistics, PRI,  Impact assessment, Animal  Assess GACC risks of vulnerable and ULB’s. economic and social risks husbandry, marginalized sections under GACC and reporting WRD, Medium Term (T2)  Assess GACC risks of IRD, KSDA, Creation of databank and hazard, risk & vulnerable and marginalized DSJE, SLRTI, vulnerability mapping at local level. sections Dept of Medium Term (T2) Economics and Creation of databank and statistics, hazard, risk & vulnerability mapping at local level.

Climate Change Risk Drought Management Sub-Thematic Area Central/ State Agencies and their for DRR Responsibilities State# Responsibility – State Responsibility Revenue Recurring / Continuous DDMA, PRIs, ULBs, Recurring / Continuous Climate department(  Sensitization and Public Awareness Federations, Farmers  Sensitization and Public 4 Change DM),  Capacity building and utilizing organizations, Agri dept, Awareness Adaptation SDMA, traditional knowledge to build eco- Horti dept, Animal  Capacity building and (CCA) KSNDMC, system. husbandry, PWD, WRD, utilizing traditional Agri dept, Short Term (T1) NGOs. knowledge to build eco- Horti dept, Develop Local Adaptation system. Animal Strategies Short Term (T1) husbandry, Medium Term (T2) Develop Local

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WRD,  Implement various water and soil Adaptation Strategies Warehouse Corp, conservation programmes consistent Medium Term (T2) KSPCB, Ecology with anticipated GACC impacts  Implement various water & Forest  Adaptation and mitigation strategies and soil conservation under DM plan for ensuring food programmes consistent security. with anticipated GACC Long Term (T3) impacts  Sponsor state-specific efforts; support  Adaptation and mitigation local efforts strategies under DM plan  Develop climate resilient infrastructure for ensuring food security. Implement efficient water management Long Term (T3) and monitoring systems as part of CCA  Sponsor district-specific in the drought prone areas. efforts; support local  Promote appropriate combinations of efforts Green and Blue infrastructure approach  Develop climate resilient  Integrate adaptive measures in infrastructure Implement social protection programmes for the efficient water vulnerable groups management and monitoring systems as part of CCA in the drought prone areas.  Promote appropriate combinations of Green and Blue infrastructure approach  Integrate adaptive measures in social protection programmes for the vulnerable groups Notes: Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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Heat Wave RiskReduction This section is based on the NDMA guidelines50 for preparation of Heat-wave Action Plan (HAP) listed in Annexure-I. UnderstandingRisk Heat Wave Understanding Risk Sub-Thematic Area State Agencies, District and their Responsibilities for DRR State# Responsibility – State District Responsibility- District Revenue Recurring/ Regular Revenue Department (DM), Recurring/ Regular Department  Support for organising training DDMA, UDD, DWSD, ED, PD,  Support for organising (DM),  Extend technical support EFD, AHD, HD, WCD, PRIs, training SDMA,  Maintaining preventive ULB, KSNDMC, IMD  Implement technical support DRD, UDD, measures as per norms  Maintaining preventive DWSD, ED, Short Term (T1) measures as per norms Observation PD, EFD,  Vulnerability Assessment and Short Term (T1) Networks, AHD, HD, Establishing Heat-Health  Vulnerability Assessment Information WCD, PRIs, Threshold Temperatures and Establishing Heat- 1 Systems, Research, SLRTI,  Strengthening and maintaining Health Threshold Forecasting, Early KSNDMC, monitoring and data logging Temperatures Warning and IMD systems for temperature,  Strengthening and Zoning/ Mapping humidity, etc. required for maintaining monitoring and threshold for heat wave alerts. data logging systems for Medium Term (T2) temperature, humidity, etc. Establish and maintain required for threshold for community-based network for heat wave alerts. sharing alerts Medium Term (T2) Long Term (T3) Establish and maintain Modify or customize warnings community-based network according to thresholds suitable for for sharing alerts the State Long Term (T3) Modify or customize warnings according to thresholds suitable for the District

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Revenue Recurring/ Regular Revenue Department(DM), SDMA, Recurring/ Regular Hazard Risk Department(D  Promote studies, documentation and EFD, DSJE, PRIs, SLRTI,  Promote studies, 2 Vulnerability and M), SDMA, research KSNDMC, KSRSAC, District documentation and research Capacity EFD, DSJE,  Provide Training & Technical NRDMS  Provide Training & Technical Assessment PRIs, SLRTI, support support (HRVCA) KSNDMC,  Studies on vulnerabilities and  Studies on vulnerabilities KSRSAC, capacities covering social, and capacities covering IMD physical, economic, ecological, social, physical, economic, gender, social inclusion and equity ecological, gender, social aspects inclusion and equity aspects  Updating HRVCA  Updating HRVCA  Identification and listing of  Identification and listing of Identifying the vulnerable Identifying the vulnerable population/ communities/ population/ settlements communities/settlements  Identification of groups  Identification of groups requiring special attention requiring special  The state should coordinate with the attention Indian Meteorological Department  Recognize Heat Wave as (IMD) to develop thresholds as well a major Health Risk.  Identifying local academic/research  Map out the High Risk institutes like medical colleges can Communities. provide additional useful partners  Setting up of Public for coordination Cooling Places. Short Term(T1)  Issue Heat wave alerts  Constitute/ strengthen the through different media. mechanisms for consultation with experts and stakeholders  Conduct audit of equipment and human resource requirements

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

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Heat Wave Understanding Risk Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State# Responsibility – State District Responsibility- District  To disseminate the information Recurring/ Regular Revenue Department(DM), received from IMD to the public Revenue Support for DDMA, EFD, SLRTI, at large Department(DM), organising training PRIs, IMD, KSNDMC, Dissemination SDMA, EFD, Extend technical Health & Family Welfare, 3 of warnings, Short Term (T1) SLRTI, support ULBs, data, and  Create awareness preventive measures PRIs, IMD, Short Term (T1) information  Extensive IEC campaigns to create KSNDMC, Health  Create awareness preventive awareness through print, electronic & Family Welfare measures  Extensive IEC campaigns to and social media create awareness through Medium Term (T2) print, electronic and social Specific messages for highly media vulnerable groups such as elderly, Medium Term (T2) young children, outdoor workers  Specific messages for and slum residents highly vulnerable groups such as elderly, young children, outdoor workers and slum residents Notes: Every , department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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7.3.2 Inter-Agency Coordination

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

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 Preparing/Adapting Heat Wave Long Term (T3) Action Plan  Ensuring coherence and mutual  Implementation as per specific reinforcement of DRR, CCA and conditions in the state development Medium Term (T2)  Partnering local institutions with national  Develop a clearly defined institutions interagency emergency / experts response plan with roles and  Adapting HAPs developed in other countries information flows clearly /cities, monitoring and evaluating marked out implementation and impact on mortality and Long Term (T3) morbidity  Ensuring coherence and mutual reinforcement of DRR, CCA and development  Partnering local institutions with national institutions / experts  Adapting HAPs developed in other countries /cities, monitoring and evaluating implementation and impact on mortality and morbidity

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

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Heat Wave Inter-Agency Coordination Sub-Thematic State Agencies, District and their Area for DRR Responsibilities State# Responsibility – State District Responsibility – District  Establishing medical assistance facilities at places of mass gathering Medium Term (T2)  Implement a system of heat alerts to trigger early morning shifts for schools and offices/Rescheduling school and office timings during heat- wave season To construct cool shelters, bus stands, etc that offer shelter from heatwave Recurring/ Regular  Implementing heat action plan, Revenue Revenue  Issue Heat wave alerts and Stockpiling of ORS, creating Medical posts Department(DM weather forecasts on Short/ Department(DM), ), SDMA, RD, DDMA, RD, DRD, at places of mass gathering Medium / Long range duration DRD, UDD, UDD, DWSD, ED, PD,  Deployment of Rapid Medical Response Warnings,  Public awareness and DWSD, ED, EFD, AHD, HD, WCD, Teams 3 Information, community outreach PD, EFD, AHD,  Specific health care for vulnerable groups Data  Coordinating the PRD, PRIs, Department HD, WCD, dissemination of warnings to of Health, Dept of  Take necessary measures, wherever PRD, PRIs all, down to the last mile – Women and Child, applicable Department of remote, rural or urban; NGOs,  Extensive IEC campaigns to create Health, Dept of Regular updates to people in awareness through print, electronic and Women and areas at risk social media Child,  Follow the alerts/warning  Collecting Data /Information and  “Do's-and-Don’ts” during a heat documentation for review/update the wave should be available in local plan languages and disseminated  Promote cool roofs and heat reducing through media. integrated development plans Improving Short Term (T1) the forest coverage and green areas  Collecting Data/Information

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necessary for review/update of the plan

Notes: Every , department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. 7.3.3 Investing in DRR – Structural Measures Heat Wave Structural Measures State Agencies, District and their Responsibilities Sub-Thematic Area for State# Responsibility – State District Responsibility – District DRR Short Term (T1) Short Term (T1) Revenue Revenue  Directive to promote  Directive to promote cool roofs and heat Department(DM), Department(DM), cool roofs and heat reducing integrated development SDMA, PWD, SDMA, PWD, reducing integrated  Strengthening/mainstreaming the Housing Agencies, Housing Agencies, development network medical assistance facilities Forest Dept.,  Strengthening/mainstrea Forest Dept., PRIs,  Temperature forecasts and heat alerts PRIs, KHB, KHB, Health & Heat wave shelters and ming the network will be sent as bulk messages on mobile 1 Health & Family Welfare, other measures medical assistance phones, local electronic media Family Welfare ULBs, PRIs facilities  Electronic screens at busy traffic  Temperature forecasts intersections and marketplaces and heat alerts will be  Effective transportation sent as bulk messages  Promote cool roofs and heat reducing on mobile phones, integrated development local electronic media  Afforestation and mass plantation  Electronic screens at  Prevention of forest fire and control busy traffic measures intersections and  marketplaces  Effective transportation  Promote cool roofs and heat reducing integrated development

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Short Term (T1)  Promote cool roofs technology Revenue  Technical support for Revenue  Constructing heat resistant buildings in 2 Social Housing Schemes Department(DM) incorporation of Department(DM) social housing schemes SDMA, EFD, protection from heat DDMA, EFD,  Planning for heat resilience PRIs, wave in multi-hazard PRIs, DRDA, infrastructure DRDA, resistant housing KHB, RGHC and  Promote and implementation of mixed KHB, schemes all housing use of planning adopted in heat wave RGHC and  Ensure incorporation of agencies, affected cities all housing Department of protection from heat  Heat appropriate planning of new agencies Forest wave in multi-hazard buildings in urban and rural areas resistant features in the  Ensure capacity building of structural planning and execution engineers, civil engineers and of social housing architects for construction of green schemes in heat wave building, maintenance and fire safety prone areas of the structures

Hazard resistant Revenue Recurring/ Revenue Recurring/ Regular 3 construction, department(DM), Regular department(DM), strengthening, and Retrofitting of existing public SDMA, EFD, DDMA, EFD, retrofitting of all lifeline  Collaboration with technical buildings to make them heat PRIs, KHB, PRIs, KHB, PWD, structures and critical agencies and implementation resistant. PWD, infrastructure  Implementations of latest National Building Code of India 2016 Part IV “Fire & Life Safety” in the their building bye-laws. Notes: Every, department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

7.3.4 Investing in DRR – Non-Structural Measures Heat Wave Non-Structural Measures Sub- State Agencies, District and their Responsibilities

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

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

7.3.5 Capacity Development Heat Wave Capacity Development

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Sub-Thematic Area for State Agencies, District and their DRR Responsibilities State# Responsibility – State District Responsibility – District Revenue  Train key officials regarding pre, Revenue  Develop training module and Training Department(D during and post heat-wave season Department(DM), conduct proper training M), SDMA, activities DDMA, ATI-CDM, programme for different ATI-CDM,  Training for surveillance DRD, UDD, DWSD, stakeholders 1 DRD, UDD,  Training for deployment of Rapid ED, PD, EFD, AHD,  Heat wave management should be DWSD, ED, Medical Response Teams HD, WCD, added in school curriculum to PD, EFD,  Training on heat-wave specific health ULB, DDMA, Education sensitize school children and local AHD, HD, care for vulnerable groups Institutions, NGOs, people WCD,  Training and orientation programs for PWD  Conduct capacity building and PRIs, ULB, govt. staff, and other direct stakeholders training programme as per DDMA, Training for youth through NCC, domain and expertise of Department of NYKS, Scouts and Guides and NSS department Education,  Capacity building of structural Health & Family engineers, civil engineers and Welfare architects for construction of green building, maintenance and fire safety of the structures  Long term mitigation measures construction of green building, environment and building code related to heat wave risk mitigation Revenue Department(DM Inclusion of heat wave and similar Revenue Inclusion of heat wave and similar ), DDMA, ATI- issues in various curriculum Department(DM), issues in various curriculum 2 Curriculum CDM, ED, DDMA, ATI-CDM, ED Development SLRTI,

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Heat Wave Capacity Development Sub-Thematic Area State Agencies, District and their for DRR Responsibilities State# Responsibility – State District Responsibility – District  Create awareness, alertness and Revenue Awareness Generation  Promoting awareness, alertness and preparedness Revenue Department(DM)S preparedness  Support network of civil society Department( DMA, UDD, RD,  Promote network of civil society organizations for awareness DM)SDMA, HD, Information & organizations for awareness generation generation about coping with heat UDD, RD, Public relations about coping with heat wave wave HD, dept. PRIs, ULBs 3  Training programs for public,  Training programs for Information Panchayats/ULBs public, Panchayats/ULBs & Public  Carry out mass media campaigns in heat-  Carry out mass media campaigns relations wave prone areas in heat-wave prone areas dept.  Create awareness of coping with heat  Create awareness on coping wave and HAP methods with heat wave  Promoting the planning and execution  Promoting the planning and Revenue Revenue of emergency drills execution of emergency drills Department(DM Department(DM) Mock Drills/ Exercises  Identify and resolve communication  Identify and resolve 4 ) SDMA, UDD, SDMA, UDD, RD, gaps between participating communication gaps between RD, SDRF, KSF&ES, departments, partners and the public participating departments, partners SDRF, F&ES, Civil Defense, Police  Joint execution of emergency drills and the public Civil Defense, with local bodies to address heat-wave  Joint execution of emergency drills Police emergencies in relevant areas with local bodies to address heat-  Conduct training programmes wave emergencies in relevant areas  Conduct training programmes  Promoting skill development for -  Conduct skill development for - Revenue hazard resistant construction with hazard resistant construction with Vocational Revenue Department(DM), 5 emphasis on protection from heat in emphasis on protection from heat Training/ Skill Department( DDMA, RD, SLSDA heat-wave prone areas for different in heat-wave prone areas for development DM), SDMA, types of housing and infrastructure different types of housing and RD, SLSDA  Conduct training programmes infrastructure  Creating ToT teams for different  Conduct training programmes trades  Creating ToT teams for different relevant to heat-wave protection in the trades relevant to heat-wave

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construction of different types of protection in the construction of housing and infrastructure different types of housing and infrastructure

Empowering women,  Promote to addressing heat  Promote to addressing DSJE, Dept of marginalized wave emergencies in relevant DMD, SDMA, heat wave emergencies in 6 women and child, communities, SC/ST, areas SIDM,DSJE, relevant areas Commissionerate and persons with  Promote gender sensitive and Panchayats, ULBs,  Promote gender sensitive and of disabilities, SC disabilities equitable approaches for awareness DDMA equitable approaches for awareness and ST raising raising commission.

Notes: (#) Every , department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. 7.3.6 Climate Change Risk Management Heat Wave Climate Change Risk Management State Agencies, District and their Sub-Thematic Area for Responsibilities DRR State# Responsibility – State District Responsibility – District

Recurring/ Continuous Recurring/ Continuous Revenue Revenue  Support and coordination to GACC  Support and coordination to GACC Department(D Department(DM), impact scenarios relevant for impact scenarios relevant for M), SDMA, DDMA, UDD, Research, Forecasting, occurrence of heat wave occurrence of heat wave at district UDD, RDD, RDD, HD, Early Warning, Data  Research on local threshold level HD, SLRTI, SLRTI, Management, Zoning, and climate change adaptation  Research on local threshold KSNDMC, KSNDMC, IMD, Mapping  Improving the and climate change IMD, Health KSRSAC, ATI- dissemination information adaptation and family CDM, DTIs, on of GACC and adaptation  Improving the dissemination welfare, Agriculture Medium Term (T2) information on of GACC and Animal universities,  Adopt Database management system adaptation husbandry, Health and family relating to Heat Wave & Medium Term (T2) Agriculture welfare, Animal climate change  Adopt Database management dept, husbandry, system

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KSRSAC, Agriculture dept. relating to Heat Wave & ATI-CDM climate change

Recurring/ Continuous Revenue Incorporate updated info on GACC Department(DM),  Develop Vulnerability map. in HRVCA while preparing or DDMA, ULBs, PRIs,  Sensitize vulnerable population Revenue periodic revision of DM plans HD, SLRTI, KSNDMC about heat wave and its Department(DM), Short Term (T1) detrimental impacts

SDMA, UDD,  Assess heat wave risk  Public announcement and /or RDD, HD, SLRTI, and vulnerability due to Hazard Risk Vulnerability distribution of pamphlets about MSJE, KSNDMC, GACC and Capacity Assessment the do’s and don’ts issued by the Fisheries dept,  Update heat-wave vulnerability (HRVCA) department of Health and family Health and family maps based on projected GACC welfare and DDMA welfare, Animal impacts husbandry, Medium Term (T2)  Capacity building of health care Agriculture dept,  Assess GACC risks of vulnerable service providers (Doctor, Nurses, and marginalized sections Pharmacist and health workers)  Provide technical support and about diagnosis and management guidance for comprehensive of heat related illness HRVCA considering  Mapping of vulnerable pockets in GACC impacts the district Revenue Short Term (T1) Recurring/ Continuous Department(D  Prepare district and local action Climate Change  Sensitization and awareness creation M), SDMA, plans to reduce climate change Adaptation (CCA)  Support national CCA efforts Health Dept., extremities  Coordination with central agencies DDMA,  Take up DRR measures for CCA

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Panchayats, ULBs

Heat Wave Climate Change Risk Management State Agencies, District and their Sub-Thematic Area for Responsibilities DRR Centre# Responsibility – Centre State# Responsibility – State  Sponsor and promote state- specific efforts and local efforts Develop local adaptation strategies for GACC mitigation and and pilot projects adaptation Medium Term (T2) Short Term (T1) Sponsor and promote state- Develop local adaptation strategies specific efforts and local efforts and pilot projects Long Term (T3) Medium Term (T2)  Promote appropriate combinations Sponsor and promote state- of Green and Blue infrastructure specific efforts and local efforts approach Long Term (T3)  Integrate adaptive measures in  Implementation of GACC social protection programmes for adaptation programs the vulnerable groups  Promote appropriate combinations  Implementation of GACC of Green and Blue infrastructure adaptation programs. approach  Integrate adaptive measures insocial protection programmes for the vulnerable groups Notes: Every, department or agency of the government – state and district – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

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

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

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

horticulture dept, management and mainstreaming management and mainstreaming Animal husbandry, DRR DRR Forest and environment dept, Rural development dept, SLRTI, Water Resource Dept

Cloudbursts and Hailstorms State/District Agencies and their Responsibilities Thematic Area for State Responsibility – State District Responsibility – District DRR  Ensuring coherence and mutual  Ensuring coherence and reinforcement of DRR, CCA and mutual reinforcement of development DRR, CCA and  Organising and coordinating the development immediate response  Organising and coordinating  Coordinate with central agencies the immediate response  Coordinating the dissemination of  Coordinate with state agencies warnings to all, down to the last  Coordinating the dissemination of mile – remote, rural or urban; warnings to all, down to the last mile – Regular updates to people in areas remote, rural or urban; Regular updates at risk to people in areas at risk  Coordination among state  Coordination among district, state agencies for ensuring updated agencies including NGOs for norms/ codes and their ensuring updated norms/ codes and implementation, enforcement and their implementation, enforcement  monitoring and monitoring

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

Chemical (Industrial) Disasters Risk Reduction UnderstandingRisk

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

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

Chemical (Industrial) Disasters Understanding Risk Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District KSPCB; Dept of factories boilers, Recurring/ Regular Monitoring DDMA, Recurring/ Regular industries and health safety. compliance with safety norms for HAZCHEM District level offices Monitoring compliance with safety 3 Monitoring and proper disposal of hazardous waste of Dept of factories norms for HAZCHEM and proper boilers, industries disposal of hazardous and health safety, waste KSPCB, ULBs, PRIs

KSPCB; Dept of factories boilers, Recurring/ Regular DDMA, Recurring/ Regular industries and health safety, SDMA  Promote studies, documentation and District level offices Undertake HRVCA as part of Hazard Risk research of Dept of factories preparing and periodic revision of Vulnerability and  Studies on vulnerabilities and capacities boilers, industries DM plans (on site and off site plans) 4 Capacity Assessment covering social, physical, economic, and health safety, Short Term (T1) (HRVCA) ecological, gender, social inclusion and KSPCB, ULBs, PRIs Constitute/ strengthen the equity aspects mechanisms for consultation with  Provide technical support and guidance experts and stakeholders for comprehensive HRVCA Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context.

7.5.2 Inter-Agency Coordination Chemical (Industrial) Disasters Inter-Agency Coordination Sub-Thematic State Agencies, District and their Responsibilities Area for DRR State Responsibility – State District Responsibility – District

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Revenue Department(DM), Recurring/ Regular DDMA, PRIs, ULBs, Recurring/ Regular Overall disaster SDMA, KSPCB, Dept of factories Providing coordination, technical inputs, and IBTA, District level Preparation and implementation of DM 1 governance boilers, industries and health support offices of Dept of plans (on site and off site plans) and safety, SDMA factories boilers, ensure the functioning of agencies with Preparation and implementation of state plan for industries and health DM tasks chemical (Industrial)disasters and ensure the safety,KSPCB, All aspects of disaster risk management functioning of agencies with DM tasks Hazardous Industries, and mainstreaming DRR All aspects of disaster risk management and Labour dept, Health mainstreaming DRR dept. Conduct mock drill plans for all MaH units in the districts

Ensure safety of the workers through regular medical checkup, first aid training. Revenue Department (DM), Recurring/ Regular DDMA, Fire & Recurring/ Regular 2 Response SDMA, KSPCB,KSFES, Police, Organising and coordinating central assistance Emergency, SDRF, Organising and coordinating the Home guards, Health & Family police, District level immediate response welfare department; Dept of Pre-identify all agencies including private offices of Dept of Coordinate with State agencies factories boilers, industries and industries and associations as part of response factories boilers, Pre-identify all agencies including private health safety, Pvt and govt. system for effective evacuation, relief and industries and health industries and associations as part of industries and associations rehabilitation. safety; Health dept, Pvt response system for effective evacuation, and govt. industries relief and rehabilitation. and associations

Recurring/ Regular DDMA,DEOC, Effective coordination and seamless Warnings, Revenue Department(DM), Effective coordination and seamless PRIs, ULBs, Factories communication among state agencies to 3 Information, Data SDMA, SEOC, KSPCB, communication among central and state agencies & Biolers, Labour ensure quick, clear, effective Factories & Biolers, Labour to ensure quick, clear, effective department,Fire & dissemination of warnings, information department,Fire & Emergency dissemination of warnings, information and Emergency Services, and Services, Information & Public data Information & Public data Relations Relations Coordinating the dissemination of warnings to all, down to the last mile – remote, rural or urban; Regular updates to people in areas at risk

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Revenue Department(DM), Recurring/ Regular Coordination Recurring/ Regular Non-structural SDMA, Factories & Biolers, among central and state agencies for DDMA, Panchayats, Coordination among state agencies for 4 measures Labour department , a) revised/ updated rules, norms ULBs, IBTA ensuring updated norms/codes and their Department of Parliamentary b) adoption of new/updated standards, implementation, enforcement and Affairs & Legislation c)enact/amend laws, bye-laws, regulations and monitoring d) adopt/ review policies a) revised/ updated rules, norms e) Regular training and awareness program. b) adoption of new/updated standards, c)enact/amend laws, bye-laws, regulations and d) adopt/ review policies e) Regular training and awareness program

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

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

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Medium Term (T2) Providing wide roads and multiple routes in the industrial area to allow quick access by first responders and to ensure escape pathways Establish decontamination facilities for off-site emergencies of MAH units

Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role. (**) NBCC, BMTPC, CBRI, SERC, IE(I) 7.5.4 Investing in DRR – Non-Structural Measures Chemical (Industrial) Disasters Non-Structural Measures Sub-Thematic Area State Agencies, District and their Responsibilities for DRR State Responsibility – State District Responsibility – District Medium Term (T2) Revenue Department(DM), Medium Term (T2) DDMA, KSPCB, PRIs, Empower factory inspectorates to take legal Laws Regulations, SDMA, KSPCB, Forest &  Strengthen rules, regulations, ULBs, actions for non compliance of MSIHC Rules Techno-Legal regimes Ecology, Factories & Biolers, laws particularly of land use and IBTA, Factories & Enforcement, KMC, Commerce & Industry, siting of hazardous industries. Boilers, KMC, Review rules to grant compensation to chemical Compliance and KIADB  Formulate/ strengthen rules, Commerce & Industry, accident victims to improve them in favor of Monitoring norms, and laws such as KIADB victims Institutional factories rules consistent with 1 Arrangements that of ensuring greater safety in Strengthen the conduct of safety audits and hazardous industries and to enforcement of disaster prevention norms reduce likelihood of disasters  Review land use norms for the siting of hazardous industries  Amend land use norms to ensure greater safety and to ensure buffer zones without human settlements in close proximity of hazardous industries

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Chemical (Industrial) Disasters Non-Structural Measures Sub-Thematic Area State Agencies, District and their Responsibilities for DRR State Responsibility – State District Responsibility – District Revenue Department(DM), Medium Term (T2) DDMA, IBTA, Medium Term (T2) SDMA, Commerce & Industry Promote private participation Commerce & Industry Support private participation in off-site disaster Private Sector, Factories & in off-site disaster management Private Sector, management facilities 2 Public Private Biolers, Commerce & Industry, facilities Provide legal support Factories & Biolers, Provide legal support for Mutual Assistance Partnerships KIADB, ASSOCHAM, FICCI, for Mutual Assistance Groups Commerce & Industry, Groups among industries within clusters CII, AIAI among industries within clusters KIADB, ASSOCHAM, Encourage and support private participation in Encourage private FICCI, CII, AIAI enhancing off-site disaster response and Risk participation in enhancing off- Management site disaster response and Risk Management 7.5..5 Capacity Development Chemical (Industrial) Disasters Capacity Development Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District Revenue Department(DM), Recurring/ Regular Recurring/ Regular SDMA, Factories & Boilers, ATI- Training and orientation programs on DDMA ,DTIs, KSPCB, Training and orientation programs for govt. CDM, KSFE&S, KMC,KSPCB, management and disposal of IBTA, KSFE&S, staff, and other direct stakeholders such as Training SDRF, Police & Home guards HAZCHEM KMC,KSPCB, SDRF, industrial labors, neighborhoods etc. Short Term (T1) Police & Home guards, Short Term (T1) 1 Incorporating disaster response, PRIs, ULBs, Incorporating disaster response, search and search and rescue in the training rescue in in the training programs of youth programs of youth such such as village volunteers, civil society, as NSS, NYS, Scouts and Guides, village/ward level leaders and NSS

Education Department, Technical Recurring/ Regular Education Institutions Recurring/ Regular Curriculum Institutions, Universities, KMC, Promote inclusion of more Add more specializations and electives on 2 Development IBTA, Research Institutions, specializations and electives on HAZCHEM and chemical disaster Health department, State HAZCHEM and chemical disaster management Education Board Management Short Term (T1) Short Term (T1) Implement the recommendations of reviews Review and address gaps in medical in all educational institutions in the district education at different levels with respect to emergency medical

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response Review the specialization needs in the area of dealing with victims of chemicaldisasters Review and take steps to improve the facilities required to treat victims of chemicaldisasters Short Term (T1) Introducing basic DM concepts and precautions related to HAZCHEM

Chemical (Industrial) Disasters Capacity Development Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District Short Term (T1) DDMA, KSFE&S, Medium Term (T2) Revenue Department(DM), Carry out mass media campaigns Factories & Biolers, Civil Promote attitude and behavior change in SDMA, KSFE&S, Factories & Promote culture of disaster risk Defence, SDRF, Police, the awareness campaigns/IEC Biolers, Civil Defence, SDRF, prevention, mitigation, and better DTIs, Information & Promote use of insurance/ risk transfer Police, ATI-CDM, Information & risk management Public Relations Strengthening network of civil society Public Relations Promote attitude and behavior organizations for awareness generation change in the awareness about DRR and DM Awareness Generation campaigns/IEC Focus on safety and compliance with SOP 3 Medium Term (T2) at workplace for workers Promote use of insurance/ risk Information on safety, care and protection transfer of disaster-affected animals Promote Community Radio Strengthening network of civil society organizations for awareness generation about DRR and DM Focus on safety and compliance with SOP at workplace for workers

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Chemical (Industrial) Disasters Capacity Development Sub-Thematic Area for State Agencies, District and their Responsibilities DRR State Responsibility – State District Responsibility – District Revenue Department(DM), Recurring/ Regular DDMA, KSFE&S, Recurring/ Regular Mock Drills/ Exercises SDMA, KSFE&S, Factories & Promoting the planning and Factories & Biolers, Civil Joint planning and execution of emergency 4 Biolers, Civil Defence, SDRF, execution of emergency drills in all Defence, SDRF, Police, drill in coordination with Govt. agencies, Police, Home guards the departments and hazardous Home guards, PRIs, ULBs hazardous industries and community industries

Revenue Department(DM), Recurring/ Regular Recurring/ Regular Empowering women, SDMA, Women & Child Incorporating gender sensitive and DMD, SDMA, SIDM, Integrate gender sensitive and equitable 5 marginalised, and Developmet, DWDSC, Labour equitable approaches in capacity ATI, SLRTI, DDMA, approaches in capacity development persons with disabilities department, Dept of social welfare development covering all aspects of Panchayats, ULBs, IBTA, covering all aspects of disaster management Labour department, Dept disaster management at the district, and of social welfare local levels Revenue Department(DM), Recurring/ Regular SDMA, Forest & Ecology, ATI- Recurring/ Regular Strengthen ability of communities to CDM, Factory and Boilers. Guidance and Support manage and cope with disasters based on a Community-Based Strengthen ability of communities DDMA,DTIs multi-hazard approach 6 Disaster Management to manage and cope with disasters PRIs, ULBs, IBTA Training for panchayat, SHG, NCC,NSS, based on a multi-hazard approach Youth, local community organizations

Formation of CBDM teams

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

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

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

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considering local hazards and vulnerabilities vulnerabilities

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

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KSF&ES, SDMA, Recurring/ Regular KSF&ES, DDMA, ATI, Recurring/ Regular ATI, CDM,  Promoting culture of CDM,  Promoting culture of awareness, Awareness Civ. Def, awareness, alertness and Civ.Def, ULBs, PRIs, alertness and preparedness 4 Generation Environment & preparedness Environment & Forest  Awareness generation programs for Forest dept.  Awareness generation dept. Factories & public, utilities, ULBs, PRIs, and Factories & programs for public, utilities, Boilers, Tribal Welfare industries Boilers, Tribal ULBs, PRIs, and industries dpt. Commerce & IEC materials and ensure wider Welfare dept,  IEC materials and ensure wider Industries, Educational disseminate to general public through Commerce & disseminate to general public Institutions, PWD, all medium Industries, Dept. through all medium Private industries. Create awareness and conduct on-site of Education, and off-site mock drills PWD, Private Information on safety, care and industries. protection of disaster-affected animals

Fire Thematic State Agencies, District and their Area for DRR Responsibilities State# Responsibility – State District Responsibility – District  Information on safety, care and protection of disaster- affected animals Revenue dept (DM), Basic training on DDMA, KSF&ES, Basic training on disaster SDMA, KSF&ES, disaster management DTIs, SDRF, PRIs, management 5 Training ATI-CDM, Training of Trainers (ToT) ULBs, Factories & Training of Trainers (ToT) programs on SDRF, Factories programs on various aspects Boilers, PWD, various aspects such as firefighting, & Boilers, PWD, such as firefighting, managing Private industries. managing collapsed Private collapsed structure, and search and rescue industries. structure, and search and rescue Recurring/ Regular Recurring/ Regular  Basic training on disaster management  Basic training on disaster  Training programs on various aspects

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management such as firefighting, managing collapsed  Training of Trainers (ToT) structure, and search and rescue programs on various aspects  Skill training on fire safety such as firefighting,  Conduct mock drills on high rise managing collapsed structure, buildings and search and rescue

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

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

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Raichur District Disaster Management Plan: 2020 - Chapter 8 Preparedness and Response Background Response measures are those taken immediately after receiving early warning from the relevant authority or in anticipation of an impending disaster, or immediately after the occurrence of an event without any warning. The primary goal of response to a disaster is saving lives, protecting property, environment, and meeting basic needs of human and other living beings after the disaster. Its focus is on rescuing those affected and those likely to be affected by the disaster. The UNISDR (2016) defines response as: Actions taken directly before, during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected. Disaster response is predominantly focused on immediate and short-term needs and is sometimes called disaster relief. Effective, efficient and timely response relies on disaster risk-informed preparedness measures, including the development of the response capacities of individuals, communities, organizations, countries and the international community. The institutional elements of response often include the provision of emergency services and public assistance by public and private sectors and community sectors, as well as community and volunteer participation. “Emergency services” are a critical set of specialized agencies that have specific responsibilities in serving and protecting people and property in emergency and disaster situations. They include civil protection authorities and police and fire services, among many others. The division between the response stage and the subsequent recovery stage is not clear- cut. Some response actions, such as the supply of temporary housing and water supplies, may extend well into the recovery stage.

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

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Raichur District Disaster Management Plan: 2020 Emergency Functions and the Responsibilities: Centre, State and District While there are disaster-specific aspects to the post-disaster response, the emergency functions are broadly common to all disasters and there are specific ministries, departments, or agencies that can provide that emergency response. Besides, very often, there are multiple hazards and secondary disasters that follow a major disaster. Hence, response intrinsically follows a multi- hazard approach. Therefore, all the response activities have been summarized in a single matrix applicable to all types of disasters. The response responsibility matrix specifies the major theme of response. It specifies the agencies from the Central and State Government responsible for the major theme of response. All agencies responsible for response should follow the NDMA’s IRS guidelines, which will help in ensuring proper accountability and division of responsibilities. Different ministries and departments must provide specialized emergency support to the response effort. Certain agencies of Central Government will play a lead role, while others will be in a supporting role. The SDMA, COR, or the Dept. of Revenue is the nodal agency at the state level for coordination of response. The DDMA is the nodal agency for coordination of response at District level. Various central ministries, departments, agencies, and state governments must prepare their own hazard specific response plans as per guidelines of the NDMA and in line with the NDMP. They must always ensure preparedness for response and must carry out regular mock drills and conduct tests of readiness periodically, and the ministries/ departments must report the status to the NDMA. The major tasks of response given in the responsibility matrix are: 1. Early Warning, Maps, Satellite inputs, Information Dissemination 2. Evacuation ,Data Collection and Management 3. Search and Rescue ,Communication, Media Relations 4. Medical care for casualties 5. Drinking Water/ Dewatering Pumps/ Sanitation Facilities/ Public Health 6. Food and Essential Supplies 7. Housing and Temporary Shelters 8. Power, Fuel,Transportation 9. Relief Logistics and Supply Chain Management 10. Disposal of animal carcasses 11. Fodder for livestock in scarcity-hit areas 12. Livestock Camps/ Shelters,Relief Employment

Karnataka State Natural Disaster Monitoring Centre (KSNDMC) The Karnataka State Natural Disaster Monitoring Centre co-ordinates the work on scientific and technological research Institutions to ameliorate the natural hazards in Karnataka. The facilities at KSNDMC will provide necessary forecast, early warning and analysis for the State to take necessary and appropriate decisions. The KSNDMC will partner with other national and state institutions in relation to scientific data for risk reduction and climate change adaptation measures.

Institutional Framework

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

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Figure District Level Incident Response System

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

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

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

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Raichur District Disaster Management Plan: 2020  CAPFs 8.3 District Early Warning system:

District Agencies Designated for Natural Hazard-Specific Early Warnings:

The GoI has designated specific agencies (Table 4-1) to monitor the onset of different natural disasters, set up adequate Early Warning Systems (EWS), and disseminate necessary warnings/ alerts regarding any impending hazard, for all those hazards where early warning and monitoring is possible with the currently available technologies and methods. These agencies provide inputs to the MHA, which will issue alerts and warnings through various communication channels. The agencies responsible for EWS will maintain equipment in proper functioning order and conduct simulation drills to test their efficacy.

Early Warning System

Figure 8-2 District Early Warning System

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

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

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

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

State/UT,  Adopt SOP in SDMP and DDMP as per State, DDMA, RD,  Adopt SOP in SDMP and DDMP as per SDMA, RD, National Guidelines51 and implement it COR, SEOC, National Guidelines51 and implement it Disposal of COR, SEOC, properly DDMA, AHD, properly DDMA, AHD,  Activate the Animal Carcass Management  Activate the Animal Carcass 3 Animal Agriculture Group in the IRS as per national guidelines Agriculture Dept., Management Group in the IRS as per Carcasses Dept.,  Equip and train the staff in carcass Police Dept., all national guidelines Police Dept., all removal/ disposal at pre-identified sites to other relevant  Equip and train the staff in carcass other relevant Departments removal/ disposal at pre-identified Departments sites to 154

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

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

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

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Preparedness and Response Emergency State/District/ Ministries/ Departments and their SN Function Responsibilities State Responsibility – State District Responsibility – District  Mobilize fodder and cattle feed to  Mobilize fodder and cattle feed to

meet shortages, as in drought or meet shortages, as in drought or DDMA, Forest/ scarcity conditions scarcity conditions Fodder for Environment Dept.,  Transport fodder from storage facilities  Transport fodder from storage State/UT, Agriculture Dept., SDMA, or collection centres to the scarcity-hit facilities or collection centres to the Livestock in RD, COR, areas AHD, Animal & scarcity-hit areas 7 Scarcity-hit SEOC,  Organize collection centres for fodder Husbandary  Organize collection centres for fodder Areas DDMA, Forest/ and cattle feed and cattle feed Environment  Enlist PSUs and private agencies for  Enlist PSUs and private Dept., providing fodder and other support agencies for providing fodder Agriculture and other support Dept., AHD, Animal State/UT, DDMA, Food Food &  Dept. of Food and Civil Supply works SDMA, RD, and Civil 8 Essential with the logistic section of the state  Dept. of Food and Civil Supply works COR, SEOC, Supply Dept., Supplies level IRT to with the logistic section of the state DDMA, Food Organization level IRT to and Civil Supply Dept., Organization State/UT,  Logistic section of the state level IRT to  Logistic section of the state level IRT to

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

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

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

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

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

disposal as per norms)  Follow protocols to maintain the

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

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

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

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

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

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

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

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

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

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

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Plan Activation

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

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

1. The relevant District would assume direct responsibility in the event of a disaster. 2. The response from State agencies would come into operation when the relevant District Government makes a specific request for Central assistance, financial, logistical, or resources – including transport, search, rescue and relief operations by air, inter-State movement of relief materials, among others. The direct involvement of State Agencies will apply to those cases where the Government has primary jurisdiction: organisation of international assistance, response on high seas, and impact assessment of disasters with the assistance of international agencies, and financial assistance from the National Disaster Response Fund.

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Raichur District Disaster Management Plan: 2020 Chapter 9 Recovery and Building Back Better 9.1 Scope Recovery is defined as: “The restoring or improving of livelihoods and health, as well as economic, physical, social, cultural and environmental assets, systems and activities, of a disaster-affected community or society, aligning with the principles of sustainable development and “build back better”, to avoid or reduce future disaster risk.” (UNISDR 2016)

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

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

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

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

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

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

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

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

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

Para 9.5.1 of SPDM suggest that state governments should give emphasis to restoration of permanent livelihood of those affected by disasters and to pay special attention to the needs of women-headed households, artisans, farmers and people belonging to marginalised and vulnerable sections.

Recovery Process Effective post-disaster recovery usually has the following three broad aspects: a) Physical aspects of recovery, i.e. restoration and reconstruction of damaged community infrastructure, critical infrastructure, private houses and cultural heritage buildings b) Economic aspects of recovery, i.e. livelihoods, productive activities and market services c) Social recovery, i.e. social and psychological aspects of personal, family and community functioning and wellbeing

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

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Raichur District Disaster Management Plan: 2020 required. A systematic PDNA will provide a credible basis for recovery and reconstruction planning that incorporates risk reduction measures.

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

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

The major steps/ processes of the recovery process and the processes involved are summarized in

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Table 9-1: Table 9-1: Major steps of the recovery process and the key processes involved Major steps Process  Preliminary assessment reports  Compilation and transmittal of damage and loss data  Disaster damage assessments led by government and assisted by humanitarian response agencies, and the initial damage surveys Post-Disaster Needs leading to a comprehensive assessment 1 Assessment and Credible  Quantitative and qualitative baseline for damage, loss, and needs Damage Assessment across sectors, blocks (taluka) and districts  Results monitoring and evaluation plan for recovery program  Select the most appropriate and achievable processes and methodology for conducting early and credible damage and needs assessments  High level meetings as well as broad-based, wider consultations 2 Developing a vision for with experts, civil society, and key stake holders Build-Back Better  Build consensus among the range of stakeholders within and (BBB) outside government Ensure coherence of BBB  Discussions at top level to align the recovery vision with the 3 with the development government’s broader, longer term development goals and programs and goals growth and poverty reduction strategies Consultations and background studies on:  Disaster resistant physical recovery Incorporating resilience  Options for fast economic recovery 4 and BBB in recovery  Gender and equity concerns vision  Vulnerability reduction  Natural resource conservation and environmental protection  Social recovery  Balance public and private sectors BBB programs  Promote norms for non-discriminatory and equitable asset disbursement among individuals and communities 5 Balancing recovery across  Prioritize infrastructure reconstruction sectors  Address the recovery of the lives and livelihoods of disaster- affected communities  Show sensitivity to the needs of the affected population with regard to public expectations from recovery Determine relative importance of various sectors such as 6 Prioritising sectors for housing, water and sanitation, governance, transport, power, recovery communications infrastructure, environment, livelihoods, tourism, social protection, health, and education.

9.4 Early, Mid and Long-term Recovery UNISDR notes that recovery programmes, coupled with the heightened public awareness and engagement after a disaster, provide a valuable opportunity to develop and implement disaster risk reduction measures and to apply the BBB principle. It is an important component of risk reduction strategy and if implemented systematically, the recovery process prevents the affected community

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Raichur District Disaster Management Plan: 2020 from sliding into further poverty and deprivation. While the DM Act 2005 mandates the government to carry out rehabilitation and reconstruction activities, it does not explicitly refer to ‘recovery’ as a component to be used as a part of disaster management strategy. However, the SPDM 2009 recognizes ‘recovery’ as one of the six elements within the disaster management continuum where it is linked to physical, social and economic assets within the overall context of ‘safe development’. The disaster recovery programmes usually proceed in three distinct stages to facilitate a sequenced, prioritized, and flexible multi-sectoral approach. Three recovery stages, in which appropriate policies and programmes tend to be planned and implemented are: a) Early, b) Mid-Term, and c) Long-Term, which are described briefly in Table 9-2.

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

Table 9-2 Recovery Stages Recovery Duration Brief Description Stage Early 3 – 18 Months Cash for work, resumption of markets, commerce and trade, restoration of social services, transitional and temporary shelters Mid-Term Up to 5 Years Recovery plans for assets and livelihoods, reconstruction (concurrent with plans for housing, infrastructure, public buildings and early cultural heritage buildings recovery)

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Recover Duration Brief Description y Stage Long-Term Within 10 Years Implemented along with developmental plans: infrastructure strengthening, environmental, urban and regional planning

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

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

Central Government The role of the central government will include among others the following:  Coordinate with various stakeholders  Facilitate solicitation and management of donated resources and volunteers  Coordinate with various stakeholders to promptly resolve recovery issues  Provide resources on “need basis” and which are within the capabilities of Central Government, as per norms

State Government The damage assessment and all the phases of recovery and reconstruction (short to long-term) are the responsibility of the State/UT government. Some of the key tasks are:  Lead in and support need and damage assessment operations  Provide relevant data regarding the severity of the disaster and assessment of individual needs  Participate in and support public information and education programmes regarding recovery efforts and available Central/ State Government assistance  Coordinate with the Central Government and other stakeholders for reconstruction management

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

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

Rehabilitation Background Rehabilitation, an integral part of disaster recovery; other being reconstruction, could be defined as an overall dynamic and intermediate strategy of institutional reform and reinforcement, reconstruction and improvement of infrastructure and services; aimed towards support to the initiatives and actions of the affected populations in the political, economic and social domains, as well as reiteration of sustainable development. Generally, rehabilitation package includes total reconstruction of damaged physical and psychological infrastructure, as well as economic and social rehabilitation of the people in the affected region. The rehabilitation is classified into the following:  Physical  Social  Economic and  Psychological  Physical Rehabilitation Physical rehabilitation is a very important facet of rehabilitation. It includes:  econstruction of physical infrastructure such as houses, buildings, railways, roads, communication network, water supply, electricity, and so on  Short-term and long-term strategies towards watershed management, canal irrigation, social forestry, crop stabilization, alternative cropping techniques, job creation, employment generation and environmental protection  Rehabilitation of agriculture, artisan work and animal husbandry  Adequate provision for subsidies, farm implements, acquisition of land for relocation sites, adherence to land-use planning, flood plain zoning, retrofitting or strengthening of undamaged houses, and construction of model houses

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

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

Revival of Educational Activities Educational facilities may suffer greatly in a major disaster placing considerable stress on children. Therefore, the following steps will be helpful in helping children to recover and cope with the situation:  Give regular counselling to teachers and children  Encourage children to attend the schools regularly  Provide writing material, and work books to children  Make children participate in all activities pertaining to resurrection of normalcy in the school  Try to inculcate conducive attitudes to enable the students to play a positive role in self- development  Establish village level education committees  Identify local groups that could conduct smooth functioning of education activities

Rehabilitation of the Elderly, Women and Children The elderly, women, and children are more vulnerable after a major disaster. Hence the following measures will help in their rehabilitation:

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

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

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

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

Fund Mobilization Background

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

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

External resources for post-disaster reconstruction can be sourced from multilateral development banks, regional development banks, bilateral development partners, international NGOs, private philanthropies and charities, and remittances. The possible multilateral financing resources for post- disaster recovery and reconstruction consist mostly of the following types:  Credits or loans from multilateral development banks  Reallocation of existing portfolio of international development institutions  Multi-donor Trust Funds  Debt relief  Ex-ante contingent component of standard investment operations  Risk Insurance  Standby financing  Catastrophic development Deferred Drawdown Option54 (DDO)

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

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Table 9-3: Important aspects in mobilizing and managing the funds of a recovery programme Major Step Description Review of the Damage & Quantitative and qualitative baseline for damage, loss, and needs 1 Loss Assessment across sectors, blocks (taluka) and districts Developing a vision and  Develop the scope and goals of BBB 2 specific time-bound goals  Disaster resilient physical recovery for BBB  Options for fast economic recovery  Set phase-wise betterment targets Estimate financial  Prepare sector-wise and phase-wise financial estimates 3 requirements of the  Consultations and evaluation of various options recovery programme  Finalization of financial estimates  Domestic resources: • From the state (on budget) and additional fund-raising options (off budget) Identify likely sources of • Central grants and other options – on and off the budget 4 funds and examine various  International including borrowing from IFI – facilitated by the options central govt.  Other Sources: • Donors • Community contribution • Private sector CSR, PPP  Setting norms and rules to allocate funds for new development, retrofitting, owner-driven reconstruction Defining and enforcing (mainly homes), 5 robust financial norms for  Defining norms efficient disbursement along with the degree of the financial management flexibility needed in recovery programs  Implementing mechanisms for monitoring proper utilization including an appropriate MIS

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

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

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Raichur District Disaster Management Plan: 2020 Chapter 10 Capacity Development – An Overview Background This chapter provides an overview of the capacity development measures described in appropriate contexts in the previous chapters presenting both a summary and a perspective to the capacity building aspects of the plan. The chapter six to nine contain references to specific aspects of capacity development in respective responsibility frameworks and discussion. The list given in this chapter is not exhaustive but indicative and illustrative supplementing the details present in the previous chapters. While the themes included are broadly in consonance with national, regional, and global practices, inevitably there will be changes that must be incorporated in the periodic revisions of the plan and during its implementation. The effort will be to follow the emerging best practices.

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

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

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

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

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

The District disaster management plan envisages a pivotal role for the District for Disaster Management in capacity development. The Center for Disaster Management ATI, Mysuru and District Disaster Management Professionals are play a lead role in the District in capacity building. The SPDM envisages capacity development in the domain of DM at all levels of government including ministries, line departments and across various autonomous institutions. It also stresses the importance of capacity development efforts to promote community-based DM efforts. The policy notes that to sustain DRR, it is necessary to undertake capacity development across the education sector covering schools to professional institutions. It recognizes that skill development in all sectors to incorporate multi-hazard resistant features along with strengthening of relevant licensing, certification, and standards. Details of Stakeholders Training, Meetings and Mock-Drills (2011-2020)

Sl Name of the Meetings, Date No of No of Participants No Training, Work-shops and Training Mock-Drills 1 Induction Training on DRR April-2011 1 5 (DRR Program Staffs) Program at ATI Mysore 2 Orientation programme on May,Jully2011 2 70 (35 District Level Officers Disaster Management Plan for and 35 Nodal Officers) District level Officers and TAMED Nodal officers 3 Work shop on preparedness May-2011. 2 160 (40 Taluka level Officers, & Mitigation programme 120 Anganavadi Workers) trough video conference to taluka level Officers and Anganavadi workers Organized by ATI Mysore. 4 DDMA meeting was 10.06.2011 1 22 departments’ heads have conducted to the District line participated department staff on at Conference hall of DC Office, Raichur 5 Organized the Management 30.06.2011 1 30 Nodal officers Nodal officers meeting at Conference hall AC office Raichur. 6 Orientation of Disaster Risk 16th Sept-2011 1 30 Revenue Inspectors, 30 Reduction to Revenue Village Accountants, 10 Inspectors, Organized by ATI Survey Officers and 10

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and DM Raichur at Indian District Nodal officers Medical Authority (IMA) hall participated Raichur 7 Mock-Drill: DM Richur Planed October-2011 12+10 Approximately 2000 for Mock-Drill on And Community were trained. preparedness & mitigation in Mar-2014 12 Vulnerable Villages in Collaboration with NDRF (National Disaster Response Force). 8 One day training programme December- 1 77 Block resource persons of School safety & 2011 and 15 Cluster resource preparedness have been persons done. 9 National Disaster Day has October-2011 2 250 Students, 200 been observed with support and 27th Community have of Home Gurds & fire November- participated. Department. During that day 2012 Mock Drill has been done 10 Mock-Drill on Fire Shifty Nov-2011 1 More than 60 Community have Participated 11 “Role of health department in 11th Jan-2012 1 45 Senior Health Supervisors disaster risk reduction” for were participated senior health supervisors”At Jala Nirmal Hall Zilla Panchayath Raichur 12 Training Programme On 30th Jan-3rd Feb, 1 3 (DPA’s) Needs of Children in Disasters 2012

15 Sensitization program village Agust-Dec- 10 More than 400 communities level for Preparedness of 2012 have participated. Community Based Disaster Management Plan (CBDMP) 14 Work shop on District 27th & 28th July 1 Trained to 50 Volunteers Disaster Response Team in Collaboration with Red Cross Society at Employment hall Raichur 15 “Inauguration and Work-shop 18th Auguast- 1 More than 70 District Level to DDMA on Automation of 2012 Officers and Taluka level Raichur District Disaster officers have participated. Management Plan” Raichur. 16 Work-shop with DDMA. 12th October- 1 District Management 2012 Authority Meeting has been

done in Bidar. Organized by SDMA and Bidar District DDMA. In the meeting Assistant Commissioner, ZP CEO represented person, Health Deportment and Agriculture Deportment represented have participated.

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17 District Disaster Control 09th November 1 Totally 2 Thahasildars, 36 Room Inauguration and 2012 at Revenue Inspectors, 8 Village Work-Shop” for Revenue Staff JalaNirmal hall, Accountants and 5 Deputy (Thahasildars and Revenue Zilla Thahasildrs were accomplice Inspectors) Panchayath in the Training Raichur. 18 Mock-Drill: DM Richur Planed December- 10 Approximately 2000 for Mock-Drill on 2016 Community were trained. preparedness & mitigation in 10 Vulnerable Villages in Collaboration with NDRF (National Disaster Response Force). Mock-Drill: DM Richur Planed Feb-2018 1 Approximately 1000 School 19 for Mock-Drill on Children's were trained preparedness & mitigation in and School Shefty in Raichur 20 Training program on Gram 30-07-2020 1 75 Gram Panchath Disaster Panchayth Disaster Committee members have Committee members in ZP participated. Riachur.

Training and Mock-Drill under District Disaster Risk Reduction Program:

Disaster Risk Reduction Training at Raichur Mock-Drill in Colleges at Raichur

Mock-Drill on Camical Disaster in RTPS Shakthinagar Trining for PRI Members in Gugal Village

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Training program on School Shefty in Raichur Training Program to Community

Mock-drills in Dhadesugur Village Awerness program on Flood resque in Kathraki Village

Training for Gram panchayath Committee

ATI Mysore Online Disaster Management Training to GP Committee

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Raichur District Disaster Management Plan: 2020 Chapter 11 Financial Arrangements The overwhelming expenditure on disaster management in India, more specifically for post- disaster response, relief and rehabilitation, are incurred by the StateGovernments and district administration and almost the entire budgetary allocations for the same are met from the allocations made to the States annually for the five year fiscal cycle on the basis of the recommendations made by the Finance Commissions constituted under article 280 of the Constitution of India. In fact, the entire system of financing disaster management in India has evolved around the recommendations of the successive Finance Commissions. The recommendations of the Finance Commissions have been based on the over-riding principle that financial assistance to the States shall be limited to providing immediate gratuitous relief to the victims of natural calamities and to restore the public utilities so that the affected persons are able to restart their economic activities again. This relief centric approach did notencourage strategic thinking on the total financial requirement of theStates for holistic management of disasters, quantification of resourcegaps and how such gaps can be met over time by various innovativefinancial instruments for risk management. The Disaster Management Act 2005 has ushered a complete paradigm shift in disaster management in India. As per DM Act 2005, financial assistance in wake of notified disasters is provided through State Disaster Response Fund (SDRF) and National Disaster Response Fund (NDRF). These funds have been created under the legal framework of Section 46 and 48 (1) (a) of the Disaster Management Act, 2005 respectively. The allocations to SDRF and NDRF are as per Finance Commission recommendation. The immediate relief is provided in accordance with the guidelines on constitution and administration of State Disaster Response Fund and National Disaster Response Fund issued by Ministry of Home Affairs, Disaster Management Division vide OM No 33-5/2015-NDM-1, dated 30th July 2015, copy of guidelines enclosed. The quantum of relief paid is in accordance with items and norms of assistance approved by Ministry of Home Affairs, Govt. of India. In the event of a calamity of severe nature, when the State’s SDRF is insufficient, additional central assistance is sought from NDRF through submission of memorandum and following other laid down procedure. The MHA will follow the following procedure to release financial assistance to the affected state government:  The memorandum of the State government will be examined to assess the likely requirement of funds as per the items and norms of expenditure under SDRF/NDRF. If a preliminary examination reveals that there are adequate funds in the SDRF with the state for providing relief as per norms, the state will be advised accordingly  If a preliminary examination reveals that the state is in need of assistance, an Inter-Ministerial Central Team will be deputed to the disaster affected area for an on-the spot assessment  The report of the Central team will be examined by the NEC through its sub-committee, which will assess the extent of relief expenditure which can be made available through the NDRF, as per the norms of NDRF and SDRF, and make recommendations for the same  The High Level Committee will consider the recommendations of the Sub-Committee of NEC and approve the quantum of immediate assistance to be released from the National Disaster Response Fund.

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

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

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

Response Capacity Recovery and and Relief- Building- Reconstructio n - 421.6 crore 316.2 crore 105.4 crore

Brief Note on State Disaster Mitigation Fund (SDMF):

NDMA is finalizing guidelines for administration of State Disaster Mitigation Fund and National Disaster Mitigation Fund.

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

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

Public Funded Schemes The primary mechanism for funding DRR related schemes and projects in Karnataka are through Public Funded Schemes at Central and State level. Various nodal Ministries play a key role in disaster management as far as specific disasters are concerned. These nodal Ministries as well as other Ministries and Departments have dedicated schemes, aimed at disaster prevention, mitigation, capacity building, etc. within their particular domain. Existing examples include the scheme of MHA for Strengthening of Fire and Emergency Services, Financial assistance to ATIs and other Training institutions for disaster management, Integrated Coastal Zone Management programme of MOEFCC, and flood management and flood forecasting programmesof MOJS. The Department of Space (DOS) has a Disaster Management Support Programme and MOES has a project on Tsunami and Storm Surge Warning System. NDMA is implementation an important World Bank funded project for National Cyclone Risk Mitigation Project. Apart from this, many of the schemes, which are implemented by various ministries/ departments, have embedded DRR components, as for example, those implemented by the MOEFCC. There are many other programmes that improve societal resilience, which is a critical component of DRR, such as the National Rural Health Mission (NRHM), Mahatma Gandhi Employment Guarantee Scheme, and the Urban Development’s Urban Renewal Mission.

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

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

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

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Raichur District Disaster Management Plan: 2020 Chapter 12 Strengthening Disaster Risk Governance

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

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

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

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

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

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

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Raichur District Disaster Management Plan: 2020 Strengthening Disaster Risk Governance Major Themes District and their Responsibilities District Responsibility – District Short Term (T1) 1  Mainstream and DDMA,  Empower local authorities integrate disaster Panchayats, ULBs, all  Carry out assessment of the technical, financial and administrative capacity for disaster risk management risk reduction departments involved in at all levels within the state within and across disaster management  Carry out assessment of the technical, financial and administrative disaster risk management capacity at all sectors state, district, and local levels  Institutional Medium Term (T2) Strengthening  Improve work culture  Promote the coherence and development of relevant laws, regulations, and public policies  Adopt and implement disaster risk reduction strategies and plans, across different levels and timescale  Make institutions efficient and responsive  Develop mechanisms, and processes to ensure transparency and accountability  Enhance relevant mechanisms and initiatives for transparency  Strengthen/ establish coordination and convergence mechanisms at state, district, and local levels Recurring Implementation in state ministries, departments, and agencies  Capacity DDMA, Short Term (T1) 2 Development Panchayats, ULBs, All Develop capabilities at state, district, block, and local levels to understand disaster risk, develop DM plans,  Empower local departments involved in implement relevant policies, laws, and ensure compliance with risk reduction safety standards authorities disaster management Medium Term (T2)  Strengthen  Involve communities, panchayats, municipalities, urban local bodies, etc., elected representatives, civil coordination society organizations, private sector, and educational institutions mechanisms  Develop necessary capacity to understand and effectively enforce regulatory norms and standards for DRR  Sensitise all state departments and agencies about the importance of social inclusion in DRR

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

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Raichur District Disaster Management Plan: 2020 Strengthening Disaster Risk Governance Major Themes District Agencies, District and their Responsibilities District Responsibility – District DDMA, Recurring Promote Panchayats, ULBs, All Promote for participation of communities, individuals, households, and businesses in all aspects of disaster Participatory departments involved in management 3 Approaches, disaster Short Term (T1) Partnerships and management, Implement participatory approaches in Networks disaster management based on a multi- SDMA, COR, RD, DDMA, Panchayats, ULBs, All Recurring 4 Work with elected departments involved in  Sensitize the political leadership representatives disaster management,  Involve the political leadership at state, district, block, and local levels in discussions on DRR especially DRD and UDD SDMA, COR, RD, Recurring DDMA, Ensuring the functioning of a sound grievance redress mechanism in all the ministries/ agencies involved Panchayats, ULBs, all in disaster response Grievance Redress departments involved in Short Term (T1) 5 Mechanism (GRM) disaster response  Review existing GRM applicable for state and centre and within state  Develop plans to strengthen GRM Medium Term (T2) Implement plans for strengthening GRM Recurring  Ensure implementation of standards , DDMA,  Monitor compliance 6 Promote quality Panchayats, ULBs Short Term (T1) Formulate state-level regulations along with wide public consultations standards, such as Medium Term (T2) certifications and  Develop suitable by-laws specifically for urban and rural areas awards for disaster  Institute systems of certifications and awards for DRR risk management  Develop enforcement mechanisms Long Term (T3)  Implement techno-Legal regimes  Establish institutional arrangements for monitoring compliance

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Raichur District Disaster Management Plan: 2020 Chapter 13 Maintaining and Updating the Plan Background

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

Training

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

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Raichur District Disaster Management Plan: 2020 reviews, or lessons-learned processes that may indicate that deficiencies exist. Members of the planning team should reconvene to discuss the problem and to consider and assign responsibility for generating remedies across all missionareas.

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

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

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Raichur District Disaster Management Plan: 2020 Chapter 14 District Sources and Contact Numbers

Fire and Emergency Service Raichur

Designat Exper Office Personal Name Exp. In DM ion ience landline Mobile DISTRICT . RAVINDRA FIRE 5 08532235999 9740624022 GATGE. OFFICER Handled FIRE SHASHIDHAR S disaster STATION 3 08532235999 9986613652 NEELGAR managemen OFFICER t once FIRE RAVIKUMAR N No STATION 3 08535220777 9742978079 CHAWAN experience OFFICER Handled FIRE disaster STATION 3 08537257655 9740624022 managemen OFFICER t once Handled BASAVARAJA FIRE disaster KARALINGANNA STATION 3 08531260101 9538800389 managemen VAR, OFFICER t once FIRE Good VENKATESH STATION 30 08538220362 9900094498 experience OFFICER Water Sources Details in Fire & Emergency Services

Motor to Capacity collection Resource Nearest Village1 – Source pump (volume- point Function name water liters)) motorable FIRE STATION FIRE FIGHTING Tank Electricity 25000 DEODURGA DRINKING Tank Electricity 20000 Motor able YARAMARAS. WATER SUPPLY FIRE & FIRE STATION, Tank Electricity 20000 Motor able EMERGENCY RAICHUR FIRE & Water Electricity EMERGENCY tanker 4500 Motor able Fire Station Lingasagur Tank FIRE & Water Electricity EMERGENCY Lorry 9000 Motor able Fire Station Lingasagur Tank FIRE & Water Electricity EMERGENCY tanker 4500 Motor able Fire Station Sindanoor Tank FIRE & Water Electricity 9000 Motor able Fire Station Sindanoor EMERGENCY Lorry

Page No: 192

Raichur District Disaster Management Plan: 2020

Totally Equipment in the District Item Name Item Item Specifylocatn if Transpor- Description Quantit not present tation Mode y and atthedepartmt (Road, Train, Unit Air, Water or Bolt cutters cutting 04 Fire station Road electricdrill drilling 01 Fire station Road Circular saw cutting 04 Fire station Road Chain saw cutting 04 Fire station Road Hydrolic Cutter Iron cuting 02 Fire station Road Cutter battery battary 01 Fire station Road Hydrolic spreders spreding 02 Fire station Road spreaderbatry battery 01 Fire station Road airlifting bag lifting 04 Fire station Road Jack 5 ton lifting 04 Fire station Road axe cutting 04 Fire station Road inflatable light lighting 05 Fire station Road searchlight lighting 05 Fire station Road E.genaretor power 05 Fire station Road Diving suit Water resque 01 Fire station Road Under water B.A.setset Water resque 02 Fire station Road Lifebuoy Water resque 50 Fire station Road Life jackets Water resque 50 Fire station Road B.A.sets Resque 06 Fire station Road B.A.compressor B.A.cylender 03 Fire station Road Pump Waterfilling 09 Fire station Road Ladder pumpingResque 06 Fire station Road CO2 fire extinguishers First aid 10 Fire station Road Foam fire extinguishers firefightingFirst aid 05 Fire station Road DCP fire extinguishers firefightingFirst aid 05 Fire station Road Fire Tenders Firefirefighting fight & 14 Fire station Road Resque tenders Resqque,resque 01 Fire station Road Fiber Boat & Suzuki Engien Used for 02 SP Office Road Tube Boat & Suzuki Engien floodUsed disaster for 02 SP Office Road Engien Less Tube Boat UsedFlood for 01 SP Office Road Life saving Jacket floodUsed disaster for 53 SP Office Road Life saving Jacket floodUsed disaster for 80 SP Office Road Search Lights floodAny Disaster disaster 48 SP Office Road Signal Byatan Any Disaster 48 SP Office Road Ropes Bundal Any Disaster 05 SP Office Road Tents Any Disaster 02 SP Office Road Byaral Any Disaster 2 SP Office Road Life Boye (Rings) Any Disaster 25 SP Office Road SubMarsible Light Used for 01 SP Office Road 4 wheeler vehicle floodDiesel disaster 01 Home Guard Road Mini Bus Swaraz Mazda Diesel 01 Home Guard Road JCB Petrol 01 Police Road

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Raichur District Disaster Management Plan: 2020

JCB Petrol 01 Police Road Van Petrol 01 Police Road JCB Petrol 01 Police Road Jeep Diesel 01 KSRTC Road Crane with ladder Diesel 01 KSRTC Road Bus Diesel 07 KSRTC Road Jeep Diesel 01 RTO Road JCB Diesel 03 RTO Road Crane with ladder Diesel 02 RTO Road Maxi-Cab Diesel 01 RTO Road Jeep Diesel 02 RTO Road Qualis KA 01 G3959 1 PWD Raichur Road Jeep KA 36 G66 1 PWD Raichur Road Jeep KA 25 G31 1 PWD Deodurga Road Jeep KA 36 G61 1 PWD Manvi Road Jeep KA 36 G229 1 PWD Sindhanoor Road Jeep KA 36 G60 1 PWD Lingasugur Road Bolt cutters Scissor type 2 RTPS Dept NA Air Lifting Bags 35 tons 01 RTPS Dept Road Search light Dragon type 06 RTPS Dept NA Cranes-Heavy 5-25 Tons 05 RTPS Dept Road Breathing Apparatus- Self 05 RTPS Dept NA contained Breathing Apparatus Compressor 05 RTPS Dept Road Extension Ladder Aluminium 02 RTPS Dept Road Alloy Fire Tender 3500ltrs 01 RTPS Dept Road Foam tender 500 ltrs 01 RTPS Dept Road Stretcher Normal Std. 02 RTPS Dept Road Incubators-Children Medical std. 01 RTPS Dept Road First aid kits Box type Availabl RTPS Dept NA e Portable Oxygen Cylinder Medical Std. 16 RTPS Dept Road Portable ECG Basic model 02 RTPS Dept Road Portable Suction unit Basic model 06 RTPS Dept Road Defibrillator Basic model 01 RTPS Dept Road Truck Medium 07 RTPS Dept Road capacity Mini Bus 16 seater 01 RTPS Dept Road Bus 35 seater 13 RTPS Dept Road Light Ambulance Van Maruti Van 01 RTPS Dept Road Medium Ambulance Van Swaraj 03 RTPS Dept Road Mazada Type Mobilization Truck Medium size 01 RTPS Dept Road

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Raichur District Disaster Management Plan: 2020

Water Tanker-Medium 6000 ltrs 01 RTPS Dept Road capacity VHF Sets mobile 01km range 01 RTPS Dept NA Walkie Talkie sets 02km range 102 RTPS Dept NA V-SAT BETEL model 01 RTPS Dept NA Mobile Phone GSM BSNL service 175 RTPS Dept NA Video camera digital Sony make 01 RTPS Dept NA NBC face Mask Full face type 10 RTPS Dept NA Capping kit-chlorine leak Arrestor type 03 RTPS Dept NA PH meter Thermostat- RTPS Dept electrode 12 NA type Walkie Talkie Sets VHF 46 Revenue Dept NA

LIST OF JCB VEHICLES

Sl. MV No. Name & Address of the registered owner No. 1 KA-36/M3178 Janitha Constructions Ltd., No.13-5-2/87 Bhimaraya Colony Camp Raichur. 2 KA-36/M3203 S.Basavraj Ashinaya Nivas Adarsh Colony, Sindhnaur. 3. KA-36/M-3329 Veerapakshappa Buddappa Bale R/o Masarkar Tq. Deodurga. 4 KA-36/M-3373 Mallikarjun S/o, B.Eranna R/o Udmagalkhanpur Tq. Raichur. 5. KA-36/M-3379 Amerapur Mallikarjun H.No.7-2-78/5 Raichur Road, Deodurga. 6. KA-36/M-3506 A.Basavraj S.o, A.Lingayya PWD Contractor H.No.8-1- 614 Deodurga. 7 KA-36/M-2829 Virupakshappa Bale R/o, Masarkal Tq. Deodurga. 8 KA-36/M-2614 M.Eranna Class 1 Contractor FS Theatre Raichur Road Manvi. 9 KA-36/M-2925 Venkateshwar Rao Class-I Contractor Sai Nagar Gangavathi Road Sindhanur. 10 KA-36/M/2931 Ramangouda Police Patil, R/o, Nagarhal Ta. Lingasugur. Details of Maxi-Cabs

Sl. No. MV No. Name & Address of the registered owner 1 KA-36/5306 Manjunath S/o, Shekharappa, H.No.140 Maski, Tq. Lingasugur 2 KA-36/5383 G.Amaresh S/o, Gundappa, R/o, Kasandoddi Tq. Manvi Dist. Raichur. 3 KA-36/5386 Ishwarayya S/o Earayya R/o, Near Tahasil Office, Lingasugur. 4 KA-36/5398 Mahadeva S/o, Kariyappa R/o, Devatagal Tq. Manvi. 5 KA-36/5402 Rachotaish Swamy S/o, basavaligayya Swamy R/o, Bagawat Tq. Manvi Dist. Raichur. Page No: 195

Raichur District Disaster Management Plan: 2020

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Raichur District Disaster Management Plan: 2020

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15 - ºÀgÀUÉÆÃ®Ä - gÁªÀÄÄ vÀAzÉ wªÀÄä¥Àà ªÀAiÀiÁ. gÁªÀÄÄ vÀAzÉ wªÀÄä¥Àà - SÁ¸ÀV 23 ªÀóµÀð, eÁw. £ÁAiÀÄPï ªÀAiÀiÁ. 23 ªÀóµÀð, eÁw. £ÁAiÀÄPï 16 - ºÀgÀUÉÆÃ®Ä - D±ÀtÚ vÀAzÉ UÉdÓ®¥Àà ªÀAiÀiÁ. D±ÀtÚ vÀAzÉ - SÁ¸ÀV 30 ªÀóµÀð, eÁw. ºÀjd£À UÉdÓ®¥Àà ªÀAiÀiÁ. 30 ªÉÆ.£ÀA.9900212994. ªÀóµÀð, eÁw. ºÀjd£À ªÉÆ. £ÀA.9900212994. 17 - ºÀgÀUÉÆÃ®Ä - DAd£ÀAiÀiÁå ªÀAiÀiÁ. 28 DAd£ÀAiÀiÁå ªÀAiÀiÁ. 28 - SÁ¸ÀV ªÀóµÀð, eÁw. ºÀjd£ ªÀóµÀð, eÁw. ºÀjd£ 18 - ºÀgÀUÉÆÃ®Ä - £ÀgÀ¹AºÀ®Ä vÀAzÉ £ÀgÀ¸À¥Àà £ÀgÀ¹AºÀ®Ä vÀAzÉ £ÀgÀ¸À¥Àà - SÁ¸ÀV ªÀAiÀiÁ. 20 ªÀµÀð, eÁw. ªÀAiÀiÁ. 20 ªÀµÀð, eÁw. PÀ¨ÉâÃgÀ. PÀ¨ÉâÃgÀ. 19 - ºÀgÀUÉÆÃ®Ä - a£ÀßAiÀÄå vÀAzÉ gÉÆlÖ£Àß a£ÀßAiÀÄå vÀAzÉ gÉÆlÖ£Àß - SÁ¸ÀV

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PÀæ.¸À ¨ÉÆÃl ºÀgÀUÉÆà zÉÆÃt ªÀiÁ°ÃPÀgÀ ºÉ¸ÀgÀÄ & «¼Á¸À £Á«PÀgÀ ºÉ¸ÀgÀÄ & «¼Á¸À ¸ÀgÀPÁ SÁ¸ÀV A UÀ¼ÀÄ ®ÄUÀ¼ÀÄ UÀ¼ÀÄ gÀzÀÄÝ AiÀÄzÀÄ. ªÀAiÀiÁ. 28 ªÀóµÀð, eÁw ªÀAiÀiÁ. 28 ªÀóµÀð, eÁw UÉÆ®ègÀ UÉÆ®ègÀ ªÉÆ.£ÀA. ªÉÆ.£ÀA.9742547557. 9742547557. 20 - - £ÁqÀ £ÁUÀ¥Àà vÀAzÉ §ÄqÀØ £ÀgÀ¸ÀtÚ £ÁUÀ¥Àà vÀAzÉ §ÄqÀØ - - zÉÆÃt ªÀAiÀiÁ: 45 ªÀµÀð eÁ: £ÀgÀ¸ÀtÚ ªÀAiÀiÁ: 45 à PÀ¨ÉâÃgï G: £Á«PÀ ¸Á: ªÀµÀð eÁ: PÀ¨ÉâÃgï G: a£ÀßPÀÄgÀĪÀiÁ £Á«PÀ ¸Á: a£ÀßPÀÄgÀĪÀiÁ

21 - - £ÁqÀ ±ÀAPÀæ¥Àà vÀAzÉ gÁªÀÄtÚ ªÀAiÀiÁ: ±ÀAPÀæ¥Àà vÀAzÉ gÁªÀÄtÚ - - zÉÆÃt ªÀAiÀiÁ: 45 ªÀµÀð eÁ: ªÀAiÀiÁ: ªÀAiÀiÁ: 45

à PÀ¨ÉâÃgï G: £Á«PÀ ¸Á: ªÀµÀð eÁ: PÀ¨ÉâÃgï G: a£ÀßPÀÄgÀĪÀiÁ £Á«PÀ ¸Á: a£ÀßPÀÄgÀĪÀiÁ

22 - - £ÁqÀ ªÉAPÀmɱÀ vÀAzÉ ºÀ£ÀĪÀÄAvÀ ªÉAPÀmɱÀ vÀAzÉ - - zÉÆÃt ªÀAiÀiÁ: 25 ªÀµÀð eÁ: ºÀ£ÀĪÀÄAvÀ ªÀAiÀiÁ: 25

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23 zÉÆÃt - - ªÉAPÀmÉñÀ vÀAzÉ gÁªÀÄtÚ ªÉAPÀmÉñÀ vÀAzÉ gÁªÀÄtÚ - - ªÀAiÀiÁ.30 ªÀµÀð, eÁw ªÀAiÀiÁ.30 ªÀµÀð, eÁw PÀ¨ÉâÃgÀ ªÉÆ.£ÀA. PÀ¨ÉâÃgÀ 9732037008 ¸Á. ªÉÆ.£ÀA.9732037008. ¥ÉzÀÝPÀÄgÀªÀiÁ UÁæªÀÄ ¸Á. ¥ÉzÀÝPÀÄgÀªÀiÁ UÁæªÀÄ

1 19 3 EqÀ¥À£ÀÆgÀÄ ¥Éưøï oÁuÉ PÀæ.¸ÀA. ¨ÉÆÃlUÀ¼À ºÀgÀUÉÆîUÀ¼ÀÄ zÉÆÃtÂUÀ¼ÀÄ ªÀiÁ°ÃPÀgÀ £Á«PÀgÀ ºÉ¸ÀgÀÄ ¸ÀgÀPÁgÀzÀÄ SÁ¸ÀVAiÀÄzÀÄ ºÉ¸ÀgÀÄ & «¼Á¸À «¼Á¸À 1 - 4 - ªÉAPÀmÉñÀ 1)ºÀA¥ÀàAiÀÄå - ºËzÀÄ ¸Á|| ªÉÆ.£ÀA. aPÀ̪ÀÄAZÁ° 9985289899 ªÉÆ.£ÀA. 2) °AUÉñÀ 8496996745 ªÉÆ.£ÀA. 8520922830 3) FgÀtÚ ªÉÆ.£ÀA. 9966678231 J¯ÁègÀÆ ¸Á|| aPÀ̪ÀÄAZÁ° 2 - 3À - gÁªÀÄ°AUÀ 1)ºÀ£ÀĪÀÄAvÀ - ºËzÀÄ ¸Á|| ªÉÆ.£ÀA. vÀÄAUÀ¨sÀzÀæ 9741676508 ªÉÆ.£ÀA. 2)PÀıÁ® ªÉÆ.£ÀA. 9972644458 990097236 ¸Á|| vÀÄAUÀ¨sÀzÀæ

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Raichur District Disaster Management Plan: 2020

3 - 2 - ²ªÀ¥Àà ¸Á|| ªÀĺÁzÉêÀ ¸Á|| - ºËzÀÄ vÀ®ªÀiÁj vÀ®ªÀiÁj ªÉÆ.£ÀA. ªÉÆ.£ÀA. 9972421602 9972418963 MlÄÖ - 9 -

ªÀiÁ¤é ¥Éưøï oÁuÉ PÀæ.¸À ¨ÉÆÃlUÀ¼À ºÀgÀUÉÆà zÉÆÃtÂUÀ¼ÀÄ ªÀiÁ°ÃPÀgÀ ºÉ¸ÀgÀÄ & £Á«PÀgÀ ºÉ¸ÀgÀÄ «¼Á¸À ¸ÀgÀPÁgÀzÀÄ SÁ¸ÀVA A: ®UÀ¼ÀÄ «¼Á¸À iÀÄzÀÄ 1 - 1 - ºÀĸÉä vÀAzÉ FgÀtÚ 1] ºÀĸÉä vÀAzÉ FgÀtÚ -50 - SÁ¸ÁV -50 ªÀµÀð eÁ- ªÀµÀð eÁ-CA©UÀ ¸Á- CA©UÀ aÃPÀ®¥À«ð vÁ-ªÀiÁ£À« ¸ÁaÃPÀ®¥À«ð vÁ- 2] ªÀįÉèñÀ vÀAzÉ ºÀĸÉä ªÀ-30 ªÀiÁ£À« ªÉÆãÀA 3] gÁªÀÄtÚ vÀAzɺÀĸÉä ªÀ-27 EgÀĪÀ¢®è. ªÀµÀð ¸Á-aÃPÀ®¥À«ð ªÉÆãÀA EgÀĪÀ¢®è. 2 - 1 - ºÀ£ÀĪÀÄAvÀ¥Àà ¥ÀÆeÁj 1] ºÀ£ÀĪÀÄAvÀ¥Àà ¥ÀÆeÁj ªÀ-70 - SÁ¸ÁV ªÀ-70 ªÀµÀð eÁ- ªÀµÀð eÁ-CA©UÀ ¸Á-ªÀÄzÁè¥ÀÆgÀÄ CA©UÀ ¸Á- 2] CªÀÄgÉñÀ vÀAzÉ ºÀ£ÀĪÀÄAvÀ¥Àà ªÀÄzÁè¥ÀÆgÀÄ ¥ÀÆeÁj ªÀ-40 ªÀµÀð ,eÁ- CA©UÀ ¸Á:ªÀÄzÁè¥ÀÆgÀÄ ªÉÆãÀA-9900649530 3 - 1 - £ÀgÀ¹AºÀ 1] ªÀĺÉñÀ vÀAzÉ £ÀgÀ¹AºÀ ªÀ-35 - SÁ¸ÁV vÀAzÉFgÀtP˱À¥Àà ªÀ- ªÀµÀð eÁ-CA©UÀ 45 ªÀµÀð eÁ-CA©UÀ 2] CAd¥Àà vÀAzÉ£ÀgÀ¹AºÀ ªÀ-30 ¸Á-PÀÄA§¼ÀÆgÀÄ ªÀµÀð eÁ-CA©UÀ ¸Á- (J.¦ ) PÀÄA§¼ÀÆgÀÄ (J.¦ ) ªÉÆãÀA DAzÀæ ¤ªÁ¹UÀ¼ÀÄ EgÀĪÀ¢®è. 4 - 1 - £ÁUÀ¥Àà vÀAzÉ zÉÆqÀØ 1] £ÁUÀ¥Àà vÀAzÉ zÉÆqÀØ §¸Àì¥Àà ªÀ- - SÁ¸ÁV §¸Àì¥Àà ªÀ-40 ªÀµÀðð 40 ªÀµÀð eÁ-CA©UÀ ¸Á-ªÀĽî eÁ-CA©UÀ ¸Á-ªÀĽî (J.¦) (J.¦) 2] zÉêÀ¥Àà vÀAzÉ zÉÆqÀØ §¸Àì¥Àà ªÀ- DAzÀæ ¤ªÁ¹UÀ¼ÀÄ 28 ªÀµÀð eÁ-CA©UÀ ¸Á-ªÀĽî (J.¦) MlÄÖ 4 - °AUÀ¸ÀÆUÀÆgÀÄ ¥Éưøï oÁuÉ PÀæ.¸ÀA: ¨ÉÆÃlUÀ¼À ºÀgÀUÉÆà zÉÆÃtÂUÀ¼ÀÄ ªÀiÁ°ÃPÀgÀ ºÉ¸ÀgÀÄ & «¼Á¸À £Á«PÀgÀ UÁæªÀÄzÀ SÁ¸ÀVAiÀÄzÀÄ ®UÀ¼ÀÄ ºÉ¸ÀgÀÄ ºÉ¸ÀgÀÄ «¼Á¸À 1 2 ¸ÀĨsÁµÀ ªÉÊ.¹ 9980099893 - avÁÛ¥ÀÆgÀ SÁ¸ÀVAiÀÄzÀÄ 2 1 C¥ÀÄàgÁd vÀAzÉ ºÉZï. ºÀÄ£ÀPÀÄAn ,, 9945303062 3 1 ±ÀAPÀgÀ «.a®ªÀÄAV 99010407724 ,, 4 2 ±ÀAPÀæ¥Àà ºÉƸÀªÀĤ 9945303062 ,, 5 1 CªÀÄgÀ¥Àà vÀAzÉ UÀzÉÝ¥Àà UÉÆ£ÀªÁlè 6 1 ZÀ®ÄªÀ¸Áé«Ä vÀAzÉ UÀzÉÝ¥Àà ªÀÄÄAqÀgÀV AiÀÄgÀUÉÆÃr 7 1 §¸Àì¥Àà vÀAzÉ ºÀ£ÀĪÀÄUËqÀ zÀ¼À¥Àw ,, 9880671802 8 1 §¸ÀªÀgÁd vÀAzÉ §¸Àì¥Àà ,,

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9 1 CªÀÄgÀ¥Àà vÀAzÉ ºÀ£ÀĪÀÄ¥Àà AiÀļÀUÀA¢ 10 1 DzÀ¥Àà vÀAzÉ ºÀ£ÀĪÀÄ¥Àà PÀgÀPÀ®UÀrØ ,, 8494882094 MlÄÖ - 13 - ºÀnÖ ¥Éưøï oÁuÉ PÀæ.¸ÀA: ¨ÉÆÃlUÀ¼À ºÀgÀUÉÆîUÀ¼ÀÄ zÉÆÃtÂUÀ¼ÀÄ ªÀiÁ°ÃPÀgÀ ºÉ¸ÀgÀÄ & «¼Á¸À £Á«PÀgÀ ¸ÀgÀPÁgÀzÀÄ SÁ¸ÀVAiÀÄzÀÄ ºÉ¸ÀgÀÄ «¼Á¸À 1 - 01 - 1) zÀÄgÀÄUÀ¥Àà vÀAzÉ ªÀdÓ®¥Àà - - ºËzÀÄ eÁ; £ÁAiÀÄPÀ G: ºÀgÀUÉÆÃ®Ä PÉ®¸À ¸Á: ltªÀÄ£ÀPÀ¯ï UÁæªÀÄ (ªÀiÁ°ÃPÀ & £Á«PÀ) 2 - 01 - gÁªÀÄtÚ vÀAzÉ ²ªÀ°AUÀ¥Àà - - ºËzÀÄ eÁ: £ÁAiÀÄPÀ ¸Á: ltªÀÄ£ÀPÀ¯ï UÁæªÀÄ (ªÀiÁ°ÃPÀ & £Á«PÀ) 3 - 01 - ªÀiÁ£À¥Àà vÀAzÉ zÀÄgÀÄUÀ¥Àà - - ºËzÀÄ eÁ: £ÁAiÀÄPÀ ¸Á: gÁAiÀÄzÀÄUÀð UÁæªÀÄ (ªÀiÁ°ÃPÀ & £Á«PÀ) 4 - 01 - ºÀ£ÀĪÀÄAvÀ vÀAzÉ §¸À¥Àà - - ºËzÀÄ eÁ: £ÁAiÀÄPÀ ¸Á: gÁAiÀÄzÀÄUÀð UÁæªÀÄ ( ªÀiÁ°ÃPÀ & £Á«PÀ) 5 - 01 - ²ªÀ¥Àà vÀAzÉ ¸ÉÆêÀÄtÚ eÁ: - - ºËzÀÄ PÀ¨ÉâÃgï ¸Á: gÁAiÀÄzÀÄUÀð (ªÀiÁ°ÃPÀ & £Á«PÀ) 6 - 01 - ¥ÀgÀªÀÄAiÀÄå vÀAzÉ - - ºËzÀÄ ¸ÉÆêÀÄAiÀÄå eÁ; £ÁAiÀÄPÀ ¸Á: gÁAiÀÄzÀÄUÀð (ªÀiÁ°ÃPÀ & £Á«PÀ) MnÖ 6 6 6 WÉÆõÀªÁgÀ £ÁqÀ PÀæ.¸ÀA. oÁuÉAiÀÄ ºÉ¸ÀgÀÄ ¨ÉÆÃlUÀ¼À ºÀgÀUÉÆîUÀ¼ÀÄ ¸ÀgÀPÁgÀzÀÄ SÁ¸ÀVAiÀÄzÀÄ zÉÆÃtÂUÀ¼ÀÄ 1 AiÀiÁ¥À®¢¤ß 1 19 4 - SÁ¸ÀVAiÀÄzÀÄ

2 EqÀ¥À£ÀÆgÀÄ - 09 - - SÁ¸ÀVAiÀÄzÀÄ

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5 ºÀnÖ - 06 - - SÁ¸ÀVAiÀÄzÀÄ

MlÄÖ 1 58 4

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Raichur District Disaster Management Plan: 2020

Details of Tippars Name & Address of the registered Sl. No. MV No. owner 1 KA-36/4369 Raja Narashimha Naik S/o, shivalingappa R/o, Gurgunta Tq. Lingasugur.

2 KA-36/4370 Venkatesh S/o, Ranganath R/o, Gurgunta Tq. Lingasugur. 3 KA-36/471 L. Naveen S/o, L.Madhusudhan Rao H.no.1-11-45/1A Shivapuram Layour Near Methodist School Raichur. 4 KA-36/4487 5 KA-36/4489 6 KA-36/4490 7 KA-36/4491 G.V.R.Construction Pvt. Ltd., Kasba 8 KA-36/4492 Lingasugur Tq. Lingasugur.

9 KA-36/4493 10 KA-36/4494 11 KA-36/4495 12 KA-36/4496 13 KA-36/4497 14 KA-36/4581 Umesh B.Patil S/o, Bheemangouda H.No.1-11-63/56 Nijalingappa Colony, Raichur. 15 KA-36/4582 -do- 16 KA-36/4591 G.V.R.Construction Pvt. Ltd., Lingasugur.

17 KA-36/4352 Kishan Khandelwal Partner Khandelwal Construction D.No.L-281 Nijalingappa Colony, Raihcur. 18 KA-36/5336 Amaresh Gunjalli S/o, Channappa H.No.6- 1-2108 Amareshwar Nilaya Behind Gurudev Lodge Kustagi Road, Sindhanur. 19 KA-36/5342 Raghavendra Rao S/o, Madavarao Kulkarni S.B.H. Colony Lingasugur. 20 KA-35/A-2529 Mahaboob Ali S/o, Lal Ahmed H.no.5A Chicksugur Tq. Raichur. 21 AP-37/T-4821 Devappa S/o, Vasappa Bagodi Tanda Mariyammanhalli Tq. Lingasugur 22 AP-26/T-6876 Venkappa S/o, Rangayya H.No.212 R/o Santhekallur Tq. Lingasugur 23 OR-04/C-6605 Dhananjayya S/o, Narayanappa H.No.131/5 Beoon Gquilla Raichur. 24 OR-04/C-6617 Mohammed Siraj S/o, Mohd. Munwar, H.No.4-10-21 Mangalwarpeth, Raichur. 25 KA-36/5483 Mohd. Sardar S/o, Abdul Nabi, H.No.2-1- 85 Behind Jail Androon Quilla, Raichur.

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DETAILS OF PETROL BUNKS

SI Name of the Owner Name of the Petrol Pump Compan Contact No. NO y Name 1 A Kamal Kumar Saaraswathi filling Station Linasaguru IOC 257344 2 Jagadish Patil Sri Venkateshwara Filling Station BPO 258589 Lingasaguru 3 A Guddappa Meti Amareshwara Filling Station IOC 258588 Lingasaguru 4 B Kulkarni Pragathi Filling Station Mudagal IOC 280535 5 Prakash Dareval Super Filling Station Maski IOC 270233 6 Sandeep Dareval Sandeep Filling Station Maski IOC 270233 7 Anand Renuka Filling Station Maski BPC 9448003465 8 Veranna Gowda Patil Veersadi Filling Station Mudgal IBP 9 Sri Shakalesh Jain Relience Petrol Bunk Sindanoor Relience 10 Rajashekar Patil Rudra Gowda Filling Station Sindanoor HPB 223082 11 S R Heggde Heggde Filling Station Sindanoor IBP 220456 12 Mukesh Sri Mukesh Filling Station Sindanoor HPB 13 S R Reddy Navoodaya Filling Station Raichur BPL 14 Ragavendra Rao T Goovind Rao & Sons Filling Station BPC 230896 Raichur 15 T Gopal Rao Gopal Rao Filling Station Raichur BPL 220723 16 Jayaprakash Jayaprakash Filling Station Gillesgoor IOC 17 Pampana Gowda Jyothi Filling Station Potnal IOC 18 Prabudas J Prabhat Filling Station Raichur IOC 235928 19 Gowtham Jain Sundar Filling Station Raichur IOC 226337 20 Sudeer Kumar Ragavendra Filling Station Raichur IOC 233799 21 Venkobanna Rajeshwarayya Filling Station Manvi BPC 22 Kapil Kumar Santhosh Filling Station Manvi IOC 220351 23 Smt. B Sudharani Soorya Filling Station Manvi HPC 221970 24 Venkobayya Shetty Vasvi Filling Station Manvi Relience 220444 25 Mallana Gowda Yellalingeshwara Filling Station Manvi IOC 220503 26 A Sohan Kumar Sirvar Filling Station sirvar IOC 270050 27 Smt. Parvathamma S Bhagavathi Filling Station Sirivar IOC 270744 28 Vishwanatha Reddy Basava Filling Station Sirivar HPC 9448570800 29 Basavanthappa Manju Filling Station Kavithal HPC 9448248310 30 M W Baskara Rao Vralakshmi Filling Station Kavithal IOC 252572 31 Ashok Patil Jyothi Filling Station Potnal BPC 9845049945 32 Parimal Raganath Parimala Filling Station Yerigara IOC 33 Vijaya Lakshmi Vijaya Lakshmi Filling Station HPC Shakthinagar 34 Mujahuddin Eshvath Filling Station Raichur IOC 9845654019 35 NaveenChand Maharastra Auto Service Raichur IBC 235613 36 Ragnaswami Bhagyalakshmi Filling Station Raichur IOC 37 Gowtham Jain Mahaveera Auto Service raichur HPC 226217 38 Mahanandi Sharada Filling Station Raichur HPC 249135 39 Amrutha Amrutha Filling Station Sindanoor IOC 9842881247 40 Sharana Basaveshwara Sharana Basaveshwara Filling Station IOC Sindanoor

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Details of LPG Distributers SI No Name Company Total Benificiary Name 1 Sumanth Flamojen Raichur IOC 14882 2 Lakshmi Venkateshwara Gas Agency IOC 16978 Raichur 3 Vijay Gas Agency Raichur HPC 11648 4 Padmavathi Gas Agency Devasagoor IOC 2627 5 RTPS Co-operative Sanga Shakthinagar IOC 2276 6 Sri Nidhi Gas Agency Manvi BPC 8822 7 Venkateshwara Gas Agency Lingasagoor IOC 7788 8 HP Indene Gas Distributers Mudgal IOC 4214 9 Fiazza Gas Distributers Hatti IOC 2375 10 Prabhu Gas Distributers BPC 4087 11 Siddalingeshwara Gas Agency Sindanoor IOC 18795 Total 94492

Details of Youth Clubs

Sl.No. Name of the Youth Club 01 Gramvikas Yuvak Mandali, Jalibenchi. Raichur 02 Valmiki yuva shakti sanga Udamagal Vaya. Yergera. ) 03 Fire Boys Yuvaka Sanga Raichur. 04 Fire Boys Yuvaka Sanga Raichur. 05 Fire Boys Yuvaka Sanga Raichur. 06 Sri.Svami Viveka nanda Youth Club. Bapur. 07 Ravindranath TagoreYouth Club. Devinagar Raichur. 08 Sri Kanakdas Nava Yuvak Sangh. Bolam doddi, Raichur. 09 Laximi yuvati mandali yaramaras Tq: Dist: Raichur. 10 Shri kooturu Basavashavara Yuvak sanga kudlur Tq: Dist: Raichur. 11 Najivana yuvthi abirudi kendr po:asikhal 12 Jothi yuvathi mandali rampur Tq: Raichur 13 DR .B.R Ambedakar Jagarkal 14 Bagath sing yuvk sang Kamalapur 15 Sri jaiveera hanuman youth club- Zaheerabad Raichur. 16 Jai bim Youk Mandal Hosur 17 Netaji yuvk mandal J, Mallapur 18 Zehra mahila mandal Raichur 19 Devi Mahila mandal Azad nagar Raichur 20 Fiar Bois Youk Mandal Garaldinni

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Details of SHG’s/CBO’s/NGO’s SI Name of the NGO’s/CBO’s Place NO 1 Samraksha Raichur 2 Swasthi Raichur 3 SEVA Raichur 4 Jana Sangatana Prathistana Raichur 5 Sathi Raichur 6 Akshara Foundation Raichur 7 Janahitha Samsthe Raichur 8 Spoorthi Development society Raichur 9 Swarna Raichur 10 Brundha Raichur 11 Jana Chetana Raichur 12 Sneha Jeevi Raichur 13 HATTS Raichur 14 Hosabelaku Positive Network Raichur 15 Sparsha Raichur 16 Shain foundation Raichur 17 Ruvari Raichur 18 Pragathi Rural Development Society Sindanoor 19 Bharathiya Seva Samsthe Sindanoor 20 Kanakadasa Seva Samsthe Sindanoor 21 JanakalyanaSseva Samsthe Sindanoor 22 Ambedkar rural Development Society Lingasagur 23 Spoorthi rural Development Society Lingasagur TABLE SHOWING THE DETAILS OF Veternary HOSPITALS Taluka Veternary Veternary Primary Mobile Disp Arttificial Hospitals Dispens. Vet.Cet inse.Cent Deodurga 1 2 6 1 - Lingasugur 1 2 13 1 1 Manvi 2 2 11 1 2 Raichur 1 1 12 1 2 Sindhanur 1 3 9 1 9 Total 6 10 51 5 14 School Infrastructure facilities: SNo Block No. of Rooms Water Toilets Compound Electricity Govt. Walls Schools 1 Deodurga 224 683 169 207 169 224 2 Lingsugur 271 1123 197 161 144 271 3 Manvi 239 845 170 229 203 239 4 Raichur 241 1154 172 165 130 241 5 Sindhanur 243 760 167 190 141 243 Total 1218 4565 875 952 787 1218 SNo Block No. of Schools LPS HPS Govt. Aided UnAided Total Govt. Aided UnAide Total

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d 1 Deodurga 155 0 11 166 69 1 6 76 2 Lingsugur 180 0 14 194 91 1 19 111 3 Manvi 168 0 33 201 71 2 18 91 4 Raichur 154 3 10 167 87 11 27 125 5 Sindhanur 155 0 36 191 88 5 28 121 Total 812 3 104 919 406 20 98 524 TEACHERS AND STUDENTS RATIO IN GOVT. SCHOOLS

Taluka Lower Primary Higher Primary High school Teachers Stud. Ratio Teachers Stud Ratio Teachers Student Ratio Deodurga 281 12797 46 438 21963 50 92 2535 28 Lingasgur 277 10342 37 757 36963 49 171 5243 31 Manvi 297 13751 46 484 31224 65 124 3547 29 Raichur 213 9118 43 895 42786 48 201 4724 24 Sindhanur 231 12221 53 554 32277 58 92 3117 34 1299 58229 45 3128 165213 54 680 19166 29 LIST OF GOVT. SCHOOLS IN THE DISTRICT Taluka Lower Primary schools Higher Primary Schools High Schools Urban Rural Urban Rural Urban Rural Deodurga 8 136 4 69 2 9 Lingasgur 0 129 4 123 5 14 Manvi 5 129 6 79 3 12 Raichur 17 78 28 86 12 10 Sindhanur 3 107 7 95 3 8 Total 33 579 49 452 25 53 Source: DSO Raichur Hospital Infrastructure Facilities Sl.No Name of the Nursing Home Phone No 1 City Maternity Nursing Home Station Road 225101 2 Suguna Nursing Home Goodshed Road 230501 Vijay Vittal Nursing Home Near SLV Hotel Station Road 230225 3

4 Javali Nagaraj Nursing Home 225035 5 SVR Maternity & Nursing Home Behind KEB 230515 6 Nandini Hospital &Diagnostic Centre ,Station Road 233108 / 227031 7 Devika Nursing Home Mangalwarpet 232864 8 Nayak Nursing Home Near city Talkies 255648 9 Laxmi Narayana Nursing Home Tippu Sultan Road 225027 10 Dumba Nursing Home Mantralaya Road 230286 11 City Poly Clinic MG Road 228311 12 Sri.Nursing Home EK Minar Road 230063 / 225525 13 Gokul Maternity Nursing Home Jawaharnagar 241279 / 241776 14 Vijay Nursing Home Azad Nagar 230777

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15 MK Bhandari Hospital Gowshala Road 235711 / 235611 16 Navodaya Hospital Gunj Road 236514 17 Wakf Hospital Near Bus Stand 230959 18 Land Mark Hospital Hanuman Talkies Road 228821 19 Amrutha Children Hopital MG Road 227707 20 Basava Nursing Home 228800 21 Balanku Hospital 236893 22 Pthan Nursing Home 23 NRMENT nursing Home 230120 24 Sanjeevini Maternity Nursing Home 25 VVR Nursing Home 26 Shivam Hospital & Reaserch Centre 234001/ 234002 27 Anand Orthopeadic & Taruma Centre 28 OPEC Hopital Hydrabad Road 236202 / 236203

LIST OF AMBULANCE 1 KA -36 G 2987 Maternity Hospital Raichur 2 KA -36 G 81 General Hospital Manvi 3 KA -36 G 98 General Hospital Deodurga 4 KA -36 G 95 General Hospital Lingasgur 5 KA -36 G 164 CHC Kavital 6 KA -01 G 8214 CHC Mudgal 7 KA - 36 G 99 CHC Mudgal 8 KA - 34 A 3007 Indian Red Cross Society Raichur 9 KA - 36 G 93 General Hospital Sindhanur

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