Disaster management and planning

JaipalDhobale 5,436 views 49 slides Jan 17, 2019
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About This Presentation

Disaster Management and planning


Slide Content

Unit No -I
Disaster Management and
Planning
By Dr. Dhobale J V
Assistant Professor
IBS, IFHE, Hyderabad.
IBS Hyderabad 1

Objectives
NatureandScopeofDisasterManagement.
DMPolicyandTypesofPlans.
HazardandVulnerabilityAnalysis.
OrganizationalStructureanddesign.
Importanceofgroupdynamics.
Importanceofcontrolprocessindisaster
management.
2IBS Hyderabad

Nature, Scope and Management
Process
Itistruethatgiventhenatureofourexistence,
wearealllivinginarisk-pronehazardous
zoneandanydisastercanstrikeatanytime.
Ifweplanaheadandareprepared,these
disasterscanbemanagedtoagreatextent
andthedamagethatthesedisasterscan
causecanbereducedsubstantially.
3IBS Hyderabad

Nature, Scope and Management
Process
TheproblemwithDisastermanagement
processis–
1.MismanagementofResources.
2.UnderestimationofimpactofDisaster.
Aholisticapproachtowardsdisaster
managementiswarranted.
Managementisaboutaccomplishinggoalsby
optimumandjudiciousutilizationof
resources.
4IBS Hyderabad

Nature, Scope and Management
Process
Settingupgoalsandascertaining
responsibilityofutilizationofbothhumanand
materialresourcesisrequired.
Managementisindispensabletoanyofthe
disasterirrespectiveofthesizeornatureof
events.
DisasterManagementshouldfocusonoptimal
utilizationofavailableresourcesforreducing
orlimitingtheimpactofdisasters.
5IBS Hyderabad

Nature, Scope and Management
Process
DisasterManagementbynatureisbothanart
andaskill.
Askillinconductinganyhumanactivity.
Artisapplicationofknowledge;anartist
attainsperfectionthroughpractice;
Disastersaresituationswhichgenerallytrigger
aterroralarmandpeopleareunableto
respondastheygetpanicky.
Withpracticeandexposure,thisskillcanbe
developed.
6IBS Hyderabad

Nature, Scope and Management
Process
Thereisinvolvementofbothscienceandartin
managementofdisasters.
Sciencetakescareofwell-laidprinciplesand
howtheyareimplementedisdependenton
theskillofindividuals,whichinherentlyanart.
DisasterManagementseekstoreplace
explainationswithasystematicstudy,withthe
aimtoexplain,predictandcontroldisaster.
7IBS Hyderabad

Nature, Scope and Management
Process
ScopeofDisastermanagementislargeasit
coverstheentiregamutofstakeholders,from
individualstocommunities,regionsand
nations.
Theprocessofdisastermanagementcovers
allactionsthataretakentoreducethelosses
fromdisasters.
8IBS Hyderabad

Nature, Scope and Management
Process
AccordingtoIFRC(InternationalFederationof
RedCrossandRedCrescentSocieties),
disastermanagementis–
DisasterManagementcanbedefinedasthe
organizationandmanagementofresources
andresponsibilitiesfordealingwithall
humanitarianaspectsofemergencies,in
particular preparedness, response
andrecoveryinordertolessentheimpactof
disasters.
9IBS Hyderabad

Nature, Scope and Management
Process
10IBS Hyderabad

Nature, Scope and Management
Process
11IBS Hyderabad

Nature, Scope and Management
Process
Planninghelpsbyprovidingcleargoalsand
maptheactivitiesneededtoachievethem
efficientlyandeffectively.
Organizingisthesecondstepwhereroles
andresponsibilitiesaredefined.
Staffinginvolvesmanningtheorganizational
structurethroughproperandeffective
selectionanddevelopmentofpersonneltofill
thedesignedroles.
12IBS Hyderabad

Nature, Scope and Management
Process
Leadingarticulateclearorganizationalvision
foritsmemberstoaccomplish,energiesand
enableemployeesinachievingorganizational
goal.
Controllingmeansevaluationofhowwellan
agencyoragrouphasachieveditsgoal.
Managementofdisastersisadynamic
processconsistingofvariouselementsand
activitiesthathavetobecoordinatedand
controlledforeffectiveness.
13IBS Hyderabad

Policy of disaster Management
Policyisastatementofintentthatassistsand
aidsdecision-making.
Thedisastermanagementpolicyaimsatthe
following:
1.Toprovideguidanceanddirectionstoset
managementandexecutionatthegrass-root
level.
2.Topromotecommunity-basedmanagementand
executionatthegrass-rootlevels.
14IBS Hyderabad

Policy of disaster Management
Thedisastermanagementpolicyaimsatthe
following:
3.Todevelopcapacityofallstakeholders.
4.Toconsolidatepastinitiativesanddevelopbest
practicesforfutureuse.
5.Tofacilitatecooperationwithagenciesat
national,,regionalandinternationallevels.
6.Toensuremulti-sectoralsynergyforcompliance
andcoordination.
7.Tocreateandupholdacultureofpreventionand
preparedness.
15IBS Hyderabad

Policy of disaster Management
Thedisastermanagementpolicyaimsatthe
following:
8.Toprioritiesdisastermanagementastheprincipal
priorityatallechelonsandatalltimes.
9.Topromotedisastermitigationmeasuresonthe
basisofstate-of-thearttechnologyand
environmentalsustainability.
10.Tointegratedisastermanagementissuesintothe
developmentplanningprocess.
11.Tocreateandprotecttheveracityofanenabling
regulatoryenvironmentandacompliancesystem.
16IBS Hyderabad

Policy of disaster Management
Thedisastermanagementpolicyaimsatthe
following:
12.Topromotecultureofcoordinationwhereallthe
stakeholdersworkintandemforgenerating
awarenessanddevelopingcapacity.
13.Toensurewell-organizedresponseandrelief
measurestoaidthedisaster-affectedperson.
14.Tovisualizereconstructionandopportunityto
builddisaster-resilientstructures.
15.Totaketime-boundactionsforresponse,relief,
rehabilitationandreconstruction.
17IBS Hyderabad

Types of Plans: Management by
Objective
MBOwasfirstpresentedbyPeterDruckerin
hisbook,‘ThePracticeofManagement’in
1954.
ThecoreofMBOisparticipativegoalsetting,
courseofactionselectionanddecision-
making.
Itisobservedthatinparticipativegoalsetting,
anindividualismoremotivatedandcommitted
towardsachievingthegoals.
18IBS Hyderabad

Types of Plans: Management by
Objective
BenefitsofMBO–
1.Clarityofgoals.
2.Effectivesynergybetweenoverallobjectivesand
individual’sobjectives.
3.Timeliness.
4.Committedactionsfromstakeholdersmakeit
immenselyhelpfulindisastermanagement.
19IBS Hyderabad

Types of Plans: SWOT Analysis
SWOT Analysis–evaluatesStrengths,
Weakness, OpportunitiesandThreats
concernedwithdisasters.
SWOTAnalysiscanbecarriedoutformmicro
tomacrolevel;threelevels-
1.CommunityLevel
2.RegionalLevel
3.NationalLevel
20IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
Hazardrecognitionhelpsinascertainingthe
areasthatareaffectedbydisasters.
Vulnerabilityis a community’s
defencelessnesstoagivenhazard,whichis
ascertainedbytheextenttowhichtheycan
foresee,handle,respondtoandrecoverfrom
itsimpact.
21IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
VariousdimensionsofVulnerability–
1.Economicdimension
2.Physicaldimension
3.Socialdimension
22IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
AimsofHazardandVulnerabilityAnalysis–
1.Toassesstherisksandhazardsthecommunities
faceandcapacityofpopulationtorespondto
suchsituations.
2.Todeterminethefacilitiesatriskandthedegree
towhichtheymightbeaffected.
3.Toanalyzeeachprobableeventfromstarttoend.
4.Toinvolvecommunities,governmentauthorities
andorganizationsintheidentificationofhazards
andassessmentofvulnerability.
23IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
AimsofHazardandVulnerabilityAnalysis–
5.Tomakeactionplanstoprepareforandrespond
totheidentifiedrisks.
6.Toidentifyactivitiestoavertorreducetheeffects
ofexpectedhazards,risksandvulnerabilities.
24IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
StepsofHazardandVulnerabilityAnalysis–
1.Recognitionofhazardsandvulnerabilities.
2.Estimationoftheprobabilityofoccurrenceof
anevent.
3.Ananalysisoftheprobablehumanimpactof
eachdisastertermsoflossoflivesand
quantumofphysicalinjury.
25IBS Hyderabad

Types of Plans: Hazard and
Vulnerability Analysis
StepsofHazardandVulnerabilityAnalysis–
4.Anassessmentoftheprobabledamagetothe
property.Thisincludesanalysisofreplacement
cost,setting-upcostandcostofrepair.
5.Anassessmentofcapacity,highlightingthe
capabilityandavailabilityofresourceswiththe
communitytoreducedisasterrisksandto
organizeeffectiveresponse.
26IBS Hyderabad

Identifying Crisis Situations: A
Framework
Crisisisanunwantedsituationthattakes
peoplebysurpriseandposeathreattothe
communityatlarge.
Thetimetotakeadecisionforrespondingto
thistypeofsituationisusuallyveryshort,
becauseofwhichthesituationgetsoutof
controlandresultsinhugelossesofboth
humansandproperty.
Acrisishasthepotentialtocauseharmifnot
handledtimelyorproperly.
27IBS Hyderabad

Identifying Crisis Situations: A
Framework
Ifidentificationofcrisiscanbedonebefore,
thelossescanbedilutedtoagreatextent.
Crisismanagementisaprocessbywhicha
communitydealswithadisasterwhich
adverselyaffectsthecommunityanditsstake
holders.
Itisstudythatdealswithrecognizing,
measuring,comprehendingandcopingwithan
emergencysituationfromthemomentit
appearstothepointwhererescueand
recoverystarts.
28IBS Hyderabad

Identifying Crisis Situations: A
Framework
ThreephasesofCrisisManagementare:
1.Pre-Crisisphase–Identification,preventionand
preparation.
2.CrisisResponsePhase–respondtocrisis
3.Post-CrisisPhase–reviewandascertainthe
reasonsofoccurrenceofcrisis.
29IBS Hyderabad

Identifying Crisis Situations: A
Framework
Crisisidentificationsteps:
1.AnAnalysisofthecurrentsituationbasedon
informationofpastcrisesthattheplacemight
havehad.
2.Astudyofregionalvulnerability.
3.Identificationoftheidealsituationinwhichthe
crisiscouldbeeasilyhandled.
4.Identificationofgap-basedanalysis
5.Formulationofdetailedstrategies
6.Communicationoftheplanstoallstakeholders.
7.Monitoringofthesituationcloselytohelpin
identifyingthecrisis.
30IBS Hyderabad

Organisational Structure and design
AblueprintofanOrganisationalstructure
shouldbemadetodeterminetheresponsibility
andaccountabilityofeachstakeholder.
Itisaformaldivisionoftheauthoritiesand
rolesforeaseofdecision-makingandserves
asanintegratingandcontrollingmechanism.
Theorganisationalstructurefordisaster
managementhasfourdistinctdepartments
basedonthefunctionalities.
31IBS Hyderabad

Organisational Structure and design
1.DisasterMitigationdivision.
2.DisasterPreparednessdivision.
3.DisasterResponsedivision.
4.DisasterRecoverydivision.
32IBS Hyderabad

Organisational Structure and design
33IBS Hyderabad

Authority, Delegation and
Decentralization
Authority-Theauthoritiesarethepeoplewho
havethepowertomakedecisionsandto
makesurethatlawsareobeyed.
Delegation-istheassignmentofany
responsibilityorauthoritytoanotherperson
(normallyfromamanagertoasubordinate)to
carryoutspecificactivities.
Decentralization–istheprocessof
reallocationofdutiesandthedecisionmaking
powertoindividualsawayfromacore
authority.
34IBS Hyderabad

Roles, Skills and Competencies
Leaders:leadsinitiativesandinfluencepeople
toworkforachievementofgoals.
Informational Role: Collection&
disseminationofaccurateinformationto
handledisasters.
ResourceAllocator:Duringdisastrousevents
judiciousallocationoftheresourcesby
ascertainingtheneedsoftheaffected
populationistakencarebyRAs.
35IBS Hyderabad

Roles, Skills and Competencies
Takingontheserolesrequirescertainskills:-
1.LeadershipSkills.
2.ConceptualSkills.
3.HumanRelationSkills.
4.ManagerialSkills.
36IBS Hyderabad

Roles, Skills and Competencies
CertainrequiredCompetencies:
1.Knowledge,whichacquirethroughlearning.
2.Experience.
3.Behaviour.
37IBS Hyderabad

ImportanceofControlProcessin
DisasterManagement
Control–Isacheckmechanismthatensures
alltheactivitiesintheorganizationtakeplace
accordingtotheplan,andifthereisany
deviation,timelyactionistakentobringback
activitiesontheplanningpath.
38IBS Hyderabad

ImportanceofControlProcessin
DisasterManagement
BenefitsofControlProcess:
1.Helpsinachievinggoals.
2.Makesefficientuseofresourcesbyensuringthat
eachactivityisperformedaccordingto
predeterminedstandard.
3.Improvesemployeemotivation.
4.Ensuresorderanddiscipline.
5.Facilitatescoordinationinaction.
6.Helpsinminimizingerrors.
39IBS Hyderabad

ImportanceofControlProcessin
DisasterManagement
TypesofControl:Threetypes
1.FeedForwardControl–pre-judgementonthe
basesofsituationandcontrolistriggered.
2.ConcurrentControl-whenactiondonotleadto
theexpectedresponse,insuchcases,action
shouldstopimmediatelyandthesituationis
broughtundercontrol.
3.FeedbackControl–Ananalysisoftheactionof
thepastgivesinsightsandlearningaboutwhat
wentwrong.
40IBS Hyderabad

GroupDynamics-
Isaclassificationofbehavioursandprocesses
takingplacewithinandbetweensocialgroups.
AnotedsocialpsychologistKurtLewincoined
theterm‘groupdynamics’intheearly1940s.
Anunderstandingoftheintricaciesrelatingto
groupbehaviourhelpsindecision-making.
41IBS Hyderabad

GroupDynamics-
Studyinvolvessensitiveinformationlikesocial
classdivisions,regionalismandotherformsof
socialprejudice.
Natureandattitudeofpersonsinvolvedin
grouptasks.
Theseinformationwillhelpinestablishing
autonomousworkgroups.
42IBS Hyderabad

GroupDynamics-
Theinterandintragrouprelationshipof
individualsshouldbegoodsothatthe
achievementofgoalsisfacilitated.
Insteadofbeingcompetitive,theindividuals
havetobeadaptiveandcooperative.
Membersofgroupfollowthecodeofconduct
ofthegroup,andtheresponsibilitiesand
obligationsofeachmemberaredictatedby
groupnorms.
43IBS Hyderabad

GroupDynamics-
Ifagroupishighlycohesive,themembers
maysettleaconflictandcanclear
misunderstandingeasily.
Theimportantaspectofanautonomouswork
groupisthatmemberstrustoneanotherand
collaboratetowardsachievinggoals.
Theattitudeofcollaborativedecisionmakingis
warrantedsothatthegroupcantakequick
decisionsattimesofcrises.
44IBS Hyderabad

Understanding the importance of Team-
building in Disaster management
Teamworkfosterbetterandopen
communicationbetweenindividuals.
Itwillhelpin:
1.Ateamhassharedvaluesandacommongoal.
2.Noindividualidentityofmember.
3.Ateamhasindividualswhocanbetrainedas
memberratherthanashighperformers.
4.Ateamsharesvalues,integrityandcommitment.
5.Aneffectiveteamtakesrisks.
45IBS Hyderabad

CapabilityAssessment
Capabilityassessmenthelpsingettinga
realisticviewofthequalityandquantityof
availableresourcesformitigatingdisasterand
respondingtoit.
Capacityassessmentisaveryimportantpart
ofemergencymanagementplans.
Itincludes:
1.Personnel
2.EquipmentandMaterial
46IBS Hyderabad

CapabilityAssessment
Capacityassessmentratingare:
1.Satisfactory
2.Needsimprovements
3.Deficient
CapabilityEnhancement plansare
documentsbasedonthecapability
assessmentdata.
Capabilityassessmentmustbedoneat
regularintervals.
47IBS Hyderabad

Review
NatureandScopeofDisasterManagement.
DMPolicyandTypesofPlans.
HazardandVulnerabilityAnalysis.
OrganizationalStructureanddesign.
Importanceofgroupdynamics.
Importanceofcontrolprocessindisaster
management.
48IBS Hyderabad

Thank You!
49 IBS Hyderabad