Disaster management and planning

Disaster Management and planning

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

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

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

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

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

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

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

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

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

10. Nature, Scope and Management
Process
10IBS Hyderabad

11. Nature, Scope and Management
Process
11IBS Hyderabad

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

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

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

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

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

17. 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

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

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

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

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

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

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

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

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

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

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

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

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

30. 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

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

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

33. Organisational Structure and design
33IBS Hyderabad

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

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

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

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

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

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

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

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

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

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

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

45. 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

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

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

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

49. Thank You!
49 IBS Hyderabad