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UNIT-III
AWARENESS OF RISK
REDUCTION
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TRIGGER MECHANISM
The trigger mechanism envisages that on receiving signalsof a disaster happening or likely to happen, all the resourcesand activities required for the mitigation process areenergized and activated simultaneously without loss of anytime and the management of the event is visible on theground.
The primary objective of the trigger mechanism is to
undertake immediate rescue and relief operations andstabilize the mitigation process as quickly as possible.
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REQUIREMENTS OF TRIGGER MECHANISM
The trigger mechanism requires the planners :
1. To identify disasters and the probability of theiroccurrence:
The response managers and the planners should identify thedisasters to which the area of their concern is prone to and also beaware of the likelihood of such a happening.
This would mean identification of the hazards and the vulnerability
of area to the hazards. In other words, a profile of the district or the state or the area of
concern is required to be prepared, which will include vulnerabilityassessment, records of previous disasters, details of, thegeographical features of the area and the impact and intensity asalso the damages inflicted by disasters in the past.
Taking into account these parameters ,the developmental processand other noticeable changes in the area, an assessment of thelikely intensity and the impact of the probable disasters of the futuremay be carried out.
This would enable the managers to define the parameters for theresponse
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2. To evolve an effective signal/warning mechanism:
After identifying the likely disasters and their probability ,the next
step would be to evolve an effective signal/warning mechanism andto put it in place.
This mechanism may avail the techniques being used in the existingsignal warning systems of the India Meteorological Department andthe Central Water Commission and also enlist the services of the AllIndia Radio.
The TV, local sirens and other traditional means of communicationmay also be used to alert the community and the field levelmachinery immediately in the event of a likely disaster.
3. To identify the activities:
Disaster management is always a coordinated effort.
A number of activities need to be undertaken as the response in theevent of a disaster.
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The activities involved in disaster response generally would be :
i. Co-ordination, command and control
ii. Rapid assessment of damage
iii. Restoration of power
iv. Restoration of Telecommunication
v. Restoration of surface transport
vi. Deployment of search and rescue teams
vii. Deployment of medical and para - medical teams
viii. Supply of food material
ix. Supply of medicines
x. Arrangements of drinking water
xi. Setting up of temporary shelters
xii. Sanitation and hygienexiii. Transportation of men and material
xiv. Identification of resources i.e. men, material and money.
xv. Earmarking/Allocating of resources i.e. men, material and money
xvi. Maintenance of law and order.
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4. To identify the sub-activities: Each activity will generally involve three or four sub-activities. For example, for search and rescue, one needs to organise the
search and rescue team, the necessary equipment, means oftransportation, the dog squad and the like.
Similarly for deployment of medical assistance, besides the doctorsand the para-medical staff, other arrangements like medicines andmedical equipments would be needed.
For effective response of all the sub activities need to be listedunder the respective main activities.
5. To define the level of response: The level of response should be in view of the magnitude of the
disaster in terms of intensity and impact. Lower the magnitude of a disaster, lower the level of activity
required. In other words, the arrangements needed would be less elaborate.
If the magnitude of a disaster were very severe then the sameresponse activity would be required to be taken on a much largerscale.
Therefore it is necessary to grade the level of activities keeping inview of the assessment of intensity and the impact of probabledisasters carried out .
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6. To specify authorities: Every activity is to be assigned to a specific authority.
Since a number of departments/organizations would be involved inthe response programme, details like name, designation,telephone/fax numbers, e-mail address, etc. of the authoritiesspecified for the different activities should be listed down.
As an alternative, the similar details of the second-in-commandauthority should also be listed for each activity.
A number of sub-activities need to be undertaken to effect everymain activity.
The sub-authorities with these sub-activities should also bespecified.
As far as possible, these should be from within the organisation so
that proper command and control is exercised. Details like the name, designation, telephone/fax numbers, e-mail
address, etc of the sub-authorities and the second-in-command foreach sub-activity must be listed down.
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7. To determine the response time:
In an emergency response, one should not forget that
time is the essence. Each specified authority should work out the response
time needed for operationalising the activity and the sub-activity it is responsible for.
This response time will be graded as lesser time will berequired for operationalising an activity and sub-activityat a lower scale and obviously more time would beneeded if the activity is to be operationalised at a higherscale.
Thus, each authority and sub-authority should veryclearly know its response time with reference to thescale of activity it is to operationalise as part of the
response.
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7. To work out individual activity plans:
After identifying and defining the activities and sub-
activities and the scale at which these will be required tobe operationalised with reference to the predeterminedresponse time, every authority and sub-authority has towork out the individual activity required of it in view ofassessment of probable disasters and their likely
intensity and impact determined earlier These plans will lay down a functional mechanism of
coordination in both, horizontal and vertical manner.
These plans will require the clear identification of theresources i.e. men, money, material and equipmentsneeded for each activity and the sub-activities under it.
This is needed for the distribution of the resourcesduring an actual operation as well as for earmarking theresources.
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9. To have Quick response Teams (QRTs):
At this stage a quick response team may be constituted
for each activity. The team members should know one another and
should also know their specific task as an individualactivity besides the overall activity assigned to the team.
The specified authority and sub-authorities should havecomplete details of the quick response team membersto ensure their availability and proper communication atthe time of response.
10. To undergo preparedness drills:
The quick response teams should undergopreparedness drills and carry out mock exercises so asto pre-empt /prevent the possibility of any functionalhiccups or restrains which are likely to occur whileimplementing their plan on ground.
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On the basis of field experience or the lessons learntfrom previous disasters, the team should update theirfunctional methodology to be more effective both interms of time and delivery.
11. To provide appropriate delegations:
The performance of quick response teams will dependon mobilizing/activating the resources at their command.
It would, therefore, be necessary to ensure thenecessary Administrative, financial, and legislativeprovisions in advance so that the response mechanismbecomes functionally visible and sustainable.
The provisions for the different authorities and sub-authorities should be well defined and clearly laid down.
Standard operating procedure should be laid down inadvance so that one knows what to respond to and howto respond.
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12. To have alternative plans:
Even in an emergency response to a disaster, one has to
aim for zero level of failure. It is therefore recommended that alternative plans and
contingency/emergency measures also be thought of inadvance so that the response mechanism does not getstick up for any reason till the mitigation process is
stabilized.
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CONSTITUTION OF TRIGGER MECHANISM
The trigger mechanism has two basic concepts. They are:
Trigger authority
Coordination, command and control activity
Trigger authority would generally be the authority in charge
of the disaster response by the unit and may be the District
Magistrate, The Relief Commissioner, the Central Relief
Commissioner or any other officer designated for the
purpose.
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FLOW CHART FOR TRIGGER MECHANISM
SOURCE INFO
TRIGGER AUTHORITY
TRIGGER LEVEL
ACTIVITIES
COORDINATION,COMMAND & CONTROL
SUB
ACTIVITIES
SUB
ACTIVITIES
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NATIONAL
DISTRICT
COMMUNITY
STATE
BLOCK
TRIGGER MECHANISM NETWORK
1ST RESPONDER
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The trigger mechanism in fact is a preparedness plan inwhich all the participating managers know in advance the
task assigned to them and the manner in which they haveprepared themselves to respond.
The resources including manpower, material and equipmentare identified.
The performers have adequate delegation/allocation of
financial and administrative powers and have themandate/order for accomplishing the task.
The success of the Trigger mechanism depends on thevision/dream/idea and perception/awareness of the
planners. They are required to anticipate/predict the likely activities
with reference to the nature of the disaster and its impact.
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In fact the Trigger mechanism can also be called theOperating Standard Procedure since the implementation
of the efforts on ground are well laid in advance. All the major activities, which are generally common to all
types of disasters will require sub-division and preparation ofsub-action plans by each specified authority.
They will be required to list all the requirements and their
availability within the prescribed response time.
Trigger mechanism would thus be a horizontal network ofinteraction between the different responders.
To sum up the Trigger mechanism is an emergency quick
response mechanism like an ignition switch, whichwhen energized spontaneously sets the vehicle ofmanagement into motion on the road of disastermitigation process to play a prominent role in disasterrisk reduction.
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RISK REDUCTION BY EDUCATION
INTRODUCTION: Disasters occur as part of natural events, affecting people,
their livelihoods, economies and infrastructure.
Without people there would be no disasters only natural
events of different types and severity.
Development implies benefits to and participation by society
in both human and economic terms, for it to be sustainable
and successful. To be sustainable, development must manage and preserve
the environment in which it takes place so that the benefits
can be enjoyed by future generations.
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Government or non government organizations, private
business sectors or the community itself ,it is of the great
importance that they are aware of ,and are trained and
helped in their efforts to fulfill their responsibilities.
This necessitates organizing programmes of education and
training in the public service sector and in NGOs, to
create and develop among individuals and organizations theessential elements of all disaster reduction plans such as
Analytical,
Planning and
Programme management skills
To ensure the success of disaster reduction plans, the
community must be encouraged and helped to play their self-
reliance/Independence and self-help both, in preparedness
and in response when disasters strike.
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This may be achieved through programmes of
Education
Public awareness
Information and
Training
conducted at the community level
The responsibility for effecting improved standards of disasterpreparedness, better disaster management and the
development of self-help and self-reliance in communities
rests with four sections:
The government at all levels News and information media
Administrators and professionals
The people ,NGOs, and community based organizations and
networks.
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Research shows that
In rapid on-set disasters (cyclone, earthquake, flood, etc.)
whereas the event may cause destruction/damage and death, it is
the collapse of the government administration under load ,which
brings deprivation/deficiency/scarcity and distress/suffering
/pain to the victims.
In slow on-set disasters (famine, environmental degradation,
disease, pestilence/virulent disease, drought. etc.) whether
manmade or natural, the only factor responsible for creating the
disaster is failure to implement effective programmes for
promoting environmental management, health and hygiene,
reliable agricultural practice and social development.
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Educating the masses, staff training, public information and
awareness programmes are necessary to devise/formulate
effective programmes.NATIONAL POLICY AND RESPONSIBILITY
The sovereign responsibilities of national Governments are
Disaster preparedness
relief management
post disaster planning
recovery
In meeting these responsibilities, Governments may seekfinancial, material and advisory support from external
agencies such as the UN
the Commonwealth Secretariat
International and national NGOs
Bilateral aid programmes
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But the Government is responsible for determining a nationalpolicy and for creating and demonstrating the political willwithout which little will be achieved.
In creating the climate for positive action and thinking, thefirst step the Government has to take is eliminating nationaland individual dependency in countering/responding disasterthreats, and in meeting the requirements for relief and
recovery. The responsibilities of political fabric will include:
Implementation of national disaster preparedness and response
plans.
Development of early warning systems based upon monitoring
and surveys at community levels.
Defining the specific responsibilities of the Government and the
local authority in planning, response and recovery.
Identification of community and individual responsibilities in
disaster preparedness and response.
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In establishing and demonstrating its policies and political will
in relation to disaster preparedness, governments should
employ all available public information sources, educationaland research organizations ,as well as news media systems.
These should be staffed by professional educationalists who
are given the freedom to apply their professional skills in the
most effective way.
It is a common plaint throughout the developing world that
very often, when technical departments of government
became involved in public information and warning
programmes (e.g.Mateorology departments), the language
used in technical jargon/terminology, which is not understood
by the target audience.
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It is for this reason that ,as part of disaster reduction plans,
Public information and awareness programmes are conducted to
develop the professional skills of media staff at the national and also
at the local levels .
Public information and awareness programmes that use the news
media systems, are meticulously/particularly developed and are
provided with the resources which ensure their effectiveness as
elements of national and local disaster reduction programmes.
The resources include clear identification of the objectives and expert
programme designers who are educationalists rather than reporters
besides ensured availability of programme time.
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ADMINISTRATIVE RESPONSIBILITY AND ACTION
To be effective in their purpose of creating effective standards of disaster
preparedness, government policies must be translated into action.
The primary responsibility for this lies with the Government, and all other
concerned agencies such as the UN and national and international NGOs
should be brought in for support.
Institutes of public administration (IPA) should be required to and
encouraged to develop programmes of public service training
pertinent (relevant) to disaster reduction and preparedness training
and to open these programmes to the UN, NGO staff, and also, most
importantly, to community representatives.
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The IPA should also be encouraged to establish traveling instructional
teams whose responsibilities would include training local authority as
part of their disaster preparedness planning, disaster management
strategy and post disaster recovery duties and responsibilities.
Such training and instructional programmes should be multi-sectoral at
all level, and at the district and community levels must include community
leaders and representatives.
This will ensure that the people are fully involved in national disaster
reduction activities.
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District and national disaster preparedness plans can be
included with the study of
cultural attitudes (outlooks) local resources
materials and
markets
can be included in. Advantages:
curtail (limit) expenses
avoid unnecessary movement of foreign experts
avoid unnecessary movement of equipment and
avoid unnecessary movement of material
around the world.
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COMMUNITY RESPONSIBILITIES
The most effective environmental management begins at the field level
and is practiced by individuals as members of a community respecting
their individual and community responsibilities. Environmental management involves:
Nurturing (cultivating) young trees.
Adopting fire wood gathering in place of tree felling
Soil conservation by terracing and contour walling
Water conservation and harvesting using small dams and tap and pumpmaintenance and control.
Protecting saplings and young trees.
Preventing and controlling forest fires
Developing firewood plantations
Encouraging reforestation.
For these to succeed, communities should work together towards
achieving common objectives, observing both individual and community
constraints on the resources upon which all are dependent for their
livelihoods.
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One of the principal responsibilities and tasks of the local government,
community leaders including politicians of all colours, religious leaders of
all denominations and NGOs both national and international, is to lead thecampaign (movement/operation) against disasters such as drought and
food shortage and their fall out such as famine and disease in all areas of
their country prone to and affected by these.
One of the most serious effects of ineffective disaster management is thatit results in a loss of robustness and self-reliance among communities and
leads them to depend upon government and external aid agencies for
disaster management.
Changes in political systems, livelihoods, lifestyles, economies,education and communications has led in many areas to a loss of
knowledge of the customs (way of life/tradition) practiced by the and the
methods employed by the previous generations to cope up with and to
survive disasters
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Therefore it is important that those with responsibilities at all levels of
government, societies and communities should avail (benefit) the new
opportunities offered by the improved means of communication ,systems
of education ,technologies , information media as also external assistance
to address the problems created by drought and environmental
mismanagement .
Schools and school children constitute an important channel through
which understanding of the problem and possible solutions can be
conveyed.
The main requirement is the clear statement of policy and responsibility
for the development of community-based projects, which will focus upon
environmental management, conservation of forest wealth, ground cover,
top soil and water resources.
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