understanding disaster management

8/3/2019 Understanding Disaster Management

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UNIT'2NAGEMENT

Structure

2.0 Learningoutcome2.1 Introduction

2.2 Disaster Management

2.3 Disaster Management in India

2.3.1 At the Central Level

2.3.2 At the State Level

2.3.3 At theDistrictLevel

2.4 Disaster Management:Financial Arrangements

2.5 Role ofNon-Goyernmental Organisations, Community Based Organisations,Media and Communications in Disaster Management

2.6 Review of Existing Disaster Management System

2.7 Conclusion

2.8 Key Concepts

2.9 References and Further Reading

2.10 Activity

2.0 LEARNINGOUTCOME

After studying this Unit, you should be able to:

9 . understand the concept of disaster management;

discuss disaster management in India at the Central, Stateand.Districtlevels;r explain the financial arrangements for disaster management; and

appreciate the role of hon-Governmental Organisations (NGOs), Community BasedOrganisations (CBOs), and Media in disaster management.

2.1 INTRODUCTION

It is evident from the first Unit on Understanding Natural Disasters that India is vulnerable to all

types ofnatural disasters. These inflict serious damage to life and property ofthe affected people,destroy the infrastructure, set-back the development process and upset the budgetary provisions.It is in this context that Disaster Management assumes cohsiderable importance especially for a

developing country like India, which is high on population density and short on infrastructuralandfinancial resources. In tbjc Unit,we'will begin with the concept of disaster management and goeson to discuss the national djsaster management framework, financial arrangements, and role ~fNGOs, CBOs and media. In the end, we will review and analyse the way the disaster managementsystemisevolving in India.


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26 Understanding Natural Disasters

It wi 11 be seen from the Disaster Management Cycle as depicted in the diagram that it consists ofsix broad stages. To begin with, a disaster event occurs and creates the associated disaster

impacts. The duration of the event depends on the type of the hazard. For example, during an

earthquake, ground shaking may occur for seconds, while flooding may take place over a longersustained period.

Response and Relief refer to the first stage response to any disaster, which includes setting up

control roorns, putting the contingency plan in action, issuing warning, taking action for evacuationi.e.taking people to safer areas, and rendering medical aid simultaneously providing food, drinkingwater, clothing etc. to the homeless, restoration of communication, anddisbursement of assistanceill cash or kind.The recovery stage includes activities that encompass the three overlapping phases of emergencyre1 ie f, rehabilitation and 1-econstmction.Emergency relief activity such as immediate relief, rescue,damage assessment, and debris clearance are undertaken during and immediately following adisaster. Taking pl-ecautionsagainst spread of diseases is also an impo

r

tant activity during this

stage. Rehabilitation includes the provision of camps with temporasy publicutilities and shelter as

interim measures to assist long-term recovery. Reconstruction efforts are made to return

communities to improved pre-disaster functioning, which include repair and reconstruction ofbuildings, infrash~lctu~eand lifeline facilities so that long-te~mdevelopment prospects are enhanced.The next stage of development process is an ongoing activity which has to be resumed. It deals

with long-termprevention/disasterreductionmeasures. In this regard, construction of embankmentsagainst Illooding, in-igation facilities as drought proofing measures,landuse planning, constructionof houses capable of withstanding the onslaught of future disasters are taken up as part of

development plans.I Thereafter comes the stage of prevention and mitigation which refer to such preventive actions

d~l r i ngdisaster free period that would lessen the impact if a disaster recurs. Thus, mitigationernbraces all measures taken to reduce both the effect of the hazard itself and the vulnerableconditions of the coxnlnunity in order to reduce the adverse impacts of a future disaster. Lastly, the .preparedness process embraces measures that enable the government, community and individualsto respond rapidly to disaster situation in order to cope with them effectively. It includes thef o ~ ~ n u ltion of viable emergency plans, development of warning systems, maintenance ofinventoks,mock drills, and training of personnel.For effect ive disaster management, it is essential to have workable action plans at all levels fromcolnlnunity level upwards. The aim is to have a tested and tried system in place, which comes intoaction at very short notice. This system becomes apowel-ful risk reduction tool. A wide range oftasks needs to be addressed in the planning sequence for disaster management, and the plan will

need regular checking andupdating.

DISASTERMANAGE NTTN NDIA.Due to highly variable nature of monsoon rains, there have always been droughts or drought

likeconditions in some parts of India. Traditionally ours has been an agricultural economy, which

was gseatly affectedby droughts, disaster management was vested'in the Ministry of Agricultureboth at the Centre and States. However, conditions changqd with the economy get ting morewide based and a more central location seemed desirable for responsibilities related to disaster~nanagem en t .Therefore, the Ministry of Home Affairs is now the Central Ministry of the ,Government of India for disaster management since 2002. However, the drought

management remains with the Ministry ofAgriculture. Similarly, other Ministries have been


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Understa~ading Disaster Management 27assigned nodal responsibilities for specific disasters. Detailed organisation is described below.

2.3.1 At the Central Level

~t the Central level, depending on the type of disaster,a nodal ministry is assigned the taskofcoordinating all activities of the State and District Administration and the other support DepiutmentsJMinistry. The nodal ministry for each type of disaster is indicated in table2.1.The nodal ministriesform part of the National Crisis Management Committee (NCMC). They prepare detailed'ContingencyPlans for each type of disaster falling in their area of responsibility.

Table: 2.1 Type ofDisaster and the Nodal Central Ministry

1 Biological Disaster 1 Ministry of Health IType ofDisasteriCrisis

Air Accident

1 Chemical Disaster 1 Ministry of Environment I

Nodal Ministry

Ministry of Civil Aviation

I Drought . 1 Ministry ofAgriculture 1Natural Disasters except drought andoverall coordination

Major breakdown ofany ofthe Concerned Ministriesesse~~tialservices posing problems ..a

Ministry ofHome Affairs

Nuclear Accident inside or outside

the country which poses health ororher hazards to people in IndiaDepartment ofAtomic Energy

So~l rce:Ministryof Home AnairsMinistry ofHomeAffairs

The Ministry of Home Affairs (MHA)is thenodalministry for managing natural disaster situations,at the Central level, it is supported by ocherMinistries.In theMHA, the Central ~ e l i e f omtnissionerfilnctions as the Nodal Officer to coordinate relief operations for natural disasters. The MHAdeals with disasters like Floods, Earthquake, Cyclone, Landslide, Forest Fire, Avalanches, etc.

The CentrialRelief Commissioner receives information aboutforecasting/warningof disasters fromthe IndiaMeteorologicalDepartment (IMD)or from the CentralWater Commission (CWC)on acontinuing basis and channels the information and coordinates action.

The National Crises Management Committee (NCMC) is well informed by MHA through theCabinet Secretary, Government of India, He disseminates the information to different CentralGovernmentMinisties/Departrnentsandthe State Governments for the appropriatefollow-up action,Whilethe Ministry of HomeAffairsis the nodalministry managingdisaster situations, other ministriessupport it as well. The Ministry of Health and Family Welfare through the Emergency MedicalRelief Division of the Directorate General of Health Services makes an important contribution. In

a typical disaster situation, this Division gets in touch with the Central Control Room in HomeMinistry and obtains feedback on the extent of disaster situation like details of a particular day,numberofpeople affected and the health profile of the victims. On the basis of such data and

information, the concernedmedical agenciesareput into action for providing medicalreliefto thevictims.


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Understanding Natural Disasters

0ther CommitteesThe var ious~ommit teesinvolved in co-ordination for disaster management at the Central and

, State Levels are:\e Cabinet Committee @

r, National Crisis Management Committee (NCMC)

r, Crisis Management Group (CMG)

r, State Crisis Management Group (SCMG).

Cabinet Committee

The Cabinet may set upa committee for effective implementation of relief measures in the wake ofa disaster. The Secretary in the MHA acts as the Secretary of this Committee. In the absence ofsuch a committee, all the matters related to the relief are reported to the Cabinet Secretary.NationalCrisisManagement Committee (NCMC)

The NCMC has been constituted in the Cabinet Secretariat. It works under the Chairmanship ofthe Cabinet Secretary, and the other members of this committee are the Secretary to the Prime

Minister, Secretaries of the Ministries of Home Affairs, AgricultureandDefence along with theDirectors of Intelligence Bureau, Research and Analysis Wing, and an officer of the Cabinet

Secretariat. The NCMC committee is a High Power Committee which comes into actionimmediately in case of an anticipated oractual disaster in the country. It gives direction to the

, Crisis Management Group as deemed necessary.

CrisisManagement Group (CMG)

This isa group under the Chairmanship of the Central ReliefCommissionercomprising the seniorIofficers from the various ministries and other concerned departments. Its function is to reviewevery year contingency plans formulated by the CentralMinistriesDepartments In addition, italso reviews the measures required for dealing with a natural disaster; co-ordinate the activities of

the Central Ministries and the State Governments in relation to disaster preparedness and relief,and to obtain information from the nodal officers on measures relating to the above. The CMGmeets at least twice a year under the Central Relief Commissioner. In case of disaster, it meets

daily or as frequently as the situation demands.

Central Control Room

An Emergency Operations Centre (Control Room) in the Ministry of Home Affairs assists the

Central ReliefColnrnissioner in the discharge of his duties. The Control Room finctions round-the-clock, with ah11 complementof staff after receipt of first information about the occurrence ofa major natural calamity. It remains operational for aperiod specified by the Relief Commissioner

for dealing effectively with the crisis arising out of a natural calamity. The Control Room is intendedto be the nerve centre of all emergency situations. Thus, it is adequately equipped and optimally

located for collection and transmission of information concerning natural calamity andreliefi keeping '--in close contact with the affected State Government; interaction with other Central Ministries /Departments; maintaining records containing all relevantinforrnation regarding action points andcontact points in /Central Ministries /Departments/State Government; and performing duties asmay be entrusted by the Relief Commissioner.

Important Note:The changing demographic andsbcio-economicconditionsandthe unfortunate ;occurrence ofanumberof serious disasters in the recent years have necessitated further tighteningof the Disaster Management Organisation. Now there exists an apex body viz., the National

i


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Understanding DisasterManagentent 29

Disaster Management Authority under the Chairmanship of the Prime Minister. OrissaandGujarathave their State Disaster Management Authorities andother States would follow. A comprehensivecentral legislation on Disaster Management has been approved by the Parliament.

2.3.2 At the State Level

State Govemment is responsible to formulate its response to a disaster situation and also for long-term preparedness and rehabilitation measures. However, the Central Government hasa limitedrole with its resources, physical and financial, in providing needed help and assistance to buttress

relief efforts of the State Government in the wake of natural disasters. The dimensions of the

response at the Central Govemment level are determined according to the existing policyoffinancingthe relief expenditure and keeping in view the gravity of situation, scale of relief operations, and

requirements of the central assistance for augmenting the financial resources of the Sta te

Government.

In aState, the ReliefCommissioileris in charge of relief measures in the wake of natural disastersin his State. In his absence the Chief Secretary or an officer nominated by him is in overall charge

of relief operations. Every State has important Departments in State administration under the

overall supervision and control of the concerned Chief Secretary. The State deals with disaster

through their Revenue Department or Relief Department. The organisation at State level is depicted

in Chart 2.1.

Chart 2.1: Disaster Management at the State Level

1 StateGovernment IStateCrisis

Chief Secretary

ReliefCommissioner

(District)Magistrate

(Sub-Division) I Sub-DivisionalMagistrate I

Source: Ministry ofHonze Affairs

I

It may be noted that Uttaranchal has taken the initiative to establish a Ministry ofDisasterManagement. It is a laudable effort in the rightdirectionandother States,especially those vulnerableto natural disasters ofseverenhture,may followUttaranchal's example.

(Tehsil) TehsildarsPatwari


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30 Understanding Natural Disasters

State Crisis Management Group

AState Crisis Management Group (SCMG) functions under the Chairmanship of Chief Secretary

/Relief Commissioner. It comprises Senior officers from the Departments ofRevenueRelief,Home,Civil Supplies, Power,h-rigation,Water Supply, Rural Development, Agriculture, Forest, Health,Public Works; and Finance. TheSCMG is expected to take into consideration the infrastructure

and guidance received from the Government of India andformulateaction plans accordingly fordealing with different disasters. This group is primarily involved in coordinating efforts at the State

level and maintaining liaison with the Central Government.

StateControl Room

The ReliefCo~nmissionerof the State establishes an Emergency Operations Centre (EOC) or aControl Room as soon as disaster situation develops. The EOC collects and disseminates the

latest information on forecasting and warning of the anticipated disaster. It functionsas the contact

point for coordinating disaster relief efforts with the other concerned Agencies and the Central

Government.

2.3.3 At the District Level

An effective and accountable district administration is the single most important entity for field level

organisations,and implementation of all government contingency plans. Thus, considerable authority

isvested in theDistrict Collector to carry out disaster management operations. The district's day-

to-day administration centres around the District Collector, (in some states he is also known asDistiictMagistrate or Deputy Commissioner) who heads the administrative organisation in adistrict.He is responsible for administering relief or implementingcontingency plans for disaster mitigationat the field level.

The Collector exercises co-ordinating and supervisory power over functionaries of all the

Departments in his area. During actual operations for disaster mitigation or relief, the power of the

Collector are considerably enhanced bystanding instructions or specific government orders. The

District Collector is entitled to seek the help of defence services in disaster situations.

ContingencyPlans

The District Collector develops a contingencyplan for the district, which is submitted to the State

Governmentfor approval. These plans lay down specific action points, key personnel, and contact

points i n relation to all aspects of disaster management. Police plays a very important role in

preparation and execution of contingency plans.

DistrictReliefCommittee

The various relief measures undertaken at the district level are establishment of Control Room;

administration of relief, medical care, epidemics, salvage, disposal of the dead, outside relief,special relief; and proper informationincluding interaction with the Media. These measures arereviewedby the district level ReliefCommitteeconsisting of official and non-official membersincluding the local LegislatorsandMembers of Parliament.District ControlRoom

AControl Room is established immediately after receipt of warning in the district as soon as a

natural disaster is anticipated. The Control Room monitors the overall situation including rescue

and ref iefefforts on a continuing basis.I tkeepsclose liaison with the State Government Headquarters,NGOs, and other agencies involved in disaster management.

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Understanding DisasterManagement 3

2,4 DISASTERFIINANCZAL A

The financial policy framework for expenditure to provide relief to the victims of natural disastersis based on the reco~nmendationsof the successive Finance Commissions. For meeting the reliefexpenditures, two types of funds are provided by the Goveinment of India viz., the Calamity ReliefFund (CRF) and National Calamity Contingency Fund (NCCF). TheCRFis usedfor meeting thenecessary expenditure for providing immediate relief to the victims in cases of cyclone, drought,

earthquake, fire, hailstorm and flood. The atnount of annual contribution to the CRFof each Stateis as indicated by the Finance Commission. A total of Rs. 11,007.59 crore was provided for theCRFfroin 2000-05. Of the total contribution, the Government of Indiacontributes 75percent ofthe total yearly allocation in the form of non-plan grant, and the balance amount is contributedbythe State Governments.

Apart from the C W , a National Calamity Contingency Fund (NCCF) scheme came into forcewith effect from 2000-01 and would be operative till the end of the financial year 2004-05.It isintended to cover calamities such as drought, earthquake, cyclone, fire, hailstom and flood, whichare considered to be of severe nature requiring expenditure by the State Government in excess of

the balance available in its own Calamity Relief Fund. The assistance fsom this fund is used only.forimmediate reliefand rehabilitation.In the context of disaster management, any reconstsuction of assets or restoration of damaged

capital should be financed through re-allocation of Plan Fund. In this regard, the initial corpus oflhe National Fund is Rs.500crore, which is provided by the Government of India. Assistanceprovided by the Central Government to the concerned State Government from the National Fundmay be financed by levy of a special surcharge on the centsal taxes for a limited period. Assistanceis also provided from the Prime Minister's National Relief Fund according to the merits ofthesituiition.The ~ o v e r n t n e n tof India has a long history of using funds from the Five YearPlans for disaster~iianagement.The fundsareavailableunderPlanSchemes ofGovelnmentof India, say fordlinkingwtltel; employment generation, inputs for agriculture, and flood control measures etc.Theschemesthat help in reducing disaster vulnerability are:Drought Prone Area Programme (DPAP),DesertDeveloplnent Programrne (DDP), AcceleratedRural Water Supply Programme (ARWSP), FoodFor Work(FEW),Sai npu ~n rameen Rozgar Yojana(SGRY),Wasteland Development Programme(W RLIn addition, there are facilities, specially for rescheduling of short-term loans taken foragric%use purposes upon certification by the District1State Administration.Tlie Central Government assets I infrastri~ctureare to be repaired / rectified by the respectiveMinistry /Department of'Government of India. In addition, at the occunence ofacalamity of greatmagnitude funds flow fsom donors at the national andinternational levelforrelief and rehabilitationand in few cases for long-term preparedness /prevent ive ineasures also. Funds for the latterpusposesare also available from multilateral funding agencies like the WorldBank. These types offunds form part of the State Plan.

2.5 ROLEOFNON-GOVERNMENTAL ORGANISATIONS,

C0IMM:UNITYBASEDORGANISATIONS,MEDIAANDCOMMUNICATIONSXN DISASTERMANAGEMENT

The important function of the Non Governmental Organisation (NGOs) andCommunity Based~ r ~ s n i s ~ t i o n sCBOs) is that of being a link between the Government and the Community. It I's


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Understanding Natural Disasters

i~nportantthat this link is maintained effectively at all the three stages of disaster management viz.pre-disaster, during disaster and post-disaster stage. This function is rendered through different~nechanismsas per the requirements of a situation such as distribution of relief material, ensuringsanitation and hygiene, and damage assessment. The various other functions that these organisations

are perfol-ming in disaster management are listed in table 2.2.Table 2.2: Role ofNGOs and CBOs in Disaster Management

Stages ofDisaster Management

Pre-Disaster

During Disaster

Post-Disaster

Activities performed by NGOsICBOsGenerating awareness

Providing training to local volunteers

Advocacy and local planning

Providing immediate rescue and first-aid

Prevention ofrumours with help from MediaSupply of water, food, medicines, and temporaryshelters.

Maintaining sanitation and hygiene

Help in disposing dead bodies

Help in damage assessment

Providing technical and material aid and guidancein reconstruction and rehabilitation

Assistance in arranging and distribution of financial

aid to disadvantaged groups, suchasorphans, widows9 Monitoring of relief and rehabilitation work

S o ~ ~ r c e :alzual 01% Natuml Disaster Mnnagenzent in India, Ministry ofAgriculture .Theactivities mentioned in table 2.2 indicate that the NGOs and CBOs are playing important rolein disaster management specially in assistance and co-ordination. Theycancontribute effectively incolnmunication with local people, iumgingman-power, mobilising resources, and providing technjcalandprofessional services.Inaddition, they are the vital link between the Government and Community.

Role ofMedia inDisaster Management

Media in the fonn of print material, broadcast and display isuser friendly. It can reach millions ofpeople in short-time specially in emergency. Audio-video media transcends the limits ofillitesacyand at the time of disaster helps in mobilising resources and outside help also.Role ofEffective Communications inDisasterManagement

Effective and reliable communications are necessary for disaster reduction. In this regard, new

colnmunication technologies play a very significant role because the traditional colnmunicationchannels like landline are easily disturbed during djsasters. In this context, the contribution ofamateur radio (HAM)operators in providing emergency communication during disaster situations

has been spontaneous, useful and praiseworthy. Now that India operates its own amateur radio

satellite (HAMSET),this sector of volunteereffort, which hasprovedits worth indisaster situations,

would prove to be even more effective in overall disaster management.


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Undrrstundirzg DisasterM~lnugement 33

REVIEWOFEXISTINGDISASTER NAGEMENTSYSTEM

It is evident that facing natural disasters by way of preparedness, mitigation, evacuation, relief and

issues relevant to the main themeviz., Disaster Management has been part of administrativeethosand has come to be its sub-culture. The State, now a days, has the support in technological,material, and financial terms, and the will of the leadership as well: Legal and Administrative

frameworks are also in place and are being strengthened. However, there is need to make thesystem react more quickly and more effectively. This objective demands that the DisasterManagement system at all levels, from Community to the Central Government, be subject to

frequent trial, review and updating.

Most of the States still have antiquated Scarcity Manuals, though most ofthem issued delailedinstructions for dealing with disaster situations. A lead was taken by the States ofMaharashtraandAndhra Pradesh who prepared coinprehensive preparedness manuals'for dealing with earthquakeand flood/cyclone respectively. It isessential that comprehensive and actionable Manuals arereadied by all the States and Union Territories at the earliest and these are reviewed and updatedat least once a year.

A1 l the district administrations were required to prepare District Disaster Management Plans. Theexercise is not complete as yet for many districts in the country and it needs to be completed ftst.It has been commented upon by several study teams that the Ievel of requisite preparedness todeal with a disaster often left much to be desired. The main flaw could be that the revenueadministration is fully apt to face situations likedroughtlacutescarcities, where there is enough timeto prepare and provide relief and succour. However, the response is not adequate with regard tothe quick onset contingencies like flood, earthquake etc. The administrative systems ethos change

slowly while the disaster situation warranting aquick response has movedlnuch faster, thus leavingthe~nanageinentsystem far behind both in the matter of preparedness and relief. If adisaster isfollowed by widespread disease or breakout of epidemic, the gap in the response ofthe disastermanagernent system becomes all the more appasent.

It is essential that all the States, which are vulnerable to one or more types of disaster drawpreparedness plans / action plans to deal with each type of disaster. Needless toemphas ise,action plans against each disaster have to be different even if the government machinery and

support organisations to implement the action plan may be the same.It is essential that the DisasterManagementPlan, at all levels, shouldbe fully known to all the stakeholders including the public. It will be helpful if these are subject to citizens scrutiny and audit.Expert NGOs and CBOs can, and should, play a leading role in such exercises and provide vesyuseful feedback. Such a review system will ensure public participation and support, an d willgenerate confidence

andcooperation.

2.7 CONCLUSION

In this Unit, we have discussed the basic concept ofdisaster management and the need for

improvement in all related aspects for keeping thehuman and material sufferings to the minimum.This Unit highlighted the fact that in order to move towards safer and sustaiilable nationaldevelopment, disaster preparedness and mitigation aspects shouldbebuilt in development projects.

Disaster management system in India at the Central, State and District levels,and the financialarrangements have been explained. The importance ofthe roles ofNGOs, CBOs, Media andCommunications have been described briefly. Finally; a review is made ofthe existing disastermanagement system and it is suggested thatacitizens' scrutiny and audit of the Disaster ManagementSystem at all levels will go a long way to make the system more effective and acceptable.


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34 U~aderstandingNat~~ralDisasters

2.8 KEYCONCEPTS

ContingencyPlan : This plan is linked with disaster that might happen in future. At thedistrict level, the Administration is required to prepare an advance

Contingency Plan dependi.ngon the type of disaster likely to affect thedistticj.Nodal Ministry : The ministry mainly responsible for Disaster-Management. At the

Central Governmentlevel, the Ministry of Home Affairs is the NodalMinistry for natural disaster management excluding droughts for whichthe Ministry of Agriculture is the Nodal Ministry.

2.9 REFERENCESANDFURTHERREADING '- - - -- -Carter, W. Nick, 1992, Disaster Management: A Disas'ter Manager's Handbook, AsianDevelopment Bank, Manila.

Government of India, Ministry of Agriculture, 2001 Annual Report, New Delhi.

Government of India, MinistryofHome Affairs, National Disaster Management Division, 2005,

Disaster Risk Reduction: The Indian Model, New Delhi.

Government of India, Ministry of Home Affairs, 2002-2003A~znualReport, New Delhi.Government of India, Ministry of Home Affairs, NDM Division, August 2004, Disaster

Management in India:AStatus Report, New Delhi.

Govetnmentof Maharashtra, Maharashtra Disaster Management Plan, July 1998,RiskAssessrize?ztand Vulnerability Analysis, Murnbai.NCDM, 2001 , Manual on Nutuml Disaster Management in India, IIPA,New Delhi.Sahni, Pardeepand Madhavi Malagoda Ariyuabandu (Eds.), 2003 Disaster Risklieduction irzSOLL~~Zsia, Prentice-Hall of India, New Delhi.Satendra,2003,Disaster Management in the Hills, Concept, New Delhi.

/

Sharrna, VinodK.(Ed.),1995,Disaster Management, Indian Institute of Public Administration,New Delhi.

Singh,D.K.2002-2002, DistrictDisasterMangeinentPlan, District Control Room, EmergencySection, Mayurbhanj.

Sinha,D.K.,2006, Towards Basics ofNatura1 Disaster Reduction, Researchco. Book Centre,NewDelhi.

Sinha, P.C. (Ed.), 1998, Encyclopaedia bf Disaster Management, Vol.1, Introduction toDisaster Management,Anmol Publications Pvt. Ltd,, New Delhi.Taori, 2005,Disaster Management through Panchyati Raj, Concept, New Delhi.

2.10 ACTIVITY

1) Prepare a list ofNGOs and CBOs in your area and analyse their activities in disastermanagement.

2) Whatspecificremedies would you suggest for evolving a desirable pattern of inter-relationship,

between the various levels of GovernmentandNGOsfor better development work in yourarea?

3) In your area, what:kind ofpreparedness and support is needed to strengthen the disaster Imanagement? Illustrate with suitableexarnples. I

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understanding disaster management

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