1 DRM - Manual Anjil

Table of Content
Chapter 1 Introduction to Disaster Risk Management
Chapter 2 Terminology associated with the Disaster Risk Management
Chapter 3 Hazard Risk and Vulnerability
Chapter 4 Disaster Risk Management Cycle
Chapter 5 Cluster Approach
Chapter 6 Assessment Tools
Chapter 7 Risk Reduction Approach, Strategies and Policies
Chapter 8 Risk Assessment
Tools Nepal Quake

Chapter 1
Introduction to Disaster Risk Management
This chapter carries -4 marks
Disasters have always been a result of human interaction with nature, technology and other living entities.
Sometimes unpredictable and sudden, sometimes slow and lingering, various types of disasters continually
affect the way in which we live our daily lives. Human beings as innovative creatures have sought new ways
in which to curb the devastating effects of disasters. However, for years, human conduct regarding disasters
has been reactive in nature. Communities, sometimes aware of the risks that they face, would wait in
anticipation of a disastrous event and then activate plans and procedures. Human social and economic
development has further contributed to creating vulnerability and thus weakening the ability of humans to
cope with disasters and their effects.
Disasters impede human development. Gains in development are inextricably linked to the level of exposure
to disaster risk within any given community. In the same light, the level of disaster risk prevalent in a
community is linked to the developmental choices exerted by that community (UNDP, 2004). The link
between disasters and development is well researched and documented. The fact that disasters impact on
development (e.g. a school being washed away in a flood) and development increases or decreases the risk of
disasters (e.g. introducing earthquake-resistant building techniques) is widely accepted.
This provides a more theoretical look at the evolution of the study of disasters and in doing so emphasis will
be placed on the trans-disciplinary nature of disaster risk reduction. After the theoretical foundation for the
understanding of disaster risk management has been laid, the emphasis will shift towards an understanding of
how disaster risk management functions as an integrated approach within the context of sustainable
development. The last part of this module will provide you with insight into some of the cross-cutting issues
such as climate change and adaptation, disaster risk governance and gender and disaster risk issues.
Various terms linked to the activities which we have come to understand as disaster risk reduction, have
evolved and been refined over the past 50 years. However, a common understanding of the various terms
underlying disaster risk reduction is crucial if one aims to ensure a standardized approach by all stakeholders.
The definition of these terms has been universally accepted to be valid and is a compilation of the definitions
according to the published terminology of the United Nations International Strategy for Disaster Reduction
(UNISDR, 2009).
Compiled & Prepared by: Anjil Adhikari Page 1

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1.1. Disaster
Probably one of the most debated terms in disaster reduction remains the basic definition of a disaster.
Many scholars (see the work of Quarantelli, 1998b; Quarantelli & Perry, 2005) have expressed diverse
views on what exactly constitutes a disaster. Some link the existence of a disaster to a specific amount of
losses sustained (e.g. number of people killed and injured), others judge an event to be a disaster if a
certain predefined threshold is breached (e.g. a trigger to a certain contingency measure is reached), some
judge disasters on their geographical extent and significance with regard to “normal” conditions, while
some express a disaster in terms of its monetary value in losses. However, since the International Decade
of Natural Disaster Reduction (IDNDR) the various scientific understandings of disaster have culminated
in a globally accepted definition
The UNISDR (2009) defines a disaster as: “A serious disruption of the functioning of a community or a
society involving widespread human, material, or environmental losses and impacts which exceeds the
ability of the affected community to cope using only its own resources.”
Some aspects of this definition need to be highlighted. Firstly the emphasis of the definition is on “a
serious disruption”. One can therefore expect a disaster event to be something which significantly
changes the “normal”. It is an event which the majority of the affected community will perceive as
removing them from the “normal”. Second and most important is the distinction which the definition
places on abnormal events and an event which we can classify as being a disaster. If the event “exceeds
the ability” of the affected community to handle the consequences by making use of all their resources,
then the event can be classified as “a disaster”. Lastly, note should be taken of the concept “community”.
The UNISDR goes on to indicate: “Disasters are often described as a result of the combination of: the
exposure to a hazard; the conditions of vulnerability that are present; and insufficient capacity or
measures to reduce or cope with the potential negative consequences. Disaster impacts may include loss
of life, injury, disease and other negative effects on human physical, mental and social well-being,

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together with damage to property, destruction of assets, loss of services, social and economic disruption
and environmental degradation.”
1.2. Disaster Risk
The term disaster risk therefore refers to the potential (not actual and realized) Disaster losses, in lives,
health status, livelihoods, assets and services, which could occur in a particular community or society
over some specified future time period. Disaster risk is the product of the possible damage caused by a
hazard due to the vulnerability within a community. It should be noted that the effect of a hazard (of a
particular magnitude) would affect communities differently (Von Kotze, 1999:35). This is true because of
the level of the coping mechanisms within that particular community. Poorer communities are therefore
more at risk than communities that do have the capacity to cope.
1.3. Disaster Risk Reduction
Disaster risk reduction (also referred to as just disaster reduction) is defined as the concept and practice
of reducing disaster risks through systematic efforts to analyze 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 effects. Disaster
reduction strategies include, primarily, vulnerability and risk assessment, as well as a number of
institutional capacities and operational abilities. The assessment of the vulnerability of critical facilities,
social and economic infrastructure, the use of effective early warning systems, and the application of
many different types of scientific, technical, and other skilled abilities are essential features of disaster
risk reduction. According to recent research it has been declared that even small investment of $1 in risk
reduction can save around $7 equivalent losses that might have caused by the disaster.
1.4. Disaster risk management
Disaster risk management is the systematic process of using administrative directives, organizations, and
operational skills and capacities to implement Strategies, polices and improved coping capacities in order
to lessen the adverse impacts of hazards and their possibility of disaster. Disaster risk management aims
to avoid, lessen or transfer the adverse effects of hazards through activities and measures for prevention,
mitigation and preparedness (UNISDR, 2009). It includes planning as well as responding to disaster .It
refers to both risks as well as consequences of disaster.
The interaction between disaster risk reduction and disaster risk management is clear. Disaster risk
reduction concerns activities more focused on a strategic level of management, whereas disaster risk
management is the tactical and operational implementation of disaster risk reduction.

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1.5 INTERACTION OF HAZARDS, VULNERABILITY AND
DISASTER RISK
Disaster risk reduction is only valuable once one understands the contexts in which people live, the
changing environment in which they find themselves, the impact of this environment on their ability to
sustain their livelihoods and the presence of a number of natural forces (natural hazards).
Simply disaster risk is the product of the combination of three elements –
Vulnerability, coping capacity and hazard (UNISDR 2002:41).
Disaster risk (R) = Vulnerability (V) x Hazard (H)

Capacity (C)
OR
Disaster risk = function of H and V/C
It is common cause that in countries where the majority of the population has been marginalized the
adverse effects of hazards are of far greater magnitude. The interaction of political, physical, social,
economic and environmental conditions which are linked to the marginalized state of those communities
translates into extremely unsafe and fragile conditions thus rendering them most vulnerable to the impact
of hazards (UNISDR 2002:47)
1.6 Evolution of Disaster Risk Management
The notion of disaster has undergone a dramatic transformation of meaning over time. In the early
development of humankind and civilizations, many, if not most, of the cultures around the world viewed
disasters as acts of God or attributed them to some false casual attractions such as “Des Astro” or “evil
star”, “bad luck” and “blind faith” . Disasters were perceived as inevitable events which impact on
humanity due to our inability to please gods, or by provoking their wrath. Development in science gradually
started to question these perceptions and “truths” of disaster. Investigation into the intrinsic nature of
disasters as well as the human reaction and underlying causal factors creating disasters, progressively came
under the spotlight.
The focus on disaster and risk came about through various initiatives and events after the Second World War.
The scientific study of disaster and risk is one such event. A focus on the development of disaster risk
reduction and management would therefore be incomplete without a discussion of the roots of disaster
studies and research both within the social as well as the natural sciences.
Some of the earliest recorded ideas on disaster and risk within the social sciences were expressed by the likes
of Carr (1932) and Sorokin (1942) who questioned the influence of catastrophe on social patterns. Although
these authors were known to some in this field of study, they were seldom explicitly acknowledged for their
pioneering work (Quarantelli, 1998a:1), and they greatly influenced the subsequent works by others in

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disaster studies. Some of the first systematic work in disaster studies and research occurred in the 1950s(
(Eldenman, 1952; Powell, Rayner & Finesinger, 1952; Quarantelli, 1954; Quarantelli, 1957; Moore, 1956;
Fritz & Williams, 1957)) and 1960s (Drabek & Quarantelli, 1967; Dynes & Quarantelli, 1968), with a
noticeable heightened interest in the 1970s (Doughty, 1971; Hewitt & Burton, 1971; Kreps, 1973; Dynes,
1974; Mileti, Drabek & Haas; 1975; Glantz, 1976; Westgate & O’Keefe, 1976; O’Keefe, Westgate &
Wisner, 1976; Jager, 1977; Torry, 1978; Turner, 1978).
Later disaster was viewed as a duplication of war - an external agent can be identified which requires
communities to react globally against the “aggression”. Some (chronological development) viewed disaster
as an expression of social vulnerability – disaster is therefore the result of underlying community logic or
social processes. Other few defined disaster as an entrance to a state of uncertainty – disaster is the
impossibility of identifying and defining (real or perceived) dangers.
After 1970s some specific improvements were observed. The nation started to focus on safety measures and
focus on how to minimize the loss of property and life. They introduced relief concept. In 1971 United
Nation for Disaster Relief Office (UNDRO) was established to assist in making plans and progress is relief
operation. The whole 70s the UNDRO was active in working out Relief progress.
An increase in human casualties and property damage in the 1980s motivated the UN General Assembly in
1989 to declare the 1990s the International Decade for Natural Disaster Reduction (IDNDR) (resolution
44/236). The aim of the IDNDR was to address disaster prevention in the context of a range of hazards,
including earthquakes, windstorms, tsunamis, floods, landslides, volcanic eruptions, wildfires, grasshopper
and locust infestations, and drought and desertification.
After 1980s there was significant workout in the field which can be listed below:
1. INTERNATIONAL DECADE FOR NATURAL DISASTER REDUCTION:
An increase in human casualties and property damage in the 1980s motivated the UN General Assembly in
1989 to declare the 1990s the International Decade for Natural Disaster Reduction (IDNDR) (resolution
44/236). The aim of the IDNDR was to address disaster prevention in the context of a range of hazards,
including earthquakes, windstorms, tsunamis, floods, landslides, volcanic eruptions, wildfires, grasshopper
and locust infestations, and drought and desertification.
2. YOKOHAMA STRATEGY AND PLAN OF ACTION:
One of the main outcomes of the IDNDR was the Yokohama Strategy for a Safer World and its Plan of
Action, adopted in 1994 at the World Conference on Natural Disaster Reduction held in Yokohama, Japan.
The Yokohama Strategy set guidelines for action on prevention, preparedness and mitigation of disaster risk.
These guidelines were based on a set of Principles that stress the importance of risk assessment, disaster
prevention and preparedness, the capacity to prevent, reduce and mitigate disasters, and early warning.

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3. INTERNATIONAL STRATEGY FOR DISASTER REDUCTION:
At its 54th session in 1999, the UN General Assembly decided to continue the activities on disaster
prevention and vulnerability reduction carried out during the IDNDR. It thus established the ISDR, to be
supported by the scientific and technical expertise and knowledge accumulated during the IDNDR
4. GENERAL ASSEMBLY RESOLUTION 58/214:
In February 2004, the UN General Assembly adopted resolution 58/214, deciding to convene the World
Conference on Disaster Reduction (WCDR). The resolution set out the objectives of the WCDR, which were
to: conclude the review of the Yokohama Strategy and Plan of Action with a view to updating the guiding
framework on disaster reduction for the twenty-first century; identify specific activities aimed at ensuring the
implementation of relevant provisions of the Johannesburg Plan of Implementation, adopted in 2002 at the
World Summit on Sustainable Development; share best practices and lessons learned for supporting and
facilitating disaster reduction .
5. WORLD CONFERENCE ON DISASTER REDUCTION:
Following two preparatory committee meetings in May and October 2004, the WCDR was held from 18-22
January 2005 in Kobe, Japan. The WCDR aimed to increase the international profile of disaster risk
reduction, promote its integration into development planning and practice, and strengthen local and national
capacities to address the causes of disasters that hamper development.
6. GLOBAL PLATFORM:
In 2006, the Under-Secretary-General for Humanitarian Affairs launched a consultative process to

consider practical ways of strengthening the ISDR system support governments in meeting their Hyogo
Framework implementation commitments.
7. “GLOBAL NGO NETWORK” PREPARATORY MEETING:
This meeting outlined the evolution of the Global Network of NGOs since a consultative meeting in
October 2006. Margareta Wahlström, UN Office for the Coordination of Humanitarian Affairs (OCHA),
highlighted: How the ISDR creates political space for risk reduction to occur; that disaster risk reduction
is about changing behavior; and the role of NGOs as catalysts for creating a “global movement” for risk
reduction?
Participants divided into six working groups for discussions of national priorities, health, education,
environment, gender, and strengthening disaster risk reduction through preparedness, and reported back to
the meeting with key messages. Co-Chair Williston concluded the meeting announcing the official launch
of the Global Network of NGOs.

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8. HYOGO FRAMEWORK CONSULTATION FOR ASIA AND THE PACIFIC:
ISDR introduced the session and highlighted the necessity for a regional approach to disaster risk
reduction in Asia and the Pacific. Presentations of country experiences with national implementation of
the Hyogo Framework were made by Bangladesh, Vanuatu, Nepal, Philippines, India and the Bangladesh
Disaster Preparedness Center. Loy Rego, Asian Disaster Preparedness Center (ADPC), and Koji Suzuki,
Asian Disaster Reduction Center, presented the Baseline Status Report on disaster risk reduction in Asia
and the Pacific, to be used as a reference point to monitor progress on mainstreaming disaster risk
reduction into development planning in the region.
9. HYOGO-2
This has not been officially declared for how long but it has been almost sure that Hyogo which was
supposed to be ended in 2015 will be extended as HYOGO 2.
Evolution in Nepal
 Natural Calamity (Relief ) Act, 1982

 Local Self Governance Act, 1999
 National Strategy for DRM 2009
 Rescue and Relief Standards, 2007
 Sector specific policies and plans (NPC)
 National Disaster Management Act ( Proposed)
 National Disaster Response Framework with 49 activities
 Disaster Preparedness and Response Plan almost all district
• GoN endorsed the National Strategy on Disaster Risk Management 2009 and in implementation;
• GoN and UN has jointly signed an Model Agreement (Customs Procedures) to expedite import,
export and transit of relief consignments during the major disasters;
• Risk Reduction/Flagship Program developed as an Overarching strategy where GoN and International
community’s (2011-2015) work together;
• GoN endorsed and implemented widely the Guidance Note for preparing the Disaster
Preparedness Plan 2011 at district and local levels;
• District Disaster Preparedness and Response Plans;
• National Disaster Response Framework;

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• 83 Open Spaces decided by cabinet to use as evacuation and other humanitarian purpose in
Kathmandu valley;
• Dead Body Management Guidelines endorsed;
• 5 new warehouses in regional centers by 2015;
• Disaster Management Training Centre (first of its kind) established at Armed Police Force;
• Get Airport Ready for Disaster (GARD) Training;
• TIA contingency plan formulated;
• Search and Rescue Strategic Action Plan initiated;
• Early warning Strategic Action Plan initiated;
• Common Assessment Tools initiated
• DRR Focal Point established in key Ministries, Prime Minister Office, National Planning
Commission and Security Forces;
• National Emergency Operation Center established;
• Ten Clusters and one Early Recovery network have prepared Contingency Plan;
1.7 Objective of DRM
⚫ Understand the potential threat to every dimension of the society.
⚫ Measure and understand the Risk
⚫ Impart Informative knowledge and techniques to the elements of society
⚫ Assess the degree of disaster and risk
⚫ Bring out the mitigation as well as management policy to sort out the issues

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1.8 Principles of Disaster Management
 Disaster Management is the responsibility of all the sphere of the government

 Disaster management should use resources that exist for a day –to –day purpose.
 Organization should function as an extension of their core business
 Individuals are responsible for their own safety
 Disaster management planning should be focus on large –scale events
 Disaster management planning should recognize the difference between incidents and disasters
 Disaster management operation arrangements are addition to and do not replace
incident management operational arrangements
 Disaster management planning must take accounts of the tope pf physical environment and
structure of population
 Disaster management arrangements must recognize the involvement and potential role of non-
governmental agencies.
…………………………………. The End………………………………………………

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Important Questions
1) What is Disaster Risk Management? How will it be effective in the field?

2) Write about the evolution of the Disaster Risk Management in Global arena?
3) How would you allocate the paradigm shift in the field of DRM ?
Four Important shifts:
>>> All hazard approach
>>>Comprehensive approach (DRM CYCLE: EACH PHASE (2P2R))
>>>Stakeholder Approach
>>>Community Based Disaster Risk Management
4) What are the objectives and principal of DRM?

Chapter 2
Terminology associated with the Disaster
Risk Management
What is Disaster?
A serious disruption of the functioning of a community or a society involving widespread human,
material, economic or environmental losses and impacts, which exceeds the ability of the affected
community or society to cope using its own resources.
Disasters are often described as a result of the combination of: the exposure to a hazard; the
conditions of vulnerability that are present; and insufficient capacity or measures to reduce or cope
with the potential negative consequences. Disaster impacts may include loss of life, injury, 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.
A disaster is a natural or man-made (or technological) hazard resulting in an event of substantial

extent causing significant physical damage or destruction, loss of life, or drastic change to the
environment. A disaster can be defined as any tragic event stemming from events such as
earthquakes, floods, catastrophic accidents, fires, or explosions. It is a phenomenon that can cause
damage to life, property and destroy the economic, social and cultural life of people.

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In contemporary academia, disasters are seen as the consequence of inappropriately managed risk.
These risks are the product of a combination of both hazard/s and vulnerability. Hazards that strike
in areas with low vulnerability will never become disasters, as is the case in uninhabited regions.
Developing countries suffer the greatest costs when a disaster hits – more than 95 percent of all
deaths caused by disasters occur in developing countries, and losses due to natural disasters are 20
times greater (as a percentage of GDP) in developing countries than in industrialized countries
Characteristic of Disaster:
Cause: Natural or man-made
Frequency: how often?
Duration: how long?
Speed of onset: Approach speed
Scope of impact: Dimensions affected
Risk
Risk is the combination of the probability of an event and its negative consequences. Risk is the
potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an
undesirable outcome). The notion implies that a choice having an influence on the outcome exists (or
existed). Potential losses themselves may also be called "risks". Almost any human endeavour
carries some risk, but some are much more risky than others.
This definition closely follows the definition of the ISO/IEC Guide 73. The word “risk” has two
distinctive connotations: in popular usage the emphasis is usually placed on the concept of chance or
possibility, such as in “the risk of an accident”; whereas in technical settings the emphasis is usually
placed on the consequences, in terms of “potential losses” for some particular cause, place and
period. It can be noted that people do not necessarily share the same perceptions of the significance
and underlying causes of different risks.

Chapter 2
Mathematically,
Risk  HazardVu ln erability
Acceptable Risk
Acceptable Risk is the level of potential losses that a society or community considers acceptable
given existing social, economic, political, cultural, technical and environmental conditions.
In engineering terms, acceptable risk is also used to assess and define the structural and non-
structural measures that are needed in order to reduce possible harm to people, property, services and
systems to a chosen tolerated level, according to codes or “accepted practice” which are based on
known probabilities of hazards and other factors.
Extensive Risk
The widespread risk associated with the exposure of dispersed populations to repeated or persistent
hazard conditions of low or moderate intensity, often of a highly localized nature, which can lead to
debilitating cumulative disaster impacts.
Extensive risk is mainly a characteristic of rural areas and urban margins where communities are
exposed to, and vulnerable to, recurring localised floods, landslides storms or drought. Extensive
risk is often associated with poverty, urbanization and environmental degradation.
Intensive Risk
The risk associated with the exposure of large concentrations of people and economic activities to
intense hazard events, which can lead to potentially catastrophic disaster impacts involving high
mortality and asset loss.
Intensive risk is mainly a characteristic of large cities or densely populated areas that are not only
exposed to intense hazards such as strong earthquakes, active volcanoes, heavy floods, tsunamis, or
major storms but also have high levels of vulnerability to these hazards.
Residual Risk
The risk that remains in unmanaged form, even when effective disaster risk reduction measures are
in place, and for which emergency response and recovery capacities must be maintained.
The presence of residual risk implies a continuing need to develop and support effective capacities
for emergency services, preparedness, response and recovery together with socio-economic policies
such as safety nets and risk transfer mechanisms.
Hazard
A dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury
or other health impacts, property damage, loss of livelihoods and services, social and economic

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disruption, or environmental damage. Hazard is therefore a potentially damaging physical event,
phenomenon or human activity that may cause the loss of life or injury, damage to property, social
and economic disruption and environmental degradation.
A hazard is a situation that poses a level of threat to life, health, property, or environment. Most
hazards are dormant or potential, with only a theoretical risk of harm; however, once a hazard
becomes "active", it can create an emergency situation. A hazard does not exist when it is not
happening. A hazardous situation that has come to pass is called an incident. Hazard and
vulnerability interact together to create risk.
There are many causes, but they can broadly be classified as below
 Natural hazards include anything that is caused by a natural process, and can include
obvious hazards such as volcanoes to smaller scale hazards such as loose rocks on a hillside.
 Man-made hazards are created by humans, whether long-term (such as global warming) or
immediate (like the hazards present at a construction site). These include activity related
hazards (such as flying) where cessation of the activity will negate the risk.
 Mixed: (Natural+ Human Caused) :Flood ,Fire ,Drought e.t.c
Vulnerability
Vulnerability is the characteristics and circumstances of a community, system or asset that make it
susceptible to the damaging effects of a hazard.
There are many aspects of vulnerability, arising from various physical, social, economic, and
environmental factors. Examples may include poor design and construction of buildings, inadequate
protection of assets, lack of public information and awareness, limited official recognition of risks
and preparedness measures, and disregard for wise environmental management. Vulnerability varies
significantly within a community and over time. This definition identifies vulnerability as a
characteristic of the element of interest (community, system or asset) which is independent of its
exposure. However, in common use the word is often used more broadly to include the element’s
exposure
Disaster Risk
The potential disaster losses, in lives, health status, livelihoods, assets and services, which could
occur to a particular community or a society over some specified future time period.
The definition of disaster risk reflects the concept of disasters as the outcome of continuously
present conditions of risk. Disaster risk comprises different types of potential losses which are often
difficult to quantify. Nevertheless, with knowledge of the prevailing hazards and the patterns of
population and socio-economic development, disaster risks can be assessed and mapped, in broad
terms at least.
Disaster Risk Management

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It is the systematic process of using administrative directives, organizations, and operational skills
and capacities to implement strategies, policies and improved coping capacities in order to lessen the
adverse impacts of hazards and the possibility of disaster.
This term is an extension of the more general term “risk management” to address the specific issue
of disaster risks. Disaster risk management aims to avoid, lessen or transfer the adverse effects of
hazards through activities and measures for prevention, mitigation and preparedness.
Emergency Management
A crisis or emergency is a threatening condition that requires urgent action. Effective emergency
action can avoid the escalation of an event into a disaster. Emergency management involves plans
and institutional arrangements to engage and guide the efforts of government, non-government,
voluntary and private agencies in comprehensive and coordinated ways to respond to the entire
spectrum of emergency needs. The expression “disaster management” is sometimes used instead of
emergency management.
Emergency Services
The set of specialized agencies have specific responsibilities and objectives in serving and protecting
people and property in emergency situations.
Emergency services include agencies such as civil protection authorities, police, fire, ambulance,
paramedic and emergency medicine services, Red Cross and Red Crescent societies, and specialized
emergency units of electricity, transportation, communications and other related services
organizations.
Disaster Risk Reduction
The concept and practice of reducing disaster risks through 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.
A comprehensive approach to reduce disaster risks is set out in the United Nations-endorsed Hyogo
Framework for Action, adopted in 2005, whose expected outcome is “The substantial reduction of
disaster losses, in lives and the social, economic and environmental assets of communities and
countries.” The International Strategy for Disaster Reduction (ISDR) system provides a vehicle for
cooperation among Governments, organisations and civil society actors to assist in the
implementation of the Framework. Note that while the term “disaster reduction” is sometimes used,
the term “disaster risk reduction” provides a better recognition of the ongoing nature of disaster risks
and the ongoing potential to reduce these risks.
Disaster Risk Reduction Plan
A document prepared by an authority, sector, organization or enterprise that sets out goals and
specific objectives for reducing disaster risks together with related actions to accomplish these
objectives.
Disaster risk reduction plans should be guided by the Hyogo Framework and considered and

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coordinated within relevant development plans, resource allocations and programme activities.
National level plans needs to be specific to each level of administrative responsibility and adapted to
the different social and geographical circumstances that are present. The time frame and
responsibilities for implementation and the sources of funding should be specified in the plan.
Linkages to climate change adaptation plans should be made where possible.
Risk Assessment
A methodology to determine the nature and extent of risk by analysing potential hazards and
evaluating existing conditions of vulnerability that together could potentially harm exposed people,
property, services, livelihoods and the environment on which they depend.
Risk assessments (and associated risk mapping) include: a review of the technical characteristics of
hazards such as their location, intensity, frequency and probability; the analysis of exposure and
vulnerability including the physical social, health, economic and environmental dimensions; and the
evaluation of the effectiveness of prevailing and alternative coping capacities in respect to likely risk
scenarios. This series of activities is sometimes known as a risk analysis process.
Risk Management
Risk Management is the systematic approach and practice of managing uncertainty to minimize
potential harm and loss.
Risk management comprises risk assessment and analysis, and the implementation of strategies and
specific actions to control, reduce and transfer risks. It is widely practiced by organizations to
minimise risk in investment decisions and to address operational risks such as those of business
disruption, production failure, environmental damage, social impacts and damage from fire and
natural hazards. Risk management is a core issue for sectors such as water supply, energy and
agriculture whose production is directly affected by extremes of weather and climate.
Capacity
It is defined as the combination of all the strengths, attributes and resources available within a
community, society or organization that can be used to achieve agreed goals.
Capacity may include infrastructure and physical means, institutions, societal coping abilities, as
well as human knowledge, skills and collective attributes such as social relationships, leadership and
management. Capacity also may be described as capability. Capacity assessment is a term for the
process by which the capacity of a group is reviewed against desired goals, and the capacity gaps are
identified for further action.
Resilience
The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to
and recover from the effects of a hazard in a timely and efficient manner, including through the
preservation and restoration of its essential basic structures and functions.
Resilience means the ability to “Resile from” or “spring back from” a shock. The resilience of a

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community in respect to potential hazard events is determined by the degree to which the community
has the necessary resources and is capable of organizing itself both prior to and during times of need.
Coping Capacity
This is the ability of people, organizations and systems, using available skills and resources, to face
and manage adverse conditions, emergencies or disasters.
The capacity to cope requires continuing awareness, resources and good management, both in
normal times as well as during crises or adverse conditions. Coping capacities contribute to the
reduction of disaster risks.
Capacity Development
The process by which people, organizations and society systematically stimulate and develop their
capacities over time to achieve social and economic goals, including through improvement of
knowledge, skills, systems, and institutions.
Capacity development 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 social and cultural enabling environment.
Forecasting
It is defined as definite statement or statistical estimate of the likely occurrence of a future event or
conditions for a specific area.
In meteorology a forecast refers to a future condition, whereas a warning refers to a potentially
dangerous future condition.
Early Warning System

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The set of capacities needed to generate and disseminate timely and meaningful warning information
to enable individuals, communities and organizations threatened by a hazard to prepare and to act
appropriately and in sufficient time to reduce the possibility of harm or loss.
This definition encompasses the range of factors necessary to achieve effective responses to
warnings. A people-centred early warning system necessarily comprises four key elements:
knowledge of the risks; monitoring, analysis and forecasting of the hazards; communication or
dissemination of alerts and warnings; and local capabilities to respond to the warnings received. The
expression “end-to-end warning system” is also used to emphasize that warning systems need to
span all steps from hazard detection through to community response.
Response
The provision of emergency services and public assistance 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 is response .
Disaster response is predominantly focused on immediate and short-term needs and is sometimes
called “disaster relief”. The division between this 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.
Preparedness
The knowledge and capacities developed by governments, professional response and recovery
organizations, communities and individuals to effectively anticipate, respond to, and recover from,
the impacts of likely, imminent or current hazard events or conditions.
Preparedness action is carried out within the context of disaster risk management and aims to build
the capacities needed to efficiently manage all types of emergencies and achieve orderly transitions
from response through to sustained recovery. Preparedness is based on a sound analysis of disaster
risks and good linkages with early warning systems, and includes such activities as contingency
planning, stockpiling of equipment and supplies, the development of arrangements for coordination,
evacuation and public information, and associated training and field exercises. These must be

Chapter 2
supported by formal institutional, legal and budgetary capacities. The related term “readiness”
describes the ability to quickly and appropriately respond when required.
Adaptation
It is the adjustment in natural or human systems in response to actual or expected climatic stimuli or
their effects, which moderates harm or exploits beneficial opportunities.
This definition addresses the concerns of climate change and is sourced from the secretariat of the
United Nations Framework Convention on Climate Change (UNFCCC). The broader concept of
adaptation also applies to non-climatic factors such as soil erosion or surface subsidence. Adaptation
can occur in autonomous fashion, for example through market changes, or as a result of intentional
adaptation policies and plans. Many disaster risk reduction measures can directly contribute to better
adaptation.
Recovery
The restoration and improvement where appropriate, of facilities, livelihoods and living conditions
of disaster-affected communities, including efforts to reduce disaster risk factors is recovery.
The recovery task of rehabilitation and reconstruction begins soon after the emergency phase has
ended, and should be based on pre-existing strategies and policies that facilitate clear institutional
responsibilities for recovery action and enable public participation. 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.
Mitigation
The lessening or limitation of the adverse impacts of hazards and related disasters is Mitigation.
The adverse impacts of hazards often cannot be prevented fully, but their scale or severity can be
substantially lessened by various strategies and actions. Mitigation measures encompass engineering
techniques and hazard-resistant construction as well as improved environmental policies and public
awareness. It should be noted that in climate change policy, “mitigation” is defined differently, being
the term used for the reduction of greenhouse gas emissions that are the source of climate change.
Structural and Non-structural Mitigation Measures
Structural measures: Any physical construction to reduce or avoid possible impacts of hazards, or
application of engineering techniques to achieve hazard-resistance and resilience in structures or
systems;
Non-structural measures: Any measure not involving physical construction that uses knowledge,
practice or agreement to reduce risks and impacts, in particular through policies and laws, public
awareness raising, training and education
Common structural measures for disaster risk reduction include dams, flood levies, ocean wave

Chapter 2
barriers, earthquake-resistant construction, and evacuation shelters. Common non-structural
measures include building codes, land use planning laws and their enforcement, research and
assessment, information resources, and public awareness programmes. Note that in civil and
structural engineering, the term “structural” is used in a more restricted sense to mean just the load-
bearing structure, with other parts such as wall cladding and interior fittings being termed non-
structural.
Retrofitting
Reinforcement or upgrading of existing structures to become more resistant and resilient to the
damaging effects of hazards is Retrofitting.
Retrofitting requires consideration of the design and function of the structure, the stresses that the
structure may be subject to from particular hazards or hazard scenarios, and the practicality and costs
of different retrofitting options. Examples of retrofitting include adding bracing to stiffen walls,
reinforcing pillars, adding steel ties between walls and roofs, installing shutters on windows, and
improving the protection of important facilities and equipment.
Contingency Planning
It results in organized and co-ordinated course of action with clearly identified institutional roles and
resources, information process and operational arrangements for specific actors at times of need. It is
an important part of preparedness.
Disaster Drill:
A disaster drill is an exercise in which people simulate the circumstances of a disaster so that they
can have an opportunity to practise their responses
..........................................The End...............................................................

Chapter 2
Important Question
>>>Terminology might be asked to explain in details

Chapter 3
Hazard Risk and Vulnerability
This chapter carries 10 marks
Hazard:
A hazard is any biological, chemical, mechanical, environmental or physical agent that is reasonably
likely to cause harm or damage to humans, other organisms, or the environment in the absence of its
control.
Types of Hazard
1.) Physical Hazard

2.) Chemical Hazard
3.) Biological Hazard
4.) Mechanical Hazard
5.) Technological Hazard
6.) Environmental Hazard
1. Physical Hazard:
A physical hazard is a naturally occurring process that has the potential to create loss or damage.
Physical hazards include, but are not limited to, earthquakes, floods, and tornadoes. Physical hazards
often have both human and natural elements. Flood problems can be affected by climate fluctuations
and storm frequency, both natural elements, and by land drainage and building in a flood plain, human
elements
2. Chemical Hazard:
A chemical can be considered a hazard if by virtue of its intrinsic properties it can cause harm or
danger to humans, property, or the environment. Pesticides, which are normally used to control
unwanted insects and plants, may cause a variety of negative effects on non-target organism. Hazards
associated with chemicals are dependent on the dose or amount of the chemical.
3. Biological Hazard:
A biological hazard is one originating from an organism that is foreign (in presence or concentration)
to the organism being affected. Many biological hazards are associated with food, including certain
viruses, parasites, fungi, bacteria, and plant and seafood toxins.
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Chapter 3
4. Mechanical Hazard:
A mechanical hazard is any hazard involving a machine or process. Motor vehicles, aircraft, and air
bags pose mechanical hazards. Compressed gases or liquids can also be considered a mechanical
hazard and plant and seafood toxins also.
5. Environmental Hazard
An Environmental Hazard is any hazard that is directly linked with the Environment process .It not
only causes harm to environment but also to each and every element of the environment.
6. Technological Hazard:
Any mishap that the modern technology does bring is technological hazard.

Chapter 3
Risk
Risk is the probability that the hazard can cause some negative event impacting the exposed elements.
Risk is the potential of losing something of value, weighed against the potential to gain something of
value. Risk perception is the subjective judgment people make about the severity of a risk, and may
vary person to person.
 Residual risk
 Intensive risk
 Extensive risk
(Definition of each type of risk are given in chapter 2 )
Vulnerability
Vulnerability can be defined as the diminished capacity of an individual or group to anticipate, cope
with, resist and recover from the impact of a natural or man-made hazard. They can also be defined as
the characteristics and circumstances of a community, system or asset that make it susceptible to the
damaging effects of a hazard.
To determine people’s vulnerability, two questions need to be asked:

 To what threat or hazard are they vulnerable?
 What makes them vulnerable to that threat or hazard?
 What is the degree of Vulnerability?
Vulnerability can be counteracted or minimized by:

 Giving proper attention on the hazard itself through the pre-disaster methods i.e Preparedness,
Mitigation ,prevention
 Building of Coping Capacity by providing proper knowledge and technologies or facilities
 tackling the root causes of vulnerability, such as poverty, poor governance, discrimination, inequality
and inadequate access to resources and livelihood

Chapter 3
There are various dimensions that affect the vulnerability .They are
1. Physical Dimension
2. Social Dimension
3. Economic Dimension
4. Environmental Dimension
1. Physical Dimension:
Physical Dimension includes all the factors that can be physically related or touched and they directly
affect the level of Vulnerability. In this dimension what generally falls are population density levels,
remoteness of a settlement, the site, design and materials used for critical infrastructure and for housing.
Design and Material Used in Structure:

Chapter 3
All the types of material used while construction any structure does demarcate the level of vulnerability
that the people are exposed to. The use of proper design material to construct any building or structure
makes it less vulnerable. If the building code is systematically followed while construing a building the
structure is less vulnerable than the case when the used materials are of poor quality. Similarly a cracked
house is more vulnerable than the house which is systematically retrofitted.
Remoteness of the settlement:

The farther the settlement is from the basic facilities the more vulnerable a person is to the hazard. In case
of rural settlement with no proper road and no hospital near by the inhabitant of the area is sure to be more
vulnerable than those with hospital near by.For example the people living in Kathmandu city is less
vulnerable than those living in jumla .It is so because people in Kathmandu can be rushed to medical
checkup ASAP in case of any mishap while people from Jumla needs to wait quite a long to come to
headquarter for proper checkup.
Population Density Level:

Population Density Level also affects the vulnerability .The more the density of population the more will
be the vulnerability .it is so because the more dense population with dense settlement will be more prone
to disaster effect. For Example people in Asan are more affected to disaster because of extremely dense
population with unmanaged issues. But again lesser population cannot always prove to make someone less
vulnerable. If there is extremely less population then the rescuer might not be available in case of some
serious disaster. So generally intermediate population level with managed settlement makes the person
less vulnerable
2. Social Dimension:
Social Vulnerability refers to the inability of people, organizations and societies to withstand adverse
impacts to hazards due to characteristics inherent in social interactions, institutions and systems of cultural
values. It is linked to the level of well being of individuals, communities and society. It includes aspects
related to levels of literacy and education, the existence of peace and security, access to basic human
rights, systems of good governance, social equity, positive traditional values, customs and ideological
beliefs and overall collective organizational systems. Some specific factors that falls in social dimension
and does affect vulnerability are :
A. Age :
It is the very important factor .Generally it is seen that in society the population of age group 0-15
and 50+ are more vulnerable to certain level of disaster than any other age group. It is due to their
physical inability to cope faster with the disaster as the young aged person can do.
B. Sex :
It is seen that male are less vulnerable to the disaster than the female. It may be due to their
physical strength and emotional stability .Generally in past disaster records of affected females
are more than male.

Chapter 3
C. Education :
It is seen that the society with educated people or those people who have awareness about the
disaster impacts and way to be safe from them are less vulnerable than those who are unknown
about the disaster effects and the techniques to minimize them.
D. Culture :
Sometimes cultures do affect the degree of vulnerability. Culture sometimes brings superstitions
and thus lags behind the preparation making people more prone to vulnerability. For example: in
some rural areas of Nepal there is a belief that construction of gabion wall in side of river is
culturally unacceptable.
3. Economic Vulnerability :
The level of vulnerability is highly dependent upon the economic status of individuals,
communities and nations The poor are usually more vulnerable to disasters because they lack the
resources to build sturdy structures and put other engineering measures in place to protect
themselves from being negatively impacted by disasters. Further the one with more than one
income source is less vulnerable to any disaster than the one with only one source of income. For
Example: A farmer is more vulnerable than a industrialist and businessman.
4. Environmental Vulnerability:
Natural resource depletion and resource degradation are key aspects of environmental
vulnerability. Example: Wetlands, such as the Caroni Swamp, are sensitive to increasing salinity
from sea water, and pollution from storm water runoff containing agricultural chemicals, eroded
Soil e.t.c

Chapter 3
Emergency
 An emergency is a situation that poses an immediate or sudden risk to the health, life, property,
or environment. Most emergencies require urgent intervention to prevent a worsening of the
situation, although in some situations, mitigation may not be possible and agencies may only be
able to offer palliative care for the aftermath. The precise definition of an emergency, the agencies
involved and the procedures used, vary by jurisdiction, and this is usually set by the government,
whose agencies (emergency services) are responsible for emergency planning and
management..An incident, to be an emergency, conforms to one or more of the following, if it:
 Poses an immediate threat to life, health, property, or environment
 Has already caused loss of life, health detriments, property damage, or environmental damage
 Has a high probability of escalating to cause immediate danger to life, health, property, or
environment.
There are generally 2 types of Emergency
 On the basis of Nature

Natural and Man-made
 On the basis of Subject of Exposure
Danger to life: When Life is exposed to death

Danger to Health: When health is exposed to threat of degradation
Danger to Environment: When Environment is exposed to Imbalance/deterioration
Natural Emergency: Emergency created due to the natural hazard or natural phenomenon is Natural
Hazard. Example: Emergency due to Earthquake
Man made Emergency: Emergency created due to the anthropological hazard is Manmade Emergency
.Example: Hazard due to fire
…………………………..………………The End………………………………………………

Chapter 3
Important Questions
1. What is Hazard and what are its types?
2. How is Social Dimension important to judge Vulnerability?
3. List the dimensions of Vulnerability.
4. Relate Hazard, Risk and Vulnerability.
5. Remember the Earthquake of April 25, 2015! Who do you think were most Vulnerable at that time
and why?

Chapter 3

Chapter 3
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10
Chapter 4
Disaster Risk Management Cycle
This chapter carries 10 marks
Introduction
Disaster is a sudden adverse or unfortunate extreme event which causes great damage to human beings
as well as plants and animals. Disasters occur rapidly, instantaneously and indiscriminately. These
extreme events either natural or man-induced exceed the tolerable magnitude within or beyond certain
time limits, make adjustment difficult, result in catastrophic losses of property and income and life is
paralyzed. These events which occur aggravate natural environmental processes to cause disasters to
human society such as sudden tectonic movements leading to earthquake and volcanic eruptions
,continued dry conditions leading to prolonged droughts, floods, atmospheric disturbances, collision of
celestial bodies, etc. (Joshi, 2008). Disasters have always co-existed with civilizations. With
technological advancement, development initiatives resulted in the creation of a lot of infrastructure
and permanent assets. Gradually material development detached man from nature on one hand, and
increased vulnerability of the human population, on the other. The progressive increase in loss of life
property and deleterious effect on environment due to disasters moved the international community to
look at disaster management in a new perspective, which transcends international barriers, anticipates
possible threats and enables tackling of disasters from the pre-stage. The last decade (990-1999) was
observed by the International Community as the “International Decade for natural disaster reduction“,
a decade dedicated to promoting solutions to reduce risks from natural hazards. The international
dimension of disasters was realized and a protocol sought to be established so that when it comes to
suffering of humanity, help from the International community flow in right earnest. Almost every day,
newspapers, radio and television channels carry reports on disaster striking several parts of the world.
But what is a disaster? The term disaster owes its origin to the French word “Desastre” which is a
combination of two words ‘des’ meaning bad and ‘aster’ meaning star. Thus the term refers to ‘Bad or
Evil star’. The United Nations defined Disasters as ‘A serious disruption of the functioning of a
community or a society causing widespread human, material, economic and environmental losses
which exceed the ability of the affected community/society to cope using its own resources.
What is Capacity?
“Capacity can be defined as resources, means and strengths which exist in households and
communities and which enable them to cope with, withstand, prepare for, prevent, mitigate or quickly
recover from a disaster”. People’s capacity can also be taken into account. Capacities could be
classified into physical and socio-economic capacities. Physical Capacity: People whose houses have
been destroyed by the Cyclone or crops have been destroyed by the flood can salvage things from their
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Chapter 4
homes and from their farms. Some family members have skills, which enable them to find employment
if they migrate, either temporarily or permanently. Socio-economic Capacity: In most of the disasters,
people suffer their greatest losses in the physical and material realm. Rich people have the capacity to
recover soon because of their wealth. In fact, they are seldom hit by disasters because they live in safe
areas and their houses are built with stronger materials. However, even when everything is destroyed
they have the capacity to cope up with it. Hazards are always prevalent, but the hazard becomes a
disaster only when the frequency or likelihood of a hazard and the vulnerability of the community
increases the risk of being severely affected.
What is Risk?
Risk is a “measure of the expected losses due to a hazard event occurring in a given area over a specific
time period. Risk is a function of the probability of particular hazardous event and the losses it would
cause.” The level of risk depends upon:
• Nature of the hazard;

• Vulnerability of the elements which are affected;
• Economic value of those elements.
A community/locality is said to be at ‘risk’ when it is exposed to hazards and is likely to be adversely

affected by its impact. Whenever we discuss ‘disaster management’ it is basically ‘disaster risk
management’. Disaster risk management includes all measures which reduce disaster related losses of
life, property or assets by either reducing the hazard or vulnerability of the elements at risk.
Disaster Risk Management Cycle includes sum total of all activities, programmes and measures which
can be taken up before, during and after a disaster with the purpose to avoid a disaster, reduce its
impact or recover from its losses.
1. Before a disaster (pre-disaster).
Pre-disaster activities those which are taken to reduce human and property losses caused by a potential
hazard. For example: Carrying out awareness campaigns, strengthening the existing weak structures,
preparation of the disaster management plans at household and community level, etc. Such risk
reduction measures taken under this stage are termed as mitigation and preparedness activities.
2. During a disaster (disaster occurrence).
These include initiatives taken to ensure that the needs and provisions of victims are met and suffering
is minimized. Activities taken under this stage are called emergency response activities.

Chapter 4
3. After disaster (post-disaster).
There are initiatives taken in response to a disaster with a purpose to achieve early recovery and
rehabilitation of affected communities, immediately after a disaster strikes. These are called as response
and recovery activities. The Disaster risk management cycle diagram (DRMC) highlights the range of
initiatives which normally occur during both the Emergency response and Recovery stages of a
disaster. Some of these cut across both stages (such things as coordination and the provision of ongoing
assistance); whilst other activities are unique to each stage (e.g. Early Warning and Evacuation during
Emergency Response; and Reconstruction and Economic and Social Recovery as part of Recovery).
The DRMC also highlights the role of the media, where there is a strong relationship between this and
funding opportunities. This diagram works best for relatively sudden-onset disasters, such as floods,
earthquakes, bushfires, tsunamis, cyclones etc, but is less reflective of slow-onset disasters, such as
drought, where there is no obviously recognizable single event which triggers the movement into the
Emergency Response stage.
According to Warfield (2008) disaster management aims to reduce, or avoid the potential losses from
hazards, assure prompt and appropriate assistance to victims of disaster, and achieve rapid and effective
recovery.
The disaster management cycle illustrates the ongoing process by which governments, businesses, and
civil society plan for and reduce the impact of disasters, react during and immediately following a
disaster, and take steps to recover after a disaster has occurred. Appropriate actions at all points in the
cycle lead to greater preparedness, better warnings, reduced vulnerability or the prevention of disasters
during the next iteration of the cycle. The complete disaster management cycle includes the shaping of
public policies and plans that either modify the causes of disasters or mitigate their effects on people,
property, and infrastructure.

Chapter 4

Chapter 4
Pre-disaster Works:
These includes all the works or actions or plan or policies that are made by the community, Institution
or Government from local level or international level with the sole aim to aware the elements of hazard
about the probable impact, the ways of getting prepared and if possible, ways of preventing as well as
mitigating them so as to achieve the goal of minimizing the losses of lives and property as much as
possible.
Generally there are a lot of pre-disaster works but for simplicity it has been brought down to three
major points and they are
1. Prevention
2. Preparedness
3. Mitigation
1. Prevention Phase :
It is the phase in which the main concern is in eradicating the disaster completely so that no
effect is seen in the society .Prevention is the mode of nullifying the probability that the hazard
might be a threat to the society. For example :There is a problem of huge flood in zone A ,if
the diversion of river is made such a way that there will be so such probable high flood then
that is a sort of prevention phase. The main aim of the prevention phase is to lessen the impact
on people and also be sure that the disaster does not occur at all. It is not always possible to
prevent the disaster from occurring .In most of the cases prevention might not be practical .For
them we have mitigation and preparedness.
1.) Preparedness:
The Planning and Preparedness Phase is designed to structure the disaster response prior to the
occurrence of a disaster. It is a state of readiness to respond to a disaster or other emergency
situation and involves evaluating the community’s potential disaster risks, vulnerabilities, and
the likelihood for a disaster to occur. This risk assessment process is sometimes referred to as an
All-Hazards Analysis. An All-Hazards Analysis can be completed at multiple levels, including:
• Federal, state, and county levels
• Hospital, business and agency levels
• Personal and family levels
Depending on the disaster, there are some incidents that may present more risk and challenge
than others for hospitals. For example, a small house fire outbreak may present minimal risk for
both a community and a hospital if they have the resources to adequately respond to the needs
of the individuals involved. A large structural fire, such as a 23 storey office building with

Chapter 4
multiple people killed or suffering significantly burn injuries, may present significant challenges
for both the community and the health care system, no matter how large the city or how many
Resources they have at hand. Communities and houses of worships’ systems must assess the
risk of such scenarios above and plan accordingly.
The Planning and Preparedness phase also assesses the community’s or house of worship’s
systems’ infrastructure (i.e., availability of backup communications, transportation options,
economic viability, etc.) and its capability to respond to the potential risks and vulnerabilities
identified in the All-Hazards Analysis. Assessing available mental health and spiritual
carePersonnel and training them in disaster response is an example of a Planning and
Preparedness activity.
It is important to note, however, that having the best plan or the most experienced team will not
always guarantee a successful disaster response. There are some disasters whose magnitude
and/or unique characteristics will stress even the most prepared system or team. In these Cases,
individual and system flexibility is imperative. Developing a plan and response team that is
flexible and able to adapt to whatever occurs is extremely important. In many cases, peoples’
lives will depend on it. Consider the scenario where an entire hospital is rendered inoperable as
a result of a flood or decontaminated by a biological or chemical agent. A plan and response
Team that had only considered the provision of services from their usual site will quickly
become overwhelmed with how to respond when their site suddenly does not exist
3. Mitigation Phase:
The Mitigation Phase, also known as the Prevention Phase, is characterized by the measures
taken to reduce the harmful effects of a disaster in order to limit its impact on human health,
community function, and economic infrastructure. During this phase, steps are taken to prepare
a community or house of worship for disaster, especially high-risk locations (e.g. hospitals in
areas that typically flood) and populations. There is supporting research that suggests
individuals, communities, and hospitals are more resilient following disaster when they have
anticipated and prepared for disaster outcomes. For example, having a personal or family
disaster plan can be a step towards mitigating the effects of disaster when it strikes a particular
family. Ensuring that all personnel understand their roles in disaster response and are educated
on the appropriate evacuation plan for a particular individual, family, agency, department, or
Organization and other response activities can achieve similar positive outcomes.

Chapter 4
Post disaster Phase
The phase that is basically after the disaster has struck is post disaster phase .This is the phase
which carries three different yet very important phases. They are
1.) Response
2.) Recovery
3.) Reconstruction /Rehabilitation
1. Emergency Response :
The Response Phase is the actual implementation of the disaster plan. Disaster response is the
organization of activities used to respond to the event and its aftermath. The Response Phase
focuses primarily on emergency relief: saving lives, providing First aid, minimizing and restoring
damaged systems (communications and transportation), meeting the basic life requirements of those
impacted by disaster (food, water, and shelter), and providing mental health and spiritual support
and comfort care.
Emergency response is the organizing, coordinating, and directing of available resources in order to
respond to the event and bring the emergency under control. The goal of this
coordinated response is to protect public health by minimizing the impact of the event on the
community and the environment. One primary key to proper emergency response is being
acquainted with the potential for natural and man-made disasters in the surrounding area.The goal
of this coordinated response is to protect public health by minimizing the impact of the event on the
community and the environment.
PRIORITIES
The objectives of this plan are, in order of importance:
· To evacuate and account for all employees and visitors;
· To contact local emergency service organizations;
· To assemble the company’s Emergency Response Team (ERT) for implementation of the
response
plan;
· Contact pertinent regulatory agencies;

Chapter 4
· Conduct search-and-rescue operations, turnoff utilities, control any hazardous chemical spills
or Releases;
· Prevent further property damage through protective measures or by removing property;
· Perform cleanup and salvage as needed;
· Conduct post-incident critique and evaluation;
· File any applicable reports with regulatory agencies
2. Recovery Phase:
The Recovery Phase focuses on the stabilization and return of the community and health care system to
its pre-impact status or what some describe as “getting back to normal.”
Recovery is being able to live a meaningful and satisfying life, as defined by each person, in the
presence or absence of symptoms. It is about having control over and input into your own life. Each
individual’s recovery, like his or her experience of the mental or physical health problems or illness, is
a unique and deeply personal process.”
Phase can range from rebuilding damaged buildings and repairing a community’s infrastructure to
relocating populations and instituting intermediate and long-term mental health interventions. The
Recovery Phase can begin days, or in some cases, months after disaster strikes. In the aftermath of
catastrophic disasters such as Hurricane Katrina, the concept of returning a community or healthcare
system to its pre-impact status might seem unlikely or impossible. In these cases, the recovery efforts
focus on helping communities and systems adapt to a new sense of ‘normal.’
3. Reconstruction /Rehabilitation
The process of reconstruction involves partial or complete relocation and rebuilding the essential
physical infrastructure and shelter (house) so that vulnerability levels are reduced and families are able
to get back to their feet. Reconstruction therefore paves the way for long term rehabilitation.
Rehabilitation primarily addresses the new or increased poverty levels that have emerged due to the
disaster. Jobs and income generation measures in the construction sector provide an immediate and
emergency boost to the local economy. This is followed by long term improvement in land and water
management and economic opportunities that seek to upgrade local economies and reduce community
vulnerability in a sustainable manner.

Chapter 4
For the process of sustainable development to take off in continuation with reconstruction, it is
important that the end objective is not limited to only getting people back upto the base line levels
prior to the quake or cyclone. The intervention over a longer term should resultant improved quality of
life and reduced levels of vulnerability. While families are tuned to picking up the pieces of their life,
concepts of improved building practices, sanitation, sewerage, rainwater harvesting, improved land
and water management etc. can be gradually introduced.
It is reported in Orissa, (The Role of Enabling Infrastructure: A Case Study of Housing Interventions
in Orissa by N Ashok Kumar et al) that in Adivasi villages, where development activities of improved
shelter, land and water management and livelihoods were in progress at the time of the super cyclone,
not only was the loss of property and life minimal, the loss in economic time was only to the tune of 5
to 10 days. People could bounce back to their normal routines very soon after the cyclone. While in
adjacent villages, months after the cyclone, families were still unable to get back to regular work
leading to longer term economic decline. This is a very strong argument in favor of "total
rehabilitation" as opposed to only reconstruction. Reconstruction and rehabilitation need to be in a
seamless continuum with restoration efforts.
The issue of correct timing and speed is however, significant. A holistic approach does not negate the
need for fast response to immediate reconstruction. Time and again it has been seen that people will
revert back to their earlier unsustainable practices very soon if timely inputs are not made and systems
that ensure long term continuity of material and skill availability are not set in place.
In Gujarat, many rural families are re-building in exactly the same manner as earlier. They are not
prepared to wait for countless consultants to complete their assessment and project reports. In Latur,
analysis of the post earthquake reconstruction, 7 years later, reveals that in many cases house
extensions and new constructions are being done in unsafe manner as neither material nor skills of
improved construction technologies are available to beneficiaries.

Chapter 4
Important Questions
1. Draw Disaster Risk Management Cycle and list post and pre disaster events
2. Explain the pre-disaster Phases.
3. Explain Post-Disaster Phases.
4. Differentiate between Prevention and Mitigation
5. Explain :preparedness and Rehabilitation

Chapter 5
Cluster Approach
The foundations of the current international humanitarian coordination system were set by General
Assembly resolution 46/182 in December 1991. Almost 15 years later, in 2005, a major reform of
humanitarian coordination, known as the Humanitarian Reform Agenda, introduced a number of new
elements to enhance predictability, accountability and partnership. The Cluster Approach was one of these
new elements.
What is Cluster?
Clusters are groups of humanitarian organizations, both UN and non-UN, in each of the main sectors of
humanitarian action, e.g. water, health and logistics. They are designated by the Inter-Agency Standing
Committee (IASC) and have clear responsibilities for Co-ordination. The Resident Coordinator and/or
Humanitarian Coordinator (RC/HC) and the Humanitarian Country Team (HCT) manage a humanitarian
response through the clusters. All clusters have focal points, known as Cluster Lead Agencies, which
operate at the global and country level. Globally, Cluster Leads are responsible for strengthening system-
wide preparedness and coordinating technical capacity to respond to humanitarian emergencies in their
respective sector. In specific countries, Cluster Leads serve as the main contact for a government and the
RC/HC. They ensure that humanitarian activities are coordinated and make a difference to people in need.
They also act as a provider of last resort1 in their respective sector.
Looking back to history it is seen that the Cluster Approach was at first applied after the 2005 Earthquake
in Pakistan. Within 24 hours of the quake , 9 clusters were formed .After that two evaluation on the
Cluster Approach has taken place –One which is to be focused on Implementation while the other one to
be focused on outcome of the Cluster Approach in improving the Humanitarian Assistance. The learning
from these evaluations led to the IASC Transformative Agenda (TA), a series of actions aimed at
simplifying processes and outcomes.
The IASC Principals “agreed there is a need to restate and return to the original purpose of clusters,
refocusing them on strategic and operational gaps analysis, planning, assessment and results”. The aim of
the cluster approach is to strengthen system-wide preparedness and technical capacity to respond to
humanitarian emergencies, and provide clear leadership and accountability in the main areas of
humanitarian response.
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Chapter 5
At country level, it aims to strengthen partnerships, and the predictability and accountability of
international humanitarian action, by improving prioritization and clearly defining the roles and
responsibilities of humanitarian organizations which are:
 Supporting service delivery by providing a platform for agreement on approaches and elimination
of duplication.
 Informing strategic decision-making of the HC/HCT for the humanitarian response through
coordination of needs assessment, gap analysis and prioritization.
 Planning and strategy development including sectoral plans, adherence to standards and funding
needs.
 Advocacy to address identified concerns on behalf of cluster participants and the affected
population
 Monitoring and reporting on the cluster strategy and results; recommending corrective action
where necessary
 Contingency planning/preparedness/national capacity building where needed and where capacity
exists within the cluster.
Each cluster is also responsible for integrating early recovery from the outset of the humanitarian
response. The RC/HC may recommend an Early Recovery cluster also be established.
The Cluster Approach

At the global level,
Clusters have been established in 11 key areas to support the cluster approach as shown in the table. The
global cluster leads report to the UN Emergency Relief Coordinator (ERC). For example: WHO leads the
global health cluster which includes over 30 partners and is developing normative guidance and tools
(e.g. for assessment, coordination, information management and training) as well as seeking to ensure
surge capacity (of skilled experts supported by appropriate supplies, logistics and security) and the
development of national capacities. WHO is also member of the nutrition, water/sanitation, emergency
shelter and protection clusters and works with the leaders of those clusters to promote inter-cluster
harmonization.
At country level,
At country level, clusters (or “sectoral groups”) will normally be established for any major emergency –
any situation where humanitarian needs are of sufficient scale and complexity to justify a multi-sectoral
response with the engagement of a wide range of international humanitarian actors:

Chapter 5
Clusters are established according to the needs of the situation; they may or may not correspond to the 11
global clusters (some may be combined, others not required).Country cluster leads may correspond to
those designated at the global level or be adjusted taking account of the capacities and strengths of the
humanitarian organizations present; any IASC member can be a cluster lead (it does not have to be a UN
agency).Where a coordination group already functions with clear leadership, no new cluster or leadership
is required for that sector. The country cluster structure and corresponding cluster leads are proposed by
the UN Humanitarian Coordinator (HC) – or by the UNRC in a country where an HC has not been
appointed – after consultation with Government authorities and relevant IASC partners at country level,
and agreed with the ERC after consultation within the IASC at global level.

Chapter 5

Chapter 5
OCHA’s role
OCHA works closely with global cluster lead agencies and NGOs to develop policies, coordinate inter-
cluster issues, disseminate operational guidance and organize field support. At the field level, OCHA
helps ensure that the humanitarian system functions efficiently and in support of the Humanitarian
Coordinator’s (HC) leadership. OCHA provides guidance and support to the HC and Humanitarian
Country Team, and facilitates inter-cluster coordination. OCHA also helps to ensure coordination between
clusters at all phases of the response, including needs assessments, joint planning, and monitoring and
evaluation.
Aim of Cluster Approach
 to ensures sufficient global capacity is built up and maintained in all the main sectors /areas of
response;
 to ensure predictable leadership in all the main sectors/areas of response;
 to reinforce the concept of partnerships (i.e. clusters) between UN agencies ,the International Red
Cross and Red Crescent Movement, international organizations and NGOs;
 to strengthen accountability
 to improve strategic field-level coordination and prioritization in specific sectors/areas of response.
Global Cluster Leads
The Global Cluster Lead are the specific UN or INGO who have been leading a particular group of cluster
to ensure no duplicity in the field while working. The Leading cluster will be responsible in channelizing
and guiding all the NGOs/INGOs under it .Ever specific 11 groups does have their own Global Cluster
Leads.
 WFP was designated as the lead agency of the Logistics Cluster and is therefore responsible
for coordinating logistics support for the humanitarian c0mmunity
 IFRC has made a commitment to provide leadership to the broader humanitarian

community in Emergency Shelter in disaster situation, to consolidate best practice ,map
capacity and gaps, and lead coordinates response

Chapter 5
 UNHCR is the leadoff the global Protection Cluster. However, at the country level in
disaster situations or in complex emergencies without significant displacement, the three
core protection-and dated agencies(UNHCR,UNICEF and OHCHR)will consult closely and
,under the overall leadership of the HC/RC, agree which of the three will assume the role of
Lead for Protection

Chapter 5
When Does Cluster get activated?
Cluster Activation
Clusters are established as part of an international emergency response, based on an analysis of

humanitarian needs and coordination capacity on the ground, and in consultation with national partners.
The criteria for cluster activation are met when:
1. Response and coordination gaps exist due to a sharp deterioration or significant change in the
humanitarian situation
2. Existing national response or coordination capacity is unable to meet needs in a manner that
respects humanitarian principles
3. When the HC / RC informs the ERC
4. when the ERC informs the global cluster leads
The procedure for activating one or more clusters includes consultation between the
Resident/Humanitarian Coordinator and the Humanitarian Country Team, and then correspondence with
the Emergency Relief Coordinator on the rationale for each cluster and the selection of cluster lead
agencies based on coordination and response capacity. The proposal is transmitted to IASC Principals and
Global Clusters for approval within 24 hours, and then the Resident/Humanitarian Coordinator is
informed accordingly. For more information on the procedures, please see the IASC Coordination
Reference Module.
The establishment of clusters should support national mechanisms for sectoral coordination, and take into
account issues that cut across clusters, like age, gender, HIV/AIDS and protection.

Chapter 5
When is there Cluster De-activation?

The de-activation of formally activated clusters may therefore be considered when at least one of the
conditions that led to its activation is no longer present:
1. The humanitarian situation improves, significantly reducing humanitarian needs and therefore the
associated response and coordination gaps
2. National structures acquire sufficient capacity to coordinate and meet residual humanitarian needs
in line with humanitarian principles
Clusters should be a temporary coordination solution and the aim should be to either resume or establish
national, development-oriented coordination mechanisms as soon as the humanitarian emergency phase
ends. The efficient de-activation of clusters is based on a review, by the RC/HC and the HCT, which
looks at the on-going need for clusters as well as the required planning to ensure transitional arrangements
are put in place. The review of the cluster coordination architecture should take place within three months
in sudden-onset emergencies and annually in protracted crises.

Chapter 5
The criteria for the de-activation of clusters should mirror the criteria for activation, i.e. when the criteria
applied to activate a cluster no longer apply, the cluster can be de-activated. However, in deciding on de-
activation, the RC/HC and the HCT should consider the need to address any on-going humanitarian needs;
the capacity and willingness of national counterparts to lead sectoral coordination; the maintenance of
accountability for delivery in key sectors; and the possibility of recurring or new disasters. Clusters do not
all have to be deactivated at the same time; some may need to remain longer, while others are deactivated.
De-activating clusters too soon could result in unnecessary costs in re-establishing them and would
reduce the possibility for preparedness and transition arrangements. The procedure for de-activating one
or more clusters includes a review of cluster arrangements by the RC/HC and the HCT, and then
correspondence to the ERC outlining which clusters are to de-activate and transfer coordination
responsibilities to national counterparts as well as the rationale (and transition plan) for those clusters
which will remain in place. The proposal is transmitted to IASC Principals and Global Clusters for
approval within 24 hours, and then the RC/HC is informed accordingly.

Chapter 5

Chapter 5
………………………………………………The End………………………………………..

Chapter 5
Important Questions
1. What are the aims of Cluster Approach?

2. What is Cluster and what is its Importance?
3. When and how does Cluster gets Activated? Also mention how they can get de-activated.
4. Mention the Global Lead respective of the Cluster.

Chapter 6
Assessment Tools
This carries 4 marks
The tools that are used for the assessment of the Disaster before or after the Disaster is generally termed
Assessment Tools.
Generally Hazard Risk Vulnerability (HRVA) is carried out in following steps
1. Administration
2. Training
3. Gather Risk Information
4. Hazard and Vulnerability Identification
5. Risk Analysis
6. Risk Evaluation
7. Public Consultation Plan
8. Action Plan
The Pre-Assessment Tools are:
1) RADIUS
2) CAPRA
3) HAZUS-MH
1. RADIUS :
The full form of RADIUS is Risk Assessment Tools for Diagnosis of Urban Areas against Seismic
Disaster. Risk Assessment Tool for Diagnosis of Urban areas against Seismic disasters (RADIUS) tool
was developed for IDNDR (International Decade for Natural Disaster Reduction) by OYO Corporation,
Japan and RMSI to enable a city administrator to do quick assessment of earthquake risk to a city. The
tool was showcased at IDNDR (International Decade for Natural Disaster Reduction) seminar, Mexico in
1999 to many city planners and administrators.
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Chapter 6
The goal of this tool is to aid users in understanding the seismic hazard and vulnerability of their cities
and to guide them in starting preparedness programs against future earthquakes. Designed in MS Excel to
provide a simple and very familiar interface, the tool is user friendly, and provides risk-mapping
functionality. The area of a city and probable loss to infrastructure and life is displayed as a mesh of
rectangular cells that allows the user to get a graphical view of the data. Outputs are seismic intensity,
building damage, lifeline damage, and causalities, which are presented in tabular as well as map forms.
Objectives of Radius
 To develop seismic damage scenarios action plans fir specific cities

 To develop practical tools for the seismic risk management
 To conduct a comparative study to understand the urban seismic risk
 To promote information exchange at city level internationally
Process
Preparation and collection of data
Start introducing project to community
Hazard Assessment
Vulnerability Assessment
Damage Estimation (Theoretical)
Damage Estimation (Non-Theoretical)
Preparation of the earthquake scenario
Implementation of scenario workshop
Publication of earthquake scenario

Chapter 6
Necessary data for damage Estimation
1. Intensity Distribution
2. City Limit or boundary
3. Existing soil types
4. Population Density
5. Lifeline Information
6. Existing Structure
7. Building Inventory
8. Critical facilities
9. Collateral hazard potential
Steps in Radius Tools
Step 1:
Input area, population and building count

Sept 2
Generate Mesh .Each area /ward has number and area ID.
Step 3
Input Mesh Weight which indicates relative density of population and building in the mesh.
Step 4
Input local soil type according to classification .If you do not know it ,0 for all the meshes
Step 5
Input building inventory in each area

Step 6
Infrastructure
Step 7
Select a scenario earthquake .you may choose a historical earthquake or may define a specific
earthquake

Chapter 6

Chapter 6
Step 8
Obtain the building damage and human damage
2. CAPRA
CAPRA is an initiative that aims to strengthen institutional capacity in disaster risk assessment with
the objective of integrating risk information into development policies and programs. The CAPRA
(Probabilistic Risk Assessment) Program is an initiative that aims to strengthen the institutional capacity
for assessing, understanding and communicating disaster risk, with the ultimate goal of integrating disaster
risk information into development policies and programs. Under the CAPRA Program, government
institutions and other agencies partner with The World Bank to address specific development challenges
and meet disaster risk information needs through hands-on practical training and other complementary
services.
Objective
 To develop the disaster risk information methodology using common methodology and tools for
evaluating and expressing disaster risks
 To analysis a regional strategy which is local ,versatile and effective
 To advance risk evaluation and risk management for better decision making
3. HAZUS-MH :
Hazus software is a powerful risk assessment methodology for analyzing potential looses from floods
,hurricanes and earthquake .In Hazus current scientific and engineering knowledge is coupled with the
latest Geographical information System technology to produce estimates of hazard related damage before
,after or at occurrence .It allows a very detailed analysis of looses based on an enormous amount of
information .
It mainly includes
a) Physical Damage
The physical damage includes the residential as well as commercial building, schools or any other
Infrastructure damage.

Chapter 6
b) Economic loss;
It includes the lost jobs, disruption in livelihood, interruption in business, repaid and reconstruction cost
e.t.c.
c) Social impacts:
Estimation of shelter requirements, displaced households and the population exposed to floods,
earthquake and hurricane
Post Disaster Assessments
1) Rapid Damage Assessment

2) MIRA
3) PDNA
4) DALA
5) DANA
MIRA
The full form of MIRA is Multi Cluster initial Rapid Assessments .The main benefit of the MIRA is the
elaboration from the onset of the crisis of a concerted operational picture based on the best information
available from the primary and secondary sources .This picture is expressed through tow key products :a
preliminary Scenario Definition ,issued 72 hours after the disaster’s onset and a MIRA Report which is
released after 2 weeks .it is consistent with IASC .which calls for the implementation of a joint assessment
during the first two phase of an emergency and therefore for the co-ordination of in-depth agency .
It is based on its findings, humanitarian can develop a joint strategic plan and mobilize resources .IT also
ads monitors the situation and the response. It should be expected to provide detailed information for the
design of localized response projects.
MIRA process
 Initiating the MIRA

 Undertaking the secondary data analysis
 Undertaking the community level assessment
 Conducting the final inter-sect oral analysis and determining strategic humanitarian priorities
 Preparing and disseminating the MIRA outputs

Chapter 6
PDNA
A Post Disaster Needs Assessment (PDNA) is an exercise that facilitates effective and timely transition
from relief to development. It is a government led project process with the integrated support from the UN
European Commission, World Bank and the other national and international actors. The PDNA is agreed
upon inter-agency tool for assessment and planning after disaster under the World –UN-EC Partnership
Framework .The PDNA gathers information to form a complete picture to determine early and long-term
recovery needs and priorities .As such it bridges humanitarian response with early and longer term
recovery. The PDNA produces a single, consolidated report comprising an assessment and a recovery
framework .A PDNA encompasses two assessments perspective
1) The Valuation Of Physical Damages and Economical Losses

2) The Identification of Impacts on Affected People and their recovery needs.
The PDNA conducts an assessment of Impacts and Recovery Priorities .Each UM agency
participating in a PDNA has its own well-developed methodology .Agency assessments are used
both in PDNA assessments as well as the other post-disaster in-depth sect oral assessments
exercises..These perspectives are integrated into a single assessment process.
DALA
The full form of DALA IS Damage and Loss Assessment .It was initially developed by the UN Economic
Commission for the LATIN American and the Caribbean .It has since then been improved through Close
cooperation of WHO ,PAHO,WORLD BANK,INET AMERCIAN DEVELOPMENT BANK ,UNESCO
,ILO to capture the closest approximation of damage and loss due to disaster events .It is a flexible tool
that can be adopted to specific disaster types. It uses the national account .It also factors in the impacts of
disasters on the individual livelihoods and incomes to fully define the needs for the recovery and
reconstruction.
Dala includes
 Damage as the replacement value of totally or partially destroyed physical assets
 Losses in the flows of the economy that arise from the temporary absence of the damaged
assets and
 The resultant impact on the post –disaster macroeconomic performance with special
reference to economic growth GDP, the balance of payments and fiscal situation of the
Government.

Chapter 6
Application
 Key sectors such as forestry, gender affairs and physical planning have broadened their scope in
conducting assessments.
 Focus on gender and how’s disaster impact each area
 Capture all losses –vehicles ,contents of homes
DANA
The full form of DANA is Damage Assessments and Needs Analysis .The main purpose of an assessment
is to assist the government of the affected country in identifying critical needs that requirements
international disaster relief assistance and to facilitate a timely and appropriate response by the
international community .The assistance will be seen on
 The nature of the disaster

 Damage ,including secondary threats
 Effects on the population
 Ongoing relief activities an local response capacity
 The need for international assistance
 The means for delivering international assistance
 Expected developments
DANA mainly comprises of two types of assessments
1) Initial Assessments or Rapid Assessments

2) Comprehensive Assessments
The End

Chapter 6
Important Questions
1. What are the assessments tools used in the Disaster Risk .Please list it .
2. Explain Radius and Capra
3. What are the post disaster assessment and pre disaster assessment tools used in Assessment?
4. Explain Pre-disaster tools in details.

Chapter 7
Risk Reduction Approach, Strategies and
Policies
Risk Reduction
Risk Reduction is the function of three important parameters that are in and around the Disaster
Risk Management faculty .Those three important parameters are
1) Hazard
2) Vulnerability
3) Coping Capacity
It can express in the term of function:
R=F (H, V, C)
Risk can be generally been reduced by some scientific as well as Managerial Approach .Some
of the general ways to reduce the Risk are:
1) By Reducing the Hazard

2) By Reducing the Vulnerability
3) Reducing the Amount of the elements are risk
4) Increasing the Coping Capacity
Risk Reduction Strategies

Risk Reduction Strategies are important layout of the “what can be done “to drop down the
probability of risk getting to higher zone. They can be Engineering or Non-Engineering measures
that can be implemented to sort out the strategies over the risk Reduction Matter.

Chapter 7
Generally two important measures are used
1) Structural Measures:
They refer to any Physical or Engineering Construction measures which are solely aim to reduce
as well as avoid any possible impacts that hazards might bring .The measures might be inclusive
of hazard-resistant and protective structures
2. Non-Structural Measures:
They refer to the policies, awareness, Knowledge development, public commitment and methods
as well as operating practices .Further it also includes participatory mechanism and the provision
of information which can reduce risk and related impacts.
The characteristics of Strategies are:
 Avoidance :Modify the Hazard

 Reduction : Modify the susceptibility of hazard damage and disruption
 Transference :Modify the impact of hazards on individuals and the community
 Retention :
What is Stakeholders?
Stakeholder is an individual or group with an interest in the success or failure of an organization
/project /Endeavour in delivering intended results .They are affected by the outcome of the
project.
Hyogo Framework for Action (HFA):

Priorities for action 2005-2015:
1) Ensure that disaster Risk Reduction is a natural ad a local priority with a strong
institutional basis for implementation
2) Identify, assess and monitor, disaster risks and enhance early warning.
3) Use knowledge, innovation and education to build a culture of safety and resilience at all
level.
4) Reduce the underlying risk factors
5) Strengthen Disaster Preparedness for effective response at all levels
Also visit:
http://www.unisdr.org/eng/hfa/hfa.htm

Chapter 7
DRR Strategies: (Global Level):
1) HFA (2005-2015)
Hyogo Framework of Action 2005-2015 is the consensus strategy adopted by 168
member countries in the UN World Conference on the disaster Reduction in January
2005 in Kobe for spearheading the task of disaster risk reduction globally. The HFA
was developed based on the gap analysis in the national and global effort in DRR in
the preceding decade from 1994-2004.
The major goals set by HFA are:
a) Integration of disaster risk reduction into Sustainable development policies and
planning
b) Development and strengthening of institution ,mechanism and capacities to build
resilience to hazards and
c) Systematic incorporation of risk reduction approaches into the implementation of
emergency preparedness, response and recovery program.
2) IFRC Global Disaster Management Strategy –(2007-2012 )
1. Disaster Management Planning :The federation will actively predict and plan for disaster
to mitigate their impacts on vulnerable communities and respond to and effectively cope
with their consequences
2. Organizational Preparedness: The federation will maintain, promote and develop capacity
in skilled human resources and financial and material capacity for effective disaster
management.
3. Community Preparedness: The Federation will encourage and strengthen the self-reliance
of individuals and communities to reduce their vulnerabilities to public health
emergencies and disasters.
4. Disaster Response: The federation will provide disaster response assistance to meet the
needs of those people affected by disaster.
5. Recovery: The Federation will provide assistance to restore or improve pre-disaster living
conditions and reduce risk of disasters.
6. Co-ordination: To improve our humanitarian action the federation will strengthen and
maintain co-coordinator and reduce risk of disasters.
7. Advocacy: To improve the lives of the most vulnerable

Chapter 7
DRR Strategies : National Level
i. National Strategies For Disaster Risk Management in Nepal (NSDRMN) Draft

 The NSDRMN reflects the spirits and aspiration of the government an the people of
Nepal as embodied in the 10th five year development plan (2002-2007) and also Interim
National Development Plan
 The NSDRM address the need for the organized approaches for DRM in Nepal and
Provides strategic direction to the develop and implement realistic plans and programmes
suitable to the needs and requirements of the country based on experiences and the
capacity of the concerned national institution.
 Also the strategy follows the globally accepted principles of cross-cutting issues such as
Human Rights and Protection, Gender and Social Inclusions, Decentralization and Local
Self-Governance and Humanitarian Security and recommends implementation of DRM
by mainstreaming these in each sectoral plans and program.
NSDRMN Objectives
 To facilitate the required change in order to achieve the goal of disaster resilient Nepal by
providing guidance for improving the policy and legal environment .and by prioritizing
the strategic interventions.
 To address Nepal’s long felt need to come up with a long term policy document and build
on the enormous amount of disaster reduction planning and implementation works that
have been carried out in the past.
 To put forth suggestion regarding institution reorganization and development and
strategic improvement in the existing policy and legal environment for creating an
enabling atmosphere for encouraging disaster risk reduction and preparedness planning at
all levels
 For maintaining DRR strategies into the national development and poverty alleviation
goods
 To provide long term guidance in the area of disaster risk management
 Aims to trigger a process of change in both aspects of DRM ,namely ,disaster reduction
and emergency response planning and capacity enhancement

Chapter 7
Priority Action of NSDRMN
Priority Action 1
Ensure that disaster risk reduction is national and local priority with a strong institutional basis
for implementation
Priority Action 2
Identify, assess and monitor disaster risks and enhance early warning
Priority Action 3
Better knowledge management for building a culture of safety
Priority Action 4
Reducing the underlying the risk factors
Priority Action 5
Enhance preparedness for effective response
Sectoral Strategy for DRR

 Agriculture and food security
 Health and Nutrition Sector
 Educational ,Sector Strategies
 Shelter ,infrastructure and Physical Planning
 Livelihood Protection
Nepal Red Cross Society Disaster Management Policy:

 Nepal Red Cross Society has actively been involved in providing relief services to the
affected and sufferers of disasters since its establishments in 1963.
 NRCS has therefore been continuously strengthening the disaster management capacity
of its district chapters in all the 75 districts.
 It includes training, pre-positioning of non-food items, local resources generations and
infrastructure development as well as establishing linkages with partners at different
levels.

Chapter 7
 It maximizes efforts to be prepared for and respond to disasters more effectively
NCRS Disaster Management Policy (2008)
1. Emergency Response Phase:

a. Relief Activities :
Deliver services for immediate relief until threat of life /health is abated, conduct
rapid assessment and mobilize funds quickly, operate emergency ops centre,
mobilize teams, equipments and log capacity .operate in entire country based on
resource
2. Post Disaster Recovery Phase :
a. Rehabilitation and other Recovery Activities :
Involved based on resources availability, focus on livelihood, psychosocial
support, restoring family links, rehabilitation efforts as long term development
plan of GON.
b. Reconstruction :
Involved based on resources availability ,be involved in the reconstruction of
schools ,health centers ,distribution of construction material effort as part of long
term development plan of GON.
3. Risk Reduction Phase :
A. Main streaming disaster risk reduction :
Focus on community level DRR, participate in initiatives for shared learning
ensure programs are compatible with local needs and global framework integrate
B. Promotion of Knowledge and best practice
Be involved in or take lead curriculum and education material, develop case
stories and best practices for replication at various levels promotes various
approaches to dissemination.
C. Community Based disaster risk reduction initiative
Focus on community based DRR ,facilitate informal community structures and
capacity for VCA ,community DP plans ,social mobilization ,early warning
,structural and non-structural initiatives ,reduce impacts ,establish emergency
relief fund ,training ,plan to phase out at community level.
4. Organization Development and capacity building

Enhance capacity at the cautious levels for response preparedness enhance skills of
volunteers and expand network ,increase financial resources capacity ,develop
contingency and response plan s, strengthen emergency operation center at HQ and
establish at district levels ,strengths GIS and data for vulnerability and risk ,trained

Chapter 7
personnel ,preposition relief materials and strengthen logs capacity and emergency
communication system.
Nepal Red Cross Society disaster Management Policy:
Guidelines principles
 Will take in account the SPHERE standard to the best possible extent while planning
and providing assistance
 Will coordinate with the Government, UN, Mission, I/NGOs ,local agencies as well as
Red Cross Movement partners to manage disaster risk reduction.
 Will consider its role as auxiliary to the government in humanitarian services and
implement activities in close coordination with the Government .NRCS will play
possible roles in the National and District level disaster management Committees.
 Will implement all disaster management initiatives in accordance with the fundamental
principles and code of conduct for the reduction in close coordination with its movement
partners and otter relevant stakeholder.
 Will expand its disaster management scope and coverage as per its capacity and
available resources for disaster response as well as disaster risk reduction.
NRCS 5th Development Plan

1. Overall Goals:
a. Promote respect for the diversity and human dignity and reduced intolerance
discrimination and social exclusion
b. Enhance DM capacities of NRCS and vulnerable communities in order not reduce the
impacts of disasters
c. Improve health status of vulnerable people
d. Further develop and strengthen organization and management capacity of NRCS as
well as functioning and national strategy.
2. Implementation Strategies
a. Focus on the quality of humanitarian services and at the same times scale up the
program
b. Stay responsive and build the capacity of all levels of the Neal Red Cross Society
c. Apply an integrated programming approach
3. Disaster Management Related Objectives

a. To provide relief and recovery assistance to people affected by natural disaster

Chapter 7
b. To provide relief and recovery assistance to displaced population
c. To expand disaster risk reduction initiatives including climate change risk reduction ]
d. To further strengthen capacity of NRCS at different levels to deliver service
effectively.
In case of Nepal
Major Policy Related to Disaster Management
 Natural Calamity (Relief ) Act, 1982
 Local Self Governance Act, 1999
 National Strategy for DRM 2009
 Rescue and Relief Standards, 2007
 Sector specific policies and plans (NPC)
 National Disaster Management Act ( Proposed)
 National Disaster Response Framework with 49 activities
 Disaster Preparedness and Response Plan almost all district
National Calamity Act, 1982
 Preamble of National Calamity Act

 It is an Expedient to make arrangement for the operation of relief work and the
maintenance of people’s convince with a view to protect the life and property of people
 The act was enacted on the advice and consent of then parliament in 2039.
Sectorial Policy to DRM
 Health
 Water Energy
 Forest
 Environment
Refer NSDRM-2009

Chapter 7
Institutional Framework (in line with 1982 Act)

Chapter 7

Chapter 7
Disaster Preparedness and Response Initiatives
• GoN endorsed the National Strategy on Disaster Risk Management 2009 and in
implementation;
• GoN and UN has jointly signed an Model Agreement (Customs Procedures) to expedite
import, export and transit of relief consignments during the major disasters;
• Risk Reduction/Flagship Program developed as an Overarching strategy where GoN and
International community’s (2011-2015) work together;
• GoN endorsed and implemented widely the Guidance Note for preparing the Disaster
Preparedness Plan 2011 at district and local levels;
• District Disaster Preparedness and Response Plans;
• National Disaster Response Framework;
• 83 Open Spaces decided by cabinet to use as evacuation and other humanitarian purpose
in Kathmandu valley;
• 36 District, 5 Regional & 5 Municipal EOCs in 2013;

Chapter 8
Risk Assessment Tools
Following list is not meant to be all-inclusive, but rather to present and explain a few of the wide range
of techniques used to develop and apply disaster assessment tools.
 Access model
o A model that explores how an individual or groups relative resilience to disasters is
impacted by differences in access to the economic or political resources needed to
secure a livelihood.
The strengths of the model are that it provides a broad view of vulnerability including
root causes, it gives weight to natural hazards, and it provides a framework for looking
at livelihoods and vulnerability.
o The limitation of the model is that it is a tool for explaining vulnerability, not for
measuring it. The model cannot be applied operationally without a great deal of data
collection and analysis.
 Computer assisted techniques

o The use of computer software programs to automate steps of the risk management
process. For example the use of GIS and remote sensing has allowed hazard mapping
to become more comprehensive.
o The limitations vary by technique; however in general there is a reliance on equipment
and expertise, which may not be readily available in the communities undertaking the
assessments which may widen the breach between the information produced by
technical risk assessments and the understanding of risk by people.
 Cost-benefit analysis
o A process used to select countermeasures, by balancing the costs of implementing each
option against the benefits derived from it. In general, the cost of managing risks needs
to be equal to the benefits gained from putting the countermeasures in place.
o The benefit of this technique is the attempt to ensure public investment is directed
toward those activities producing the greatest benefits for the best value for money.
o The limitations of the technique include the lack of data collection and methods that are
required to capture indirect and intangible costs and benefits, legal and social
responsibility requirements may override simple financial cost benefit analysis, and the
possibility that its application may disadvantage certain measures or people.
o
 Disaster risk indexing

o A quantitative analysis technique that uses statistical indicators to measure and compare

Chapter 8
risk variables.
o Benefits of the technique are efficiency in measuring key elements of risk, repetitive
application of the indictor system may allow the monitoring of disaster risk reduction
progress, and because the system can be applied rapidly and with little cost it is also a
useful tool for the national level to identify risk exposed communities.
o Limitations of the technique include the use of indicators that may not reflect the
complex reality; local and sub-national databases are not currently using uniform data
collection and analysis frameworks; lack of availability of data with a suitable coverage
and accuracy; and while indexing allows a comparison of relative risk between
geographic areas, it cannot be used to depict actual risk for any one area.
 Environmental impact assessment (EIA)

o A policymaking tool that provides information on the environmental impacts of
activities.
o The benefits of an EIA are encouraging the private sector and individuals to consider
the impacts of their actions on vulnerability factors; as part of a detailed risk assessment
it can provide alternative solutions, and it could be used to reorient disaster impact
assessments as planning tools.
o Limitations of the technique include the current focus on post-event impact assessment
and not promoting its use as part of the planning process, although the results can feed
into future planning. In addition, there is still some way to go before EIA processes are
fully mastered.
 Event-tree analysis (ETA)

o A consequence based analysis in which an event either has or has not happened or a
component has or has not failed. An event tree begins with an initiating event. The
consequences of the event are followed through a series of possible paths. Each path is
assigned a probability of occurrence and the probability of the various possible
outcomes can be calculated.
o The benefits of the technique are its value in analyzing the consequences arising from a
failure or undesired event.
 Failure modes and effects analysis (FMEA)

 An analytical technique, which explores the effects of failures or malfunctions of
individual components in a system - i.e. "If this part fails, in this manner, what will be
the result?" The level of risk is determined by: Risk = probability of failure x severity
category
 An FMEA can be used for a single point failure but can be extended to cover parallel
failures and is valuable for future reviews and as a basis for other risk assessment
techniques
 The limitations to the technique are that it can be a costly and time-consuming process.
 Fault-tree analysis (FTA)

 This is a graphical technique that provides a description of the combinations of possible

Chapter 8
occurrences in a system, which can result in an undesirable outcome. The most serious
outcome is selected and called the Top Event. The analysis proceeds by determining
how these top events can be caused by individual or combined lower level failures or
events.
 The benefits of the approach are the identification of the basic causes of failures, and
the investigation of the reliability and safety of complex and large systems.
 The limitations of the approach is that it does not measure probability, therefore counter
measures identified by the process may not be those with the greatest potential for
reducing risk.
 Geographic information system (GIS) mapping

o The use of a geographic information system, a computer-based tool, for risk or hazard
mapping. GIS technology integrates database operations with the geographic analysis
benefits offered by maps.
o The benefits of the technique are the increase in productivity of hazard-mapping
technicians, it can give higher quality results than can be obtained manually and it can
facilitate decision-making and improve coordination among agencies when efficiency is
at a premium.
o The limitations of the technique include the lack of trained personnel; difficulties in
exchanging data between different systems; difficulties in including social, economic
and environmental variables; variability in access to computers and the quality and
detail of the data required by GIS analysis.
 Geospatial analysis
o Analysis of risk information by distance, area, volume or any other spatial characteristic
within geographic boundaries through GIS and hazard mapping techniques.
o The benefits of the technique are the identification of hazards and dangerous locations
at varying scales from local (less than 100,000 km2), through regional (100,000 to 10
million km2) to continental (10 to 100 million km2) and a view of risk not only from a
singular hazard point of view, but also from an orientation to the relative levels of
exposure.
o The limitations of the technique are the same as those for GIS techniques with the
added requirement for well-defined geographic boundaries (e.g., counties,
municipalities, and health districts).
 Hazard mapping
o The process of mapping hazard information within a study area of varying scale,
coverage, and detail.
o Mapping can be of a single hazard such as fault maps and flood plain maps or several
hazard maps can be combined in a single map to give a composite picture of natural
hazards.
o The benefit of the individual mapping technique is a visual form of information for
decision makers and planners, which is easily understood. Multiple hazard maps
provide the possibility of common mitigation technique recommendations; sub-areas

Chapter 8
requiring more information, additional assessments, or specific hazard-reduction
techniques can be identified; and land-use decisions can be based on all hazard
considerations simultaneously.
o The limitations of the technique are that the volume of information needed for natural
hazards management, particularly in the context of integrated development planning,
often exceeds the capacity of manual methods and thus drives the use of computer
assisted techniques.
 Historical analysis
o The analysis of historical information to determine levels of risk based on past
experiences.
o The benefits of this technique are the identification of dynamic aspects involved in
vulnerability and providing the criteria to assign relative weights to different
dimensions of vulnerability in risk assessment exercises.
o The limitations to the approach are the reliance on historical disaster databases and the
requirement for refinement, maintenance and systematic feeding of disaster data sets.
In addition, statistics on previous disasters’ impact can be unreliable and rarely cover
socio-economic aspects of the disaster; data on vulnerability is likely to be restricted to
physical vulnerability, and reliance on historical assessment alone can create a false
expectation of preparedness if hazards, which may not have previously occurred in the
area of analysis have not been considered.
 Impact analysis
o The practice of identifying and evaluating the negative and positive consequences of
disasters on natural and human systems (i.e., environment, economic, financial, and
social). Includes methodologies and standards for damage and needs assessments.
o The benefits of the technique are the identification of linkages between disaster
vulnerability and disaster impact and the ability to then create measures to reduce
vulnerabilities to those disasters.
o The limitations of the technique include a reliance on historical disaster data
(limitations as stated in historical analysis); the current focus on post-event impact
assessment and not promoting it’s use as part of the planning process, although the
results can feed into future planning; and finally the need for social and economic
analysis of disaster impacts.
 Inductive analysis
o The analysis of risk by integrating layers of information (e.g., visualizing disaster
information in relation to other socio-economic parameters by geographical features
such as administrative units, ecological zones, towns and streets) in GIS techniques.
o Data can be presented on maps, with the variable of interest divided into classes or
categories, and plotted within each geographic unit.
 Participatory analysis
o A risk analysis which includes the affected people in defining problems and needs,

Chapter 8
deciding solutions to them, implementing agreed activities to achieve those solutions
and/or evaluating the results.
o The benefits of the technique are the growth of capacity, the creation of disaster risk
management attitudes and behavior, and a greater insight into the communities enabling
better results. In addition participatory analysis may be more cost-effective in the long
term, than externally-driven initiatives, partly because they are more likely to be
sustainable and because the process allows ideas to be tested and refined before
adoption.
o The limitations of the technique are a poor fit within rigid timetables; impact will be
limited at best if only some parts of the community are involved and where
participation involves real social change it leads to the possibility of confrontation and
conflict with those who traditionally hold power and influence.
 Pressure and release model

o The starting point of the pressure and release model is that a disaster is the intersection
of two opposing forces: the process generating vulnerability on one side, and the
physical exposure to hazard on the other. Increasing pressure can come from either side
but vulnerability has to be reduced to relieve the pressure. Vulnerability is considered
in three levels: root causes, dynamic pressures and unsafe conditions.
o The strengths of the model are that it provides a broad view of vulnerability, it gives
weight to natural hazards, and it provides a framework for looking at livelihoods and
vulnerability.
o The limitation of the model, is that it is a tool for explaining vulnerability, not for
measuring it. The model cannot be applied operationally without a great deal of data
collection and analysis.
 Qualitative analysis
o Analysis that uses words rather than numbers to describe and measure the magnitude of
potential consequences and the likelihood that those consequences will occur. These
scales can be adapted or adjusted to suit the circumstances, and different descriptions
may be used for different risks.
o Qualitative indicators are preferred as a way to engage as many parties as possible. In
addition they may be used:
 As an initial screening activity to identify risks which require more detailed
analysis
 Where this kind of analysis is appropriate for decisions, or
 Where the numerical data or resources are inadequate for a quantitative analysis
o Qualitative analysis should be informed by factual information and data where
available.
 Quantitative analysis
o Analysis that uses numerical values (rather than the descriptive scales used in
qualitative and semi-quantitative analysis) for both consequences and likelihood. The
quality of the analysis depends on the accuracy and completeness of the numerical

Chapter 8
values and the validity of the models used.
o Quantification does have limitations and clearly it is not possible to measure all human
experience. One of the major criticisms regarding the creation of indicators is that they
attempt to encapsulate complex and diverse processes into numerical form.
 Remote sensing
o Remote sensing refers to the process of recording information from sensors mounted
either on aircraft or on satellites. The technique is applicable to natural hazards
management because nearly all geologic, hydrologic, and atmospheric phenomena are
recurring events or processes that leave evidence of their previous occurrence.
o The benefits of the technique are that revealing the location of previous occurrences
and/or distinguishing the conditions under which they are likely to occur makes it
possible to identify areas of potential exposure to natural hazards. It additionally
provides comprehensive displays of disaster information to assess vulnerability,
enhance mapping, and monitor threatened areas.
o The limitations of the technique include the requirement for expert science writers and
graphics designers to translate and package the resulting information into images and
explanations that can be easily understood by a wide variety of users; and while space
technology has advanced rapidly in recent years, a number of countries still lack the
human, technical and financial resources required to conduct even the most basic space-
related activities.
 Risk mapping
o A risk map is a map of a community or geographical zone that identifies the places and
the structures that might be adversely affected in the event of a hazard.
o The production of a risk map requires consideration of areas and features threatened
within the community or geographical zone, consultation with people and groups of
varying expertise, and the discussion of possible solutions to reduce risk.
o The benefits of this technique are that it helps to locate the major hazards; they can
create shared criteria for decision-making, they can provide a record of historical events
that have had a negative impact on the community, and they identify risks so a
community may find solutions or take precautions.
 Semi-quantitative analysis
o In semi-quantitative analysis, qualitative scales are given values. The objective is to
produce a more expanded ranking scale than is usually achieved in qualitative analysis,
not to suggest realistic values for risk such as is attempted in quantitative analysis.
However, since the value allocated to each description may not bear an accurate
relationship to the actual magnitude of consequences or likelihood, the numbers should
only be combined using a formula that recognizes the limitations of the kinds of scales
used.
o The limitations of the approach are that the numbers chosen may not properly reflect
relativities and this can lead to inconsistent or inappropriate outcomes and semi-
quantitative analysis may not differentiate properly between risks, particularly when

Chapter 8
either consequences or likelihood are extreme.
 Social survey
o A survey to provide information to establish the context in which the risk assessment
will take place and the criteria against which risk will be evaluated. Decisions
concerning whether risk treatment is required may also be based on operational,
technical, financial, legal, environmental, humanitarian or other criteria for which
additional surveys will be required.
 SWOT analysis
o A tool used in the assessment of organizations to capture and identify the organization’s
geographic and programmatic scope of action, perceived effectiveness and level of
acceptance and support by community members and local institutions. The analysis is
broken down into Strengths, Weaknesses, Opportunities and Threats.
o The benefits of the technique are the identification of the links between each of the
perceived “threats” to related organizational “weaknesses”, the “weaknesses” to related
“opportunities”, and the “opportunities” to related “strengths”. The items at which the
most lines (links) converge indicate the priority threats to be mitigated, weaknesses to
be corrected, opportunities to be seized, and strengths to be reinforced.
 Temporal analysis
o The basis of a temporal analytical technique is the assumption that observed patterns
arise from an underlying process. Modeling this underlying process allows for the
estimation of impacts which best transform a map at time t into that at time t + 1.
o Time series analysis is suited to monitoring tasks such as looking at the influence of
climatic and other environmental time series on the occurrence of events. Scales may
range from seasonal to geological (up to hundreds of millions of years). Maps can
reveal the changing nature of vulnerability, and the effectiveness of previous
preparedness or response measures.
 Vulnerabilities analysis matrix

o A practical and diagnostic tool in the form of a simple matrix which measures
vulnerabilities and capacities in three broad and interrelated areas (i.e.,
physical/material, social/organizational, and motivational/attitudinal) Other factors are
added to the matrix to reflect a complex reality such as disaggregation by gender or
economic factors, changes over time, different scales etc.)
o The benefits of the matrix are that it is practical and broad-based, linking the many
different aspects of vulnerabilities and capacities.
o Limitations to the approach include that on its own the matrix does not provide
indicators of vulnerabilities and capacities but only an overarching framework, and that
applied alone, it tends to underestimate the significance of natural hazards by
concentrating on human aspects of disaster.

2015-APRIL 25 :11:56 AM : MAJOR QUAKE
Overview
Popularly known as Gorkha Earthquake the April 2015 Nepal earthquake killed more than 9,000 people
and injured more than 23,000. It occurred at 11:56 NST on 25 April, with a magnitude of 7.8Mw or
8.1Ms and a maximum Mercalli Intensity of IX (Violent). Its epicenter was Barpak, Gorkha and
its hypocenter was at a depth of approximately 15 km (9.3 mi). It was the worst natural disaster to
strike Nepal since the 1934 Nepal–Bihar earthquake. Geophysicists and other experts had warned for
decades that Nepal was vulnerable to a deadly earthquake, particularly because of its geology,
urbanization, and architecture
This earthquake brought a huge wave throughout just creating natural unbalance in lots of places. This
quake triggered avalanche on Everest which killed at least 19 people and similarly Langtang avalanche
swiped at least 250 people erasing the existence of one whole village.
Hundreds of thousands of people were made homeless with entire villages flattened, across many
districts of the country. Centuries-old buildings were destroyed at UNESCO World Heritage sites in
the Kathmandu Valley, including some at the Kathmandu Durbar Square, the Patan Durbar Square,
the Bhaktapur Durbar Square, the Changu Narayan Temple and the Swayambhunath Stupa..

Aftershocks
As soon as the major quake passed by ,there were continued aftershocks occurred throughout Nepal
within 15–20 minute intervals, with one shock reaching a magnitude of 6.7 on 26 April
at 12:54:08 NST. The country also had a continued risk of landslides.
A major aftershock occurred on 12 May 2015 at 12:51 NST with a moment magnitude (Mw) of 7.3. The
epicenter of this quake was quite near the Chinese border between the capital of Kathmandu and Mt.
Everest. More than 200 people were killed and more than 2,500 were injured by this aftershock.
The earthquake occurred on 25 April 2015 at 11:56 a.m. NST (06:11:26 UTC) at a depth of
approximately 15 km (9.3 mi) (which is considered shallow and therefore more damaging than quakes
that originate deeper in the ground), with its epicenter approximately 34 km (21 mi) east-southeast
of Lamjung, Nepal, lasting approximately fifty seconds. The earthquake was initially reported as 7.5
Mw by the United States Geological Survey (USGS) before it was quickly upgraded to 7.8 Mw.
The first quake measured 7.8 Mw and its epicenter was identified at a distance of 80 km to the
northwest of Kathmandu, the capital of Nepal. . The second earthquake was somewhat less powerful at
6.6 Mw. It occurred 65 km (40 mi) east of Kathmandu and its seismic focus lay at a depth of 10 km
(6.2 mi) below the earth's surface. Over thirty-eight aftershocks of magnitude 4.5 Mw or greater
occurred in the day following the initial earthquake, including the one of magnitude 6.6 Mw.
According to the USGS, the temblor was caused by a sudden thrust, or release of built-up stress, along
the major fault line where the Indian Plate, carrying India, is slowly diving underneath the Eurasian
Plate, carrying much of Europe and Asia. Kathmandu, situated on a block of crust approximately

120 km (74 miles) wide and 60 km (37 miles) long, reportedly shifted 3 m (10 ft) to the south in just 30
seconds.
Even after 3 months of quake people have been experiencing aftershocks. Till date there has been
hundreds and thousands of aftershock collectively both below and above 4 Richer.

Why there was an Earthquake?
Nepal lies towards the southern limit of the diffuse collision boundary where the Indian Plate under
thrusts the Eurasian Plate, occupying the central sector of the Himalayan arc, nearly one-third of the
2,400 km (1,500 mi) long Himalayas. Geologically, the Nepal Himalayas are sub-divided into five
tectonic zones from north to south, east to west and almost parallel to sub-parallel. These five distinct
morpho-geotectonic zones are: (1) Terai Plain, (2) Sub Himalaya (Sivalik Range), (3) Lesser
Himalaya (Mahabharat Range and mid valleys), (4) Higher Himalaya, and (5) Inner Himalaya (Tibetan
Tethys). Each of these zones is clearly identified by their morphological, geological, and tectonic
features.
The convergence rate between the plates in central Nepal is about 45 mm (1.8 in) per year. The location,
magnitude, and focal mechanism of the earthquake suggest that it was caused by a slip along the Main
Frontal Thrust.
The earthquake's effects were amplified in Kathmandu as it sits on the Kathmandu Basin, which
contains up to 600 m (2,000 ft) of sedimentary, representing the infilling of a lake.

Based on a study published in 2014, of the Main Frontal Thrust, on average a great earthquake occurs
every 750 ± 140 and 870 ± 350 years in the east Nepal region. A study from 2015 found a 700-year
delay between earthquakes in the region. The study also suggests that because of tectonic stress buildup,
the earthquake from 1934 in Nepal and the 2015 quake are connected, following a historic earthquake
pattern
Situation Overview
The earthquake
Strength: 7.8 on the Richter scale.
Epicenter: Less than 50 miles northwest of Kathmandu, the country’s capital in central Nepal.
Depth: 11 km/6.8 miles. The source of the earthquake was relatively shallow, contributing to its strength
and the resulting damage.
Aftershocks: Hundreds in total; two major aftershocks of 6.6 and 6.7 magnitude, and a second 7.3
magnitude quake on May 12.
Worst quake since: 8.2 earthquakes in 1932, which killed 10,000 to 12,000 people and completely
leveled Kathmandu.

Impact
People affected: Approximately 8 million
Death toll: Around 8,700, including around 150 people who were killed during the May 12 quake.
People injured: At least 22,200
Number of children in urgent need of assistance: 1.1 million
Number of people in need of humanitarian assistance: 2.8 million
Damage: Homes and historic temples crumbled, roads damaged and communications sporadic,
avalanches on Mt. Everest. We have started to get reports from more remote areas that entire villages
were destroyed without a single home left standing. Water systems in hillside villages are wrecked.
Terraced farms and cattle were wiped out by the quake or subsequent landslides, destroying people's
entire livelihoods.
Number of homes destroyed: More than 505,000
Number of homes damaged: More than 279,000
Areas affected: 40 percent of Nepal. 39 out of 75 districts report damage. Deaths were also reported in
neighboring Tibet and India.
Most affected areas: Gorkha, Lamjung and Sindhupalchok as well as Kathmandu, Bhaktapur, Lalitpur
Districts.
Weather: Rain is exacerbating already difficult conditions and hampering relief efforts, causing
flooding and landslides in some areas. Monsoon season begins in two weeks and is expected to
significantly impede the ongoing humanitarian response.
Logistical challenges: The extreme terrain makes getting to remote communities difficult. Many roads
are impassable due to earthquake damage, or new flooding and landslides. Those that are serviceable are
often too narrow for the large equipment necessary. Much of the aid distribution needs to be done by
helicopter, but right now they are busy with search and rescue.

Facts about Earthquake 2015 April 25
Here are the key facts about Nepal's worst natural disaster in 80 years.
 8000 people are known to have died in Nepal alone.

 More than 14,000 have been injured across the country.
 18 climbers died at Mount Everest base camp when the quake sparked an avalanche.
 75 people were killed in India.
 The United Nations estimates that 8 million people have been affected.
 2.8 million Nepalese were displaced, according to the world body.
 More than 3.5 million people are estimated to be in need of food assistance, the UN said.
 And UNICEF estimates that 1.7 million children live in the worst-hit areas.
 The Nepal Red Cross Society said it had almost exhausted its relief stocks which were sufficient for
19,000 families.
 Nepal's government said 130,033 houses had been destroyed, according to the UN.
How did Cluster Work during the Disaster?
In case of Nepal, the lead of the Cluster was done by Government. The UN agencies were the co-lead of
the cluster during the response process. Several UN agencies started working on the disaster response
from the early period of the post-disaster.
Here are the lists of agencies acting as cluster coordinator during the disaster in Nepal.
Cluster Organization
CCCM IOM
Early Recovery UNDP
Education UNICEF
Emergency Shelter IFRC
Food WFP
Health WHO
Logistics WFP
Nutrition UNICEF
Protection UNICEF
Emergency Telecommunications WFP
WASH UNICEF
The above are the list of the Cluster co-lead who works in their respective field in the area of
intervention. Under the co-lead of these Clusters, there are several INGOs who are working with their

respective Partners /NGOs to address the gaps created in the area of impact in the particular cluster. For
Example, UNICEF has been funding OXFAM and many other INGOs for needed intervention in the
field of WASH (Water Sanitation and Hygiene) which in turn works with its partner organization like
Lumanti , ENPHO , DEPROSE And WHR to implement the intervention. In this way interventions are
carried out in the field .The Cluster meeting led by government member decides which organization
should intervene in which part of the affected area. This is necessary to make sure that there is no
duplicity while providing assistance to the beneficiary.
The NGOs should report the daily field updates as well as information to the INGOs or both can make a
common report as well depending on the working module as well as per mutual consent which is
submitted to the co-cluster in quarterly or monthly basis as per the mutual consent.
This way the intervention is carried out to make sure that the beneficiaries get the right type of support.
In case of Nepal there is One-Door System which means whoever wants to make an intervention in the
affected area should inform the governmental bodies i.e. V.D.C ,Municipality in documented form .On
doing that the governmental official will inform the agency where the actual beneficiaries are and what
they need .The official in this way keeps the whole track of who has made an intervention and what has
been done till date and what has been provided so as to make sure that here is no duplicity while
providing the support.

Nepal: Earthquake 2015
Situation Report No. 20 (as of 3 June 2015)
This report is produced by the Office for the Coordination of Humanitarian Affairs in collaboration with the Office of the Resident and Humanitarian
Coordinator and humanitarian partners. It covers the period from 29 May to 3 June 2015. This is the final Situation Report on the Nepal earthquake unless
unforeseen developments occur. For more information, visit (http://drrportal.gov.np) and (https://www.humanitarianresponse.info/en/operations/nepal) or
contact the cluster coordinators listed under the Humanitarian Response section.
Highlights
 As of 3 June, the Government of Nepal confirmed over
500,000 houses were destroyed and 8,700 people killed by
the earthquakes.
 About two weeks remain until monsoon rains begin to
significantly affect ongoing relief operations.
 Humanitarian partners revised the Nepal Flash Appeal
extending the implementation period from three to five months
to ensure linkage with the Government’s recovery programme.
There is no increase in the overall estimated funding
requirement.
 On 2 June, a helicopter carrying four medical aid workers
crashed in Sindhupalchowk District.
2.8 million 864,000 8,702

people in need of people in hard to deaths
humanitarian reach areas need
assistance immediate
assistance
Source: Nepal Earthquake Revised Flash Appeal; Nepal Ministry of Home Affairs
Situation Overview
As of 3 June (11:30, UTC+5:45), the Government reported a total of 505,745 houses destroyed and 279,330 damaged by the 7.8
magnitude earthquake on 25 April and the 7.3 quake on 12 May. The earthquakes killed 8,702 people (4,801 female; 3,899
male; 2 bodies remain unidentified) and injured thousands of people.
An estimated 2.8 million people are still in need of humanitarian assistance. Reaching some 864,000 people in hard to reach
areas who have lost their homes and live below the poverty line is a priority. With the impending monsoon rains expected to
further isolate remote villages, district authorities and humanitarian partners continue to prioritize distribution of shelter
materials in the northern-most Village Development Committees (VDCs).
To date, some 762,000 people have received emergency shelter and non-food items (or about 40 per cent of the Shelter
Cluster targets; refer to the Humanitarian Dashboard for a visual overview of progress towards meeting needs across other
clusters).
On 29 May, the Humanitarian Country Team revised the Nepal Flash Appeal seeking $422 million to ensure that life-
saving assistance continue to reach people affected by the earthquakes.
The appeal duration was extended from three to five months to take into account the effects of the monsoon on the emergency
phase and to ensure linkage with the recovery and rehabilitation programme of the Government of Nepal.
Partners are concerned that there may not be sufficient capacity in Gorkha District to distribute all relief items before the
monsoon, particularly into those areas accessible only by helicopters.
On 2 June, a helicopter delivering humanitarian relief and carrying four medical aid workers crashed in Sindhupalchowk
District. This is the second air incident since the beginning of the relief operations.
+ For more information, see “background on the crisis” at the end of the report
United Nations Office for the Coordination of Humanitarian Affairs and Office of the Resident and Humanitarian Coordinator in Nepal
www.unocha.org/nepal www.un.org.np
Nepal Earthquake 2015 Situation Report No. 20 |2
There is limited fuel supply in Sinduphalchowk. Local authorities have requested support for additional fuel. Airlift capacity in
the district will also be reduced with the departure of multinational security forces.
With reports received of possible relocation of villages and continuing internal migration as a result of the earthquake and
potentially by the monsoon, humanitarian partners have expressed the need to ensure that protection monitoring
mechanisms are in place. Temporary relocation and encampment is the least preferred option and should only be
considered if it is necessary for immediate life-saving purposes.
A Post Disaster Needs Assessment is ongoing supported by the European Union, the United Nations and the World Bank. The
Government of Nepal will convene a donors conference on post-earthquake reconstruction and rehabilitation in Kathmandu
around the end of June.
Funding
As of 3 June (15:00, UTC+5:45), a total of $123.4 million, including $15 million from the UN Central Emergency Response
Fund, was reported in the Financial Tracking Service against the $422 million revised Nepal Flash Appeal.
An additional $298.2 million is urgently required to provide humanitarian assistance to millions of people affected by the
earthquake and to strengthen their resilience during the monsoon season.
A total of $182.9 million have been contributed outside of the appeal for the Nepal earthquake response.
Nepal Earthquake Flash Appeal Revision Funding by cluster (in million US$)
US$422 million revised requirement Funded Unmet

Food Security 78.5
Shelter 75.1
WASH
Funded 45.3
Health
29% 23.8
Logistics
30.5
Education Early
13.4
Recovery
Protection 14
Unmet Nutrition 8
CCCM
71% Coordination
5.4
ETC 9.3
Unspecified sector 2.2
2
9.6
All humanitarian partners, including donors and recipient agencies, are encouraged to inform OCHA's Financial Tracking Service (FTS - http://fts.unocha.org) of cash and in-
kind contributions by e-mailing: [email protected]
Humanitarian Response
Camp Coordination and Camp Management
Contact Information: Suphana Sophonpanich ([email protected])
Needs:
 As the monsoon approaches, site improvement particularly drainage, is vital.
 While some private entities have stepped up to manage spontaneous sites, additional capacity on site
management is required to support active sites.
 Displacement Tracking Matrix (DTM) data is available at: http://www.tinyurl.com/NepalDTM
Response:
 The second round of the DTM focusing on sites hosting over 50 families is ongoing. Assessment of Kathmandu Valley
sites has been completed.
 Intention survey and site planning assessment are all due to be launched this week.
 Preparatory work on the Tudikhel transit site in Chautara is ongoing.
 The Cluster is carrying out identification of potential sites for temporary use, assessments of site conditions, and
recommendations of required engineering measures required to make the land suitable for habitation.
Gaps & Constraints:
 Additional site management capacity is required.
 Gaps in district level coordination and response as partners requires additional funding to scale up
 Land suitability assessments are yet to start in 10 of the 14 priority districts. Additional engineering capacity is required.
Early Recovery
Contact Information: Dennis Curry ([email protected])
Needs: 4,250
 Ensuring safe demolition and debris management in both urban and rural areas local workers to benefit
continue to be priorities prior to the monsoon. from cash-for-work for
 In Sindhupalchowk, more than 24 rural road segments are recommended for debris removal debris management
and maintenance by the District Development Committee (road side landslides have caused
challenges for transportation and relief distribution).
Response:
 In Sindhupalchowk, 551 houses were assessed and safe disaster waste removal has commenced through the cash-for-
work programme (4,250 local workers are targeted to benefit through programme).
 Demolition of destroyed houses and debris clearance at Swoyambunath, a world heritage site is being conducted
by five debris clearance teams.
 In Saankhu village, 60 volunteers have been trained on health and safety for debris management.
Gaps & Constraints:
 In Gorkha, there are no partners to conduct road access planning.
 The common guidelines for cash-for-work activities in Early Recovery are still awaiting approval by the
Government.
 Consolidated guidance and access to tools and machineries for demolition and debris management of urban houses is
required.
Education
Contact Information: Marian Hodgkin ([email protected])
Needs:
235
 Nearly 36,107 classrooms have been destroyed or damaged beyond use impacting 1 million temporary learning
children. centres operational in 16
 An additional16,883 classroom have been partially damaged. A total of 7,800 schools still districts
need to be structurally assessed to designate the buildings safe or unsafe.
Response:
 The Cluster established 100 temporary learning centres in the last week, with a total of 235 now operating in 16 districts
serving over 23,500 earthquake affected children.
 1,726 schools have been structurally assessed by Cluster partners (3,162 blocks have been given a green flag marking
them as safe for use, while 2,031 have been given a red flag meaning they cannot be used).
 The Cluster’s Back to School Campaign was launched and many schools resumed on 31 May. Messages relating to
the importance of education-in-emergencies, school safety and psychosocial support have been shared on local FM in
14 districts and special editions of educational newspapers have been distributed.
 A Teacher Activity Book has been developed by the Cluster and government partners, including guidance on managing
the return to school, providing structured activities that teachers can use to ensure children’s safety and support learners
who have experienced acute stress.
Emergency Telecommunications
Contact Information: Alf Ellefsen ([email protected])
Response:
 Over 1,000 humanitarian responders from more than 140 organizations are now using internet services provided
by the cluster to support their operations.
 The Cluster is providing shared internet services for the response community at 14 sites across the three common
operating areas of Gorkha, Chautara and Charikot.
Constraints:
 As the monsoon season approaches, accessibility to ETC sites may be impacted.
Food Security
Contact Information: Elena Rovaris ([email protected])
Needs:
1.9 million
 Food security is worrying in remote mountain areas, where close to 70 per cent of 10-day food rations
households have poor or borderline food consumption, and close to half have poor diet distributed in 7 districts
diversity.
 Approximately 236,000 farming households are estimated to be affected in the six
districts most affected by the earthquake Sindhupalchowk, Nuwakot, Dhading, Gorkha, Rasuwa and Dolakha.
Response:
 Within the reporting period, the Cluster distributed approximately 202.99 metric tons (MT) of food to nearly 129,240
beneficiaries living in seven districts (Gorkha, Dhading, Nuwakot, Rasuwa, Sindhupalchowk, Kavre, and Dolakha).
 As of 2 June, the cluster has distributed 10-day food rations to over 1.9 million people in seven of the hardest hit districts.
In addition, the Cluster was able to reach 571,445 people with mixed rations.
 31,000 bags of rice, 16 000 grain storage sacks and 12 650 packages of animal feed has been distributed to farmers in
six districts (Sindhupalchowk, Nuwakot, Dhading, Gorkha, Rasuwa and Dolakha) and seeds and livelihood inputs have
been distributed to more than 8,000 households across the Kathmandu Valley and Dhading.
Gaps & Constraints:
 Accessibility continues to remains difficult, with many areas accessible only via helicopter or on foot. It is anticipated
that access will significantly worsen over the coming weeks with the start of the monsoon season.
Health
Contact Information: Dr. Edwin Salvador ([email protected])
Needs:
 There is a need to restore disrupted primary health care services, rehabilitation support to the patients who are discharged
from the hospital and preparation for the monsoon.
 As per the Health Emergency Operation Center, 1,000 to 1,500 injured have on-going nursing and rehabilitation needs (70
per cent of those injured requiring longer term rehabilitation support are related to factures; there are a high number of
patients with spinal fracture or spinal cord injury).
Response:
 To restore primary health care services, the Cluster has finalized the deployment of 50 Medical Camp Kits (MCKs) in 14
districts. The MCKs will have provisions for male and female wards, as well as staff and consultation rooms. They will
be solar-powered, and will have water and sanitation kits as well as facilities and supplies necessary to ensure
reproductive health. Four of the kits have already been delivered in Dharaka, Gajauri, Sindhupalchok and Barabhise.
 The Health and WASH clusters jointly developed a contingency plan for flood and landslides to ensure the timely
preparation for the response during the monsoon season.
 Partners have prepositioned medical supplies for three months in 13 hard to reach northern VDCs in Dolakha.
 The Cluster established 15 shelter homes for pregnant women, postnatal mothers, their newborn and children under age-
5.
 2,900 long-lasting insecticide-treated nets were dispatched to Sindhupalchok.
Gaps & Constraints:
 There continues to be weak rehabilitation referral mechanisms from the tertiary level hospitals in Kathmandu Valley.
 There is concern about the risk of outbreaks of communicable diseases and acute respiratory infections, in areas of
overcrowding and where WASH systems have been disrupted particularly with the monsoon approaching.
Logistics
Contact Information: Franck Aynes ([email protected])
Response:
 The UN Humanitarian Air Service (UNHAS) has three Mikhail Mil (Mi8) helicopters to provide airlift to
inaccessible areas and two AS350 helicopters for assessments and passenger flights.
 UNHAS has flown a total of 478 sorties to 70 different destinations, transporting 733 passengers and 271 MT of
humanitarian cargo.
 Pilot trails have been taking place using both mules and porters to transport relief goods into remote mountain areas.
 Post-earthquake assessments of the main trekking trails are being conducted. Rehabilitation is underway to ensure safe
passage for porters and local communities and to reopen market access. Clearing and repairs will be carried out under the
cluster, with workers designated by the local wards.
 To date, the cluster has facilitated a total of 4,623 MT of humanitarian cargo on behalf of 95 different
humanitarian organizations.
Constraints:
 For goods to clear customs it is necessary for the Chief District Office of the district where they will be distributed to
provide a letter of release. Humanitarian partners should ensure that proper documentation is processed ahead of time
to avoid delays.
 The limited amount of storage in certain districts means that often goods are first stored in or around
Kathmandu. This is likely to complicate the inflow of relief goods and potentially cause congestion.
Nutrition
Contact Information: Mohammad Faisal ([email protected])
Needs:
 Ensuring access to programmes that treat and prevent acute malnutrition as well as micronutrient deficiencies, including
with supporting mothers and families with optimal infant and young child feeding practices is needed.
Response:
 About 1,400 group counseling sessions on optimal child feeding were conducted reaching over 18,000 mothers in 14
districts.
 To date, 13,245 children have been screened using Mid-Upper Arm Circumference. Children identified as acutely
malnourished are being referred to 33 out-patient therapeutic programmes across 14 districts.
 Around 13, 000 children have received micronutrient powders.
Protection
Contact Information: Karin Elisabet Ulin ([email protected])
Needs:
 The police in Kamri district reported that there is an increase in petty crimes by children in the temporary sites. There is a
need to increase services to youth and children as well as strengthen the social services to both prevent and respond to
similar cases.
Response:
 The Cluster is working with the Nepal police to strengthen the trafficking response and specific concerns related to
children and women, such as violence, exploitation and abuse.
 Women and children officers and district child welfare offices in the 14 districts have received support in the outreach
programs, including technical support. This will enable them to be expand the support to remote affected areas.
 The Central Child Welfare Board (CCWB) is planning to establish IM desks at the district level to manage data on child
protection and in particular on unaccompanied and separated children.
 In Sindhuli, under the leadership of the Women and Children Office, the Cluster distributed dignity kits and blankets to
pregnant and lactating women. During the distribution, the women were provided with orientation on gender-based
violence.
Shelter
Contact Information: Victoria Bannon ([email protected])
Needs:
262,300+
 According to the Government’s latest figures, 505,745 houses were destroyed and 279,330 tarpaulins distributed
damaged by the earthquakes.
 The Cluster target is to support 350,00 families with emergency shelter and NFIs
(about 700,000 tarps) and support 125,000 families with self-recovery support such as the provision of corrugated
galvanized iron (CGI) sheets or cash distributions as well as training and technical assistance to ensure durable sheltering
and longer term resilience.
Response:
 To date, 75 cluster partners have distributed a total of 262,396 tarps, 54,109 household kits and 83,062 blankets
(130,131 tarps, 54,101 household kits and 17,325 blankets are in the pipeline).
 Technical working groups have been developing information, education and communication materials and key messages
around temporary shelters and “build back better” approaches as well as developing technical guidelines to ensure
consistency in shelter approaches.
Gaps & Constraints:
 Some communities in mountainous villages have not been reached and distribution of shelter to these areas should be
prioritised.
 Some agencies continue to face challenges with importing shelter items, including CGI, as well as challenges of
restrictions on shelter activities in some districts.
Water, Sanitation and Hygiene

Contact Information: Richard Luff ([email protected]) and Anu Gautam ([email protected])
Needs:
560,000+
 The Cluster is targeting 1.1 million people with emergency water services and more than 1 people received
million people with emergency latrines and toilets. Additionally, more than 3 million hygiene kits
people (546,966 HHs) will be reached with hygiene assistance.
Response:
 To date, the Cluster has responded to 1,028,840 people with emergency water (including distribution of water kit and
containers and water treatment products) while 34,978 people have received sustained water interventions with repair
works. Additionally, 66,126 people have been reached with sanitation facilities and 8,675 people have received support for
rehabilitation of the toilets at home.
 The Cluster has also provided 566,671 people with hygiene kits and 66,172 people have received soap for improved
hygiene behavior and hygiene promotion activities has been provided to 69,432 people.
Gaps & Constraints:
 Relief organizations have not been able to access all seven hard-to-reach VDCs in Dhading and 11 in Dolkaha due to
road debris.
 An assessment of the sewer system in Kathmandu Valley has not been conducted; the extent of damage remains
unknown.
General Coordination
Coordination of the humanitarian response is decentralised at the district level. Chief District Officers and District Disaster
Relief Committees are the lead coordination entities supported by designated national government officials and by two Area
Humanitarian Coordinators based in the humanitarian hubs in Gorkha Bazaar (Gorkha) and Chautara (Sindhupalchowk) – an
antenna hub is also operational in Charikot (Dolakha).
Humanitarian organisations are requested to ensure that response activities are coordinated with local authorities.
The Humanitarian Country Team and the inter-cluster coordination forum continue to convene regularly in Kathmandu to
provide strategic guidance on the international relief efforts. The calendar of meeting schedules is available at:
https://www.humanitarianresponse.info/en/operations/nepal/events
With the departure of most multinational security forces, the Joint Planning Cell at the Multinational Military Coordination
Center is shifting its focus on strengthening engagement with the national security forces to facilitate mutual understanding
between humanitarian responders and the Nepalese military on operating guidelines and procedures. Daily meetings (except
Saturday) continue to be held at 11:00 a.m. For more information, contact: [email protected]
As of 26 May, normal customs procedures were reinstated for humanitarian cargo entering Nepal. The Logistics Cluster
report that there is no blanket customs waiver for relief goods, and only items on a government approved list are exempt of
duty. All other items are subject to import duty whether the organization is registered or not. For more information, visit:
www.logcluster.org/ops/nepal
Volunteer youth mobile help desks have been working in 111 communities, reaching over 2,500 people. Reports received by the
Communicating with Communities Working Group suggest there are still many communities not receiving information about
official processes and decisions, relief packages and entitlements, structural reports, or rebuilding support. Local radio networks
continue to receive requests from the community about airing
humanitarian radio programs in appropriate languages. For information on the Inter-Agency Common Feedback Project,
contact [email protected].
The National Women’s Commission has developed a Gender Monitoring Checklist to track gender responsiveness of the
emergency relief operations. The checklist includes indicators related to women’s participation in emergency response
structures, consideration of women’s needs in relief distribution and cases of violence against women.
Data is currently being collected at the VDC and district level by women’s organisations in the 14 most affected districts. For
additional information, clusters may contact the Gender Task Force focal point ([email protected]).
Background on the crisis

On 25 April (11:56, UTC+5:45), a 7.8 magnitude earthquake struck Nepal with the epicentre located 81 km northwest of the capital city of Kathmandu.
The earthquake severely impacted 14 out of the 75 districts in the country, left over 8,000 people dead and destroyed over 500,000 houses. With the
severe humanitarian impact of the disaster, the Government of Nepal requested for international humanitarian support. On 29 April, the Humanitarian
Country Team launched a Flash Appeal to provide life-saving assistance and protection for millions of people affected by the earthquake. On 12 May,
another earthquake measuring 7.3 in magnitude struck in Dolakha District. The earthquake caused additional buildings to collapse. Some 150 people
were killed and many others injured as a result. On 29 May, the Flash Appeal was revised seeking $422 million to continue the relief operations. The
appeal was extended for a period of five months until the end of September to take into account the effects of the monsoon on already vulnerable
earthquake affected communities and to ensure linkage with the recovery programme of the Government of Nepal. Access to remote communities
remains difficult due to the mountainous terrain and unseasonal rains. The monsoon is expected to further constrain access and impact the delivery of
aid.
For further information, please contact:

Barbara Shenstone, Head of Office, OCHA Nepal, [email protected]
Massimo Diana, Head of the Office of the Resident Coordinator in Nepal, [email protected]
Orla Fagan, Regional Public Information Officer, OCHA Regional Office for Asia and the Pacific, [email protected], + 66 89 9447623
For more information, please visit http://www.unocha.org/nepal www.reliefweb.int http://www.humanitarianresponse.info/operations/nepal

http://www.un.org.np/
To be added or deleted from this Sit Rep mailing list, please e-mail: [email protected]

1 DRM - Manual Anjil

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Table of Content

Chapter 1 Introduction to Disaster Risk Management

Chapter 2 Terminology associated with the Disaster Risk Management

Chapter 3 Hazard Risk and Vulnerability

Chapter 4 Disaster Risk Management Cycle

Chapter 5 Cluster Approach

Chapter 6 Assessment Tools

Chapter 7 Risk Reduction Approach, Strategies and Policies

Chapter 8 Risk Assessment

Tools Nepal Quake

Compiled & Prepared by: Anjil Adhikari Page 1

Compiled & Prepared by: Anjil Adhikari Page 2

1.2. Disaster Risk

1.3. Disaster Risk Reduction

1.4. Disaster risk management

Compiled & Prepared by: Anjil Adhikari Page 3

Disaster risk (R) = Vulnerability (V) x Hazard (H)

1.6 Evolution of Disaster Risk Management

Compiled & Prepared by: Anjil Adhikari Page 4

1. INTERNATIONAL DECADE FOR NATURAL DISASTER REDUCTION:

2. YOKOHAMA STRATEGY AND PLAN OF ACTION:

Compiled & Prepared by: Anjil Adhikari Page 5

4. GENERAL ASSEMBLY RESOLUTION 58/214:

5. WORLD CONFERENCE ON DISASTER REDUCTION:

In 2006, the Under-Secretary-General for Humanitarian Affairs launched a consultative process to

7. “GLOBAL NGO NETWORK” PREPARATORY MEETING:

Compiled & Prepared by: Anjil Adhikari Page 6

 Natural Calamity (Relief ) Act, 1982

• District Disaster Preparedness and Response Plans;

• National Disaster Response Framework;

Compiled & Prepared by: Anjil Adhikari Page 7

• Dead Body Management Guidelines endorsed;

• 5 new warehouses in regional centers by 2015;

• Get Airport Ready for Disaster (GARD) Training;

• TIA contingency plan formulated;

• Search and Rescue Strategic Action Plan initiated;

• Early warning Strategic Action Plan initiated;

• Common Assessment Tools initiated

• National Emergency Operation Center established;

1.7 Objective of DRM

⚫ Understand the potential threat to every dimension of the society.

⚫ Measure and understand the Risk

⚫ Impart Informative knowledge and techniques to the elements of society

⚫ Assess the degree of disaster and risk

Compiled & Prepared by: Anjil Adhikari Page 8

 Disaster Management is the responsibility of all the sphere of the government

…………………………………. The End………………………………………………

Compiled & Prepared by: Anjil Adhikari Page 9

1) What is Disaster Risk Management? How will it be effective in the field?

Compiled & Prepared by: Anjil Adhikari Page 10

A disaster is a natural or man-made (or technological) hazard resulting in an event of substantial

Compiled & Prepared by: Anjil Adhikari Page 1

Cause: Natural or man-made

Frequency: how often?

Duration: how long?

Speed of onset: Approach speed

Scope of impact: Dimensions affected

Compiled & Prepared by: Anjil Adhikari Page 2

Risk  HazardVu ln erability