UNIT-III

AWARENESS OF RISK REDUCTION

TRIGGER MECHANISM
The trigger mechanism envisages that on receiving signals of a disaster happening or likely to happen, all the resources and activities required for the mitigation process are energized and activated simultaneously without loss of any time and the management of the event is visible on the ground. The primary objective of the trigger mechanism is to undertake immediate rescue and relief operations and stabilize the mitigation process as quickly as possible.

REQUIREMENTS OF TRIGGER MECHANISM The trigger mechanism requires the planners :

1.

To identify disasters and the probability of their occurrence:

The response managers and the planners should identify the disasters to which the area of their concern is prone to and also be aware of the likelihood of such a happening. This would mean identification of the hazards and the vulnerability of area to the hazards. In other words, a profile of the district or the state or the area of concern is required to be prepared, which will include vulnerability assessment, records of previous disasters, details of, the geographical features of the area and the impact and intensity as also the damages inflicted by disasters in the past. Taking into account these parameters ,the developmental process and other noticeable changes in the area, an assessment of the likely intensity and the impact of the probable disasters of the future may be carried out. This would enable the managers to define the parameters for the response

2.

To evolve an effective signal/warning mechanism:

After identifying the likely disasters and their probability ,the next step would be to evolve an effective signal/warning mechanism and to put it in place. This mechanism may avail the techniques being used in the existing signal warning systems of the India Meteorological Department and the Central Water Commission and also enlist the services of the All India Radio. The TV, local sirens and other traditional means of communication may also be used to alert the community and the field level machinery immediately in the event of a likely disaster.

3.

To identify the activities:

Disaster management is always a coordinated effort. A number of activities need to be undertaken as the response in the event of a disaster.

The activities involved in disaster response generally would be : i. Co-ordination, command and control ii. Rapid assessment of damage iii. Restoration of power iv. Restoration of Telecommunication v. Restoration of surface transport vi. Deployment of search and rescue teams vii. Deployment of medical and para - medical teams viii. Supply of food material ix. Supply of medicines x. Arrangements of drinking water xi. Setting up of temporary shelters xii. Sanitation and hygiene xiii. Transportation of men and material xiv. Identification of resources i.e. men, material and money. xv. Earmarking/Allocating of resources i.e. men, material and money xvi. Maintenance of law and order.

4.

To identify the sub-activities: Each activity will generally involve three or four sub-activities. For example, for search and rescue, one needs to organise the search and rescue team, the necessary equipment, means of transportation, the dog squad and the like. Similarly for deployment of medical assistance, besides the doctors and the para-medical staff, other arrangements like medicines and medical equipments would be needed. For effective response of all the sub activities need to be listed under the respective main activities. 5. To define the level of response: The level of response should be in view of the magnitude of the disaster in terms of intensity and impact. Lower the magnitude of a disaster, lower the level of activity required. In other words, the arrangements needed would be less elaborate. If the magnitude of a disaster were very severe then the same response activity would be required to be taken on a much larger scale. Therefore it is necessary to grade the level of activities keeping in view of the assessment of intensity and the impact of probable disasters carried out .

6.

To specify authorities:
Every activity is to be assigned to a specific authority. Since a number of departments/organizations would be involved in the response programme, details like name, designation, telephone/fax numbers, e-mail address, etc. of the authorities specified for the different activities should be listed down. As an alternative, the similar details of the second-in-command authority should also be listed for each activity. A number of sub-activities need to be undertaken to effect every main activity. The sub-authorities with these sub-activities should also be specified. As far as possible, these should be from within the organisation so that proper command and control is exercised. Details like the name, designation, telephone/fax numbers, e-mail address, etc of the sub-authorities and the second-in-command for each sub-activity must be listed down.

7.

To determine the response time: In an emergency response, one should not forget that time is the essence. Each specified authority should work out the response time needed for operationalising the activity and the subactivity it is responsible for. This response time will be graded as lesser time will be required for operationalising an activity and sub-activity at a lower scale and obviously more time would be needed if the activity is to be operationalised at a higher scale. Thus, each authority and sub-authority should very clearly know its response time with reference to the scale of activity it is to operationalise as part of the response.

7.

To work out individual activity plans: After identifying and defining the activities and subactivities and the scale at which these will be required to be operationalised with reference to the predetermined response time, every authority and sub-authority has to work out the individual activity required of it in view of assessment of probable disasters and their likely intensity and impact determined earlier These plans will lay down a functional mechanism of coordination in both, horizontal and vertical manner. These plans will require the clear identification of the resources i.e. men, money, material and equipments needed for each activity and the sub-activities under it. This is needed for the distribution of the resources during an actual operation as well as for earmarking the resources.

9.

To have Quick response Teams (QRTs): At this stage a quick response team may be constituted for each activity. The team members should know one another and should also know their specific task as an individual activity besides the overall activity assigned to the team. The specified authority and sub-authorities should have complete details of the quick response team members to ensure their availability and proper communication at the time of response. 10. To undergo preparedness drills: The quick response teams should undergo preparedness drills and carry out mock exercises so as to pre-empt /prevent the possibility of any functional hiccups or restrains which are likely to occur while implementing their plan on ground.

On the basis of field experience or the lessons learnt from previous disasters, the team should update their functional methodology to be more effective both in terms of time and delivery. 11. To provide appropriate delegations: The performance of quick response teams will depend on mobilizing/activating the resources at their command. It would, therefore, be necessary to ensure the necessary Administrative, financial, and legislative provisions in advance so that the response mechanism becomes functionally visible and sustainable. The provisions for the different authorities and subauthorities should be well defined and clearly laid down. Standard operating procedure should be laid down in advance so that one knows what to respond to and how to respond.

12. To have alternative plans: Even in an emergency response to a disaster, one has to aim for zero level of failure. It is therefore recommended that alternative plans and contingency/emergency measures also be thought of in advance so that the response mechanism does not get stick up for any reason till the mitigation process is stabilized.

CONSTITUTION OF TRIGGER MECHANISM

The trigger mechanism has two basic concepts. They are:
Trigger authority Coordination, command and control activity

Trigger authority would generally be the authority in charge of the disaster response by the unit and may be the District Magistrate, The Relief Commissioner, the Central Relief Commissioner or any other officer designated for the purpose.

FLOW CHART FOR TRIGGER MECHANISM SOURCE INFO TRIGGER AUTHORITY TRIGGER LEVEL SUB ACTIVITIES ACTIVITIES

SUB ACTIVITIES

COORDINATION,COMMAND & CONTROL

TRIGGER MECHANISM NETWORK

NATIONAL BLOCK DISTRICT STATE 1ST RESPONDER COMMUNITY

 The trigger mechanism in fact is a preparedness plan in which all the participating managers know in advance the task assigned to them and the manner in which they have prepared themselves to respond. The resources including manpower, material and equipment are identified. The performers have adequate delegation/allocation of financial and administrative powers and have the mandate/order for accomplishing the task. The success of the Trigger mechanism depends on the vision/dream/idea and perception/awareness of the planners. They are required to anticipate/predict the likely activities with reference to the nature of the disaster and its impact.

 In fact the Trigger mechanism can also be called the Operating Standard Procedure since the implementation of the efforts on ground are well laid in advance. All the major activities, which are generally common to all types of disasters will require sub-division and preparation of sub-action plans by each specified authority. They will be required to list all the requirements and their availability within the prescribed response time. Trigger mechanism would thus be a horizontal network of interaction between the different responders. To sum up the Trigger mechanism is an emergency quick response mechanism like an ignition switch, which when energized spontaneously sets the vehicle of management into motion on the road of disaster mitigation process to play a prominent role in disaster risk reduction.

RISK REDUCTION BY EDUCATION

INTRODUCTION: Disasters occur as part of natural events, affecting people, their livelihoods, economies and infrastructure. Without people there would be no disasters only natural events of different types and severity. Development implies benefits to and participation by society in both human and economic terms, for it to be sustainable and successful. To be sustainable, development must manage and preserve the environment in which it takes place so that the benefits can be enjoyed by future generations.

 Government or non government organizations, private business sectors or the community itself ,it is of the great importance that they are aware of ,and are trained and helped in their efforts to fulfill their responsibilities. This necessitates organizing programmes of education and training in the public service sector and in NGOs, to create and develop among individuals and organizations the essential elements of all disaster reduction plans such as
Analytical, Planning and Programme management skills

To ensure the success of disaster reduction plans, the community must be encouraged and helped to play their selfreliance/Independence and self-help both, in preparedness and in response when disasters strike.

 This may be achieved through programmes of

Education Public awareness Information and Training

conducted at the community level The responsibility for effecting improved standards of disaster preparedness, better disaster management and the development of self-help and self-reliance in communities rests with four sections:
The government at all levels News and information media Administrators and professionals The people ,NGOs, and community based organizations and networks.

 Research shows that

In rapid on-set disasters (cyclone, earthquake, flood, etc.) whereas the event may cause destruction/damage and death, it is the collapse of the government administration under load ,which brings deprivation/deficiency/scarcity and distress/suffering /pain to the victims. In slow on-set disasters (famine, environmental degradation, disease, pestilence/virulent disease, drought. etc.) whether manmade or natural, the only factor responsible for creating the disaster is failure to implement effective programmes for promoting environmental management, health and hygiene, reliable agricultural practice and social development.

Educating the masses, staff training, public information and awareness programmes are necessary to devise/formulate effective programmes. NATIONAL POLICY AND RESPONSIBILITY The sovereign responsibilities of national Governments are
Disaster preparedness relief management post disaster planning recovery

In meeting these responsibilities, Governments may seek financial, material and advisory support from external agencies such as the
UN the Commonwealth Secretariat International and national NGOs Bilateral aid programmes

 But the Government is responsible for determining a national policy and for creating and demonstrating the political will without which little will be achieved. In creating the climate for positive action and thinking, the first step the Government has to take is eliminating national and individual dependency in countering/responding disaster threats, and in meeting the requirements for relief and recovery. The responsibilities of political fabric will include:
Implementation of national disaster preparedness and response plans. Development of early warning systems based upon monitoring and surveys at community levels. Defining the specific responsibilities of the Government and the local authority in planning, response and recovery. Identification of community and individual responsibilities in disaster preparedness and response.

 In establishing and demonstrating its policies and political will in relation to disaster preparedness, governments should employ all available public information sources, educational and research organizations ,as well as news media systems. These should be staffed by professional educationalists who are given the freedom to apply their professional skills in the most effective way. It is a common plaint throughout the developing world that very often, when technical departments of government became involved in public information and warning programmes (e.g.Mateorology departments), the language used in technical jargon/terminology, which is not understood by the target audience.

 It is for this reason that ,as part of disaster reduction plans,

Public information and awareness programmes are conducted to develop the professional skills of media staff at the national and also at the local levels . Public information and awareness programmes that use the news media systems, are meticulously/particularly developed and are provided with the resources which ensure their effectiveness as elements of national and local disaster reduction programmes. The resources include clear identification of the objectives and expert programme designers who are educationalists rather than reporters besides ensured availability of programme time.

ADMINISTRATIVE RESPONSIBILITY AND ACTION

To be effective in their purpose of creating effective standards of disaster preparedness, government policies must be translated into action. The primary responsibility for this lies with the Government, and all other concerned agencies such as the UN and national and international NGOs should be brought in for support. Institutes of public administration (IPA) should be required to and encouraged to develop programmes of public service training pertinent (relevant) to disaster reduction and preparedness training and to open these programmes to the UN, NGO staff, and also, most importantly, to community representatives.

The IPA should also be encouraged to establish traveling instructional teams whose responsibilities would include training local authority as part of their disaster preparedness planning, disaster management strategy and post disaster recovery duties and responsibilities.

Such training and instructional programmes should be multi-sectoral at all level, and at the district and community levels must include community leaders and representatives.

This will ensure that the people are fully involved in national disaster reduction activities

 District and national disaster preparedness plans can be included with the study of
cultural attitudes (outlooks) local resources materials and markets

can be included in. Advantages:

curtail (limit) expenses avoid unnecessary movement of foreign experts avoid unnecessary movement of equipment and avoid unnecessary movement of material

around the world.

COMMUNITY RESPONSIBILITIES

The most effective environmental management begins at the field level and is practiced by individuals as members of a community respecting their individual and community responsibilities. Environmental management involves:
Nurturing (cultivating) young trees. Adopting fire wood gathering in place of tree felling Soil conservation by terracing and contour walling Water conservation and harvesting using small dams and tap and pump maintenance and control. Protecting saplings and young trees. Preventing and controlling forest fires Developing firewood plantations Encouraging reforestation.

For these to succeed, communities should work together towards achieving common objectives, observing both individual and community constraints on the resources upon which all are dependent for their livelihoods.

One of the principal responsibilities and tasks of the local government, community leaders including politicians of all colours, religious leaders of all denominations and NGOs both national and international, is to lead the campaign (movement/operation) against disasters such as drought and food shortage and their fall out such as famine and disease in all areas of their country prone to and affected by these.

One of the most serious effects of ineffective disaster management is that it results in a loss of robustness and self-reliance among communities and leads them to depend upon government and external aid agencies for disaster management.

Changes in

political systems, livelihoods, lifestyles, economies,

education and communications has led in many areas to a loss of knowledge of the customs (way of life/tradition) practiced by the and the methods employed by the previous generations to cope up with and to survive disasters

Therefore it is important that those with responsibilities at all levels of government, societies and communities should avail (benefit) the new opportunities offered by the improved means of communication ,systems of education ,technologies , information media as also external assistance to address the problems created by drought and environmental mismanagement .

Schools and school children constitute an important channel through which understanding of the problem and possible solutions can be

conveyed. The main requirement is the clear statement of policy and responsibility for the development of community-based projects, which will focus upon environmental management, conservation of forest wealth, ground cover, top soil and water resources.