GOA STATE DISASTER MANAGEMENT PLAN

Towards a Disaster Resilient Goa

July 2024

GOA STATE DISASTER MANAGEMENT AUTHORITY

GOVERNMENT OF GOA
 State Disaster Management Plan-2024

State Disaster
Management Plan

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 State Disaster Management Plan-2024

State Disaster Management Plan

A publication of:

Goa State Disaster Management Authority

Revenue Department,
Government of Goa
2nd Floor, Secretariat, Porvorim,
Goa-403521

State Disaster Management Plan - 2014

Revised Edition - July 2024

When citing this Plan, the following citation should be used:

State Disaster Management Plan, 2024.

A publication of the Goa State Disaster Management Authority, Government of Goa.
July 2024, Porvorim, Goa.

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 State Disaster Management Plan-2024

State Disaster
Management Plan

Goa State Disaster Management Authority

Revenue Department
Government of Goa

July, 2024

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State Disaster Management Plan-2024

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 State Disaster Management Plan-2024

DR. PRAMOD SAW ANT

CHIEF MINISTER,
Chairman Goa SDMA,
Government of Goa

MESSAGE

It is a pleasure to learn that Goa State Disaster

Management Authority (GSDMA) has revised State
Disaster Management Plan (SDMP). The revised SDMP
is an improvement over the earlier version and has been
aligned as per the National Disaster Management Plan-2019. This plan will
enhance the understanding of stakeholders on disaster risks and will further
strengthen our capacity to recover in the wake of both natural as well as human
induced disasters.

Taking forward the State’s Agenda for achievement of targets set under
Sendai Framework for Disaster Risk Reduction - SFDRR (2015 -2030), the Plan
has also focused on achieving a coherence with other international agreements
such as Sustainable Development Goals (SDGs) and Paris Agreement on Climate
Change (COP 21). The period of these agreements coincide with SFDRR. This
coherence will result in ensuring sustainable and climate resilient development
that will ultimately reduce disaster risk.

It is imperative to mainstream disaster risk reduction in developmental

planning and to adopt an inclusive approach towards risk reduction to ensure
sustainability of developmental initiatives and to widen its reach to cover every
citizen of Goa.

The success of a Plan depends on its successful implementation. It is the

responsibility of all stakeholders, both government and non -government, to
execute this plan wisely and carry out responsibilities assigned to them in a time-
bound manner. This will also help in achieving the objectives of the State Plan.

I congratulate SDMA for coming out with a revised and more comprehensive
State Disaster Management Plan with some new relevant features to cover more
disasters and adding new dimensions of sustainable development and climate
change. I am sure that this will help in making Goa more resilient to disasters and
our State will lead in the field of disaster management by putting right set of
Disaster Risk Reduction Strategies in place.

(Dr. Pramod Sawant)

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 State Disaster Management Plan-2024

SHRI. ATANASIO MONSERRATE

MINISTER FOR REVENUE,

Vice-Chairman Goa SDMA,

Government of Goa

MESSAGE

I am glad to express that Goa is progressing well in the

field of disaster management and has already put in
place many effective methodologies to deal with natural disasters. The revised
State Disaster Management Plan, I am sure, will prove to be a strategic tool in
further strengthening disaster resilient development in the State.
It is a matter of great satisfaction that the revised version has comprehensively
analysed all important aspects and included mainstreaming of disaster risk
reduction in the State Plan with an inclusive approach.
Such mitigation and risk reduction initiatives result in decreased requirements
in response, efforts and in saving loss of lives and properties. The revised plan
has done justice to all phases of disaster management and stakeholders must
ensure they revolve around this Plan.
I convey my best wishes to SDMA for their effort and congratulate all associated
in this noble task.

(Shri. Atanasio M onserrate)

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 State Disaster Management Plan-2024

DR. PUNEET KUM AR GOEL, IAS

CHIEF SECRETARY
CEO Goa SDMA,
Government of Goa
M ESSAGE

Goa is vulnerable to both natural and human induced

disaster. The recent disasters that the State of Goa has
witnessed include Taukte Cyclone 2021 and Floods 2021
and have been a lesson learning experience in terms of
colossal economic impact and unfortunate loss of lives in
these recent disasters. Keeping the disaster risk and vulnerability of the State into
consideration, it is need of the hour to have appropriate disaster preparedness
and mitigation measures in place.
The State Disaster Management Plan-2024 (SDMP) revised in accordance
with the National Disaster Management Plan-2019 is a commendable job done by
Goa SDMA team. The integration of notified Incident Response System-IRS in the
SDMP has been a great value addition for making it more actionable and result
oriented document. The roles and responsibilities of all the Stakeholders defined
in the Plan are indeed necessary to avoid any chaos in any disaster situation. The
State Plan can guide in facilitating the mobilisation of stakeholders along with
resources and coordination among various departments, individuals and
community based organisation for mitigating the impacts of disasters in the State.
The aim is to protect lives of citizens and take appropriate preventive measures so
that the impact of the impending disaster situations is minimised. I am confident
that SDMP-2024 will be implemented as per the timelines defined in the Plan and
shall be used widely by disaster managers and other stakeholders as a ready
reckoner for Disaster Management in the State. I wish the publication of the SDMP
all the success.

(Dr. Puneet Kumar Goel IAS)

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 State Disaster Management Plan-2024

SHRI. SANDIP JACQUES, IAS

SECRETARY REVENUE
Member Secretary Goa SDMA,
Government of Goa

M ESSAGE
It is a privilege to acknowledge that the Goa State Disaster
Management Authority (Goa SDMA) has come up with a
revised State Disaster Management Plan (SDMP) aligned as per National Disaster
Management Plan-2019. The SDMP-2024 has been revised with a two pronged
approach-to improve the existing content and to add new dimension to it. The task
of revising the SDMP has been conducted under Sendai Framework for Disaster
Risk reduction Project. The revised SDMP-2024 is comprehensive Disaster
Management Plan and may guide the sustainable development in the State by
incorporating the Disaster Risk Reduction measures in all the developmental
projects. The incorporation Multi-Hazard Maps in the SDMP is vital for
understanding the vulnerability of the State. The SDMP shall guide Departments
and DDMAs to align their Disaster Management Plans accordingly.
I convey my best wishes to the team SDMA for their efforts in bringing out
revised SDMP-2024 and congratulate all associated in this noble assignment.

(Shri. Sandip Jacques, IAS)

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 State Disaster Management Plan-2024

Goa State Disaster Management Authority

Government of Goa

Preface
A Disaster Management Plan needs to be a dynamic and actionable document, which needs to be
updated and revised periodically. Keeping this in mind, the existing State Plan of 2014 has been
revised enhancing it considerably improving the approach and adding new dimensions. We hope
that the revised version will prove to be more useful and effective in addressing the difficult
challenges of disaster risk reduction facing State Government.

The revision of the existing State Disaster Management Plan 2014 started in November, 2021 after
Goa SDMA appointed a Sr. Consultant under SFDRR Scheme for Strengthening of SDMA. This was
followed by several rounds of extensive consultations internally and with different stakeholders
and experts from different domains. After 3-4 rounds of revision process, a final draft was also
placed on the website of SDMA for one month inviting comments and suggestions from all
stakeholders including common people and was also circulated to all Ministries / Departments and
States / UTs for comments and inputs. Incorporating their comments and suggestions suitably the
revised Plan was finalized and approved by Members of SDMA.

The hazard and vulnerability profile of Goa is now well known as Government has notified the State
Specific Disaster into 02 categories including: Category A-Natural Disasters and Category B-Human
Induced Disasters. Goa’s proneness to multiple disasters caused by natural and human induced
factors aggravated by climate change impacts pose many threats and challenges for communities
and agencies involved in management of Disasters in the State. As per the Disaster Management
Act 2005, Government of Goa has constituted Goa State Disaster Management Authority-SDMA
headed by Hon’ble Chief Minister as Chairperson; State Executive Committee-SEC headed by Chief
Secretary of the State and District Disaster Management Authorities -DDMAs for North and South
Goa headed by respective District Collectors as Chairpersons.

This Plan has been aligned with the National Management Plan 2019, and special emphasis has
been laid on establishing coherence between the three International Agreements (Sendai
Framework for Disaster Risk reduction 2015, Sustainable development Goals 2015 and Paris
Agreement on Climate Change at the 21st Conference of Parties (COP 21) with special consideration
to Prime Minister’s Ten Point Agenda on DRR during Asian Ministerial Conference on DRR 2016 in
New Delhi. This will help the concerned Stakeholders at the State level to achieve the National
Goals.

In the responsibility framework for the State Level Stakeholders, an additional Thematic Area on
Climate Change Risk Management has been incorporated to mitigate the climate change impacts
on frequency and intensity of disasters.

The real essence of this State Disaster Management Plan lies in its effective implementation to
ensure strengthening of Disaster Management Authorities at State, District and Taluka level, to
enhance the level of disaster preparedness for effective response and to “Build Back Better” in
recovery, rehabilitation and reconstruction. The Plan lays emphasis on mainstreaming of disaster
risk reduction measures in developmental plans and policies by the State Government and its
implementation by all concerned Stakeholders.

The beauty of the SDMP lies in its inclusive approach to address to the vulnerabilities and capacities
of vulnerable groups of the society based upon the physical, socioeconomic and other factors. An
exclusive chapter of the SDMP on Social Inclusion lays emphasis on addressing to the special
considerations and calls for addressing to the gender-based vulnerabilities, conditions of SC/ST
communities, the elderly, children and persons with disabilities. The idea is to guide inclusiveness

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of all the plans at Departmental level, District level and local level including all other concerned
stakeholders in the State.

As the SDMP 2024 is aligned with the NDMP 2019, the activities in the Plan have been envisaged
as short, medium and long term ending in 2022, 2027 and 2030 respectively. All responsibilities of
the State Government and Line Departments have been placed with a definite time frame, which
start and go on simultaneously with different timelines of completion.

Albeit the revision of the SDMP have been carried out with dedication and utmost care, however,
due to its dynamic nature, the Plan will always have a scope for improvement. The current version
of the SDMP with one volume is the improved version of the earlier SDMP with seven volumes. The
Plan in its implementation phase shall bring more insights to be incorporated in the future versions.
We are sanguine about the Plan to assist all the concerned Stakeholders in the State in their
Disaster Risk Reduction efforts and initiatives in making Goa a disaster resilient State. We shall
appreciate and welcome the valuable suggestions and inputs for the value addition of the Plan.

Shri. Sandip Jacques, IAS Shri. Surendra F Naik Shri. Sandip S Gawde Shri. Gowhar Jeelani
Secretary (Revenue)/ Joint Secretary Under Secretary Senior Consultant
Member Secretary (Revenue), Revenue (Rev-II) (Goa SDMA)
(Goa SDMA), Revenue Department Revenue Department Revenue Department
Department Government of Goa Government of Goa Government of Goa
Government of Goa

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Acknowledgements
The process of revising the State Disaster Management Plan started in November 2021 with
an appointment of a Senior Consultant for Strengthening of Goa State Disaster Management
Authority under Sendai Framework for Disaster Risk Reduction-SFDRR Scheme by the Government
of Goa. Under this Pan India Scheme, ten deliverables set by National Disaster Management
Authority, New Delhi in the MoU with the Government of Goa are being covered including:
Alignment of State Plan and District Plans in accordance with the National Disaster Management
Plan-NDMP-2019;
The Sr. Consultant revised the existing State Disaster Management Plan-2014 to align the
same as per NDMP-2019. The broad approach was two-pronged – to improve upon the existing
content and to add new dimensions to it.
We gratefully acknowledge the support and contribution of everyone directly or indirectly involved
in the mammoth exercise of revising the Plan.
Shri. Surendra F Naik, Joint Secretary to the Government of Goa, brought novel ideas and
dimensions to the Plan. His inputs and guidance, and his critical review of each successive draft
were instrumental in finalising this Plan. Shri Gowhar Jeelani, Senior Consultant (Goa SDMA)
coordinated with all stakeholders, seeking their inputs and comments, provided technical inputs
and supported the overall revision process. Officials of SDMA, and subject experts also contributed
to the content of sections pertaining to their respective areas of expertise.
The final draft was also shared with all the SDMA members for the kind comments/inputs and
approval thereof. We would like to place on record their contributions of valuable suggestions and
comments, which were suitably incorporated in the revised Plan.

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Contents
Message from Hon’ble Chief Minister
Message from Hon’ble Revenue Minister
Message from Chief Secretary
Message from Secretary Revenue
Preface
Acknowledgements
Abbreviations
Executive Summary
1 Preliminaries
1.1 Rationale
1.2 Paradigm Shift
1.3 Main Pillars of SDMP
1.4 Three Post-2015 Global Frameworks-Disasters, Sustainable Development and Climate Change: Mutual
Reinforcement and Coherence
1.4.1 Sendai Framework of Actions for Disaster Risk Reduction 2015-2030
1.4.2 Sustainable Developmental Goals
1.4.3 Paris Agreement on Climate Change Action and Disaster Risk Reduction (CoP 21)
1.5 Prime Minister’s 10 Point Agenda towards Disaster Risk reduction
1.6 Social Inclusion
1.7 Mainstreaming DRR
1.8 Vision
1.9 Objectives
1.10 Time Frames- Short, Medium and Long-Term
1.11 State Specific Categories of Disasters
1.11.1 Natural Disasters
1.11.1 Human-Induced Disasters
1.12 Institutional Framework
1.12.1 State Level
1.12.1 District Level
1.13 Plan Implementation
2 Hazard Risks and Challenges
2.1 Background
2.2 Hazard Risks and Vulnerabilities
2.2.1 Multi-Hazard Vulnerability
2.2.2 Natural Hazards
2.2.3 Human-Induced Hazards
2.2.4 Fire Risk
2.3 Areas Requiring Special Attention
2.3.1 Coastal Regions
2.3.2 Riverine Areas
2.3.3 Hilly Areas
2.4 Climate Change
2.4.1 Climate and Human-Induced Climate Change
2.4.2 IPCC Fifth Assessment Report
2.4.3 Goa and Climate Change
2.4.4 Temperature
2.4.5 Impact on Indian Monsoon
2.4.6 Storm and Cyclones
2.4.7 Sea-Level Rise
2.4.8 Coastal Inundation
2.4.9 Integrating DRR and Climate Change
2.5 Livestock – DRR Challenges
2.5.1 Background
2.5.2 National Approaches in Livestock Emergencies
2.5.3 Key Interventions
2.5.4 Risk Management and Insurance
2.6 Environment and Wildlife Conservation
2.6.1 Back Ground
2.6.2 Environment Monitoring and Assessment
2.6.3 Protected Areas, Ecosystem Rehabilitation

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2.6.4 India and Biodiversity Conservati on

2.6.5 DRR and Climate Change in Wildlife Acti on Plan
2.7 Disaster Management for Cultural Heritage Sites, their Precincts and Museums
2.8 National Catastrophic Risks
3 Coherence and Mutual Reinforcement of Three Post-2015 Global Frameworks for DRR
3.1 Background
3.2 Sendai Framework for DRR
3.2.1 New Emphasis on Disaster Risk Management
3.2.2 Four Priorities; Seven Targets
3.3 Sustainable Development Goals (SDG) and Disaster Resilience
3.4 COP21 Paris Agreement on Climate Change Action and Disaster Risk Reduction
3.5 Coherence and Mutual Reinforcement-Thematic Area for DRR.
4 Social Inclusion in Disaster Risk Reduction
4.1 Background
4.2 Gender Perspective and DRR
4.2.1 Gender Based Vulnerabilities
4.2.2 Sexual and Gender Minorities
4.3 Scheduled Castes and Scheduled Tribes
4.3.1 Scheduled Castes
4.3.2 Scheduled Tribes
4.4 Children
4.5 Elderly
4.6 Persons with Disabilities (PWD)
4.7 Making Disaster Risk Management Inclusive
4.8 Responsibility Framework-Social Inclusion

5 Mainstreaming Disaster Risk Reduction

5.1 Background
5.2 Mainstreaming-Sub Thematic Areas of DRR
5.3 Improving the Awareness and Understanding of Risk
5.4 Legal Support and Disaster Governance
5.5 Disaster Risk Transfer
5.6 Ensuring Social Inclusiveness in Disaster Risk Management
5.7 Enabling Coherence and Mutual Reinforcement of Initiatives under the Major Global Frameworks
for Enhancing Disaster Resilience
5.8 Institutional Arrangements and Capacity Development for Disaster Risk Management
5.9 Intergovernmental Coordination and Integration
5.10 Budget Allocations
5.11 Changes in Project Appraisal
5.12 Setting Targets, Time Frames and Indicators
5.13 Implementation

6 Building Disaster Resilience –Responsibility Framework: Part-A, Prelude

6.1 Introduction
6.2 Thematic Areas for DRR
6.2.1 Understanding Risk
6.2.2 Interagency Coordination
6.2.3 Investing in DRR-Structural Measures
6.2.4 Investing in DRR-Non-Structural Measures
6.2.5 Capacity Development
6.2.6 Climate Change Risk Management

7 Building Disaster Resilience –Responsibility Framework: Part-B

7.1 Cyclone and Wind
7.1.1 Understanding Risk
7.1.2 Interagency Coordination
7.1.3 Investing in DRR-Structural Measures
7.1.4 Investing in DRR-Non-Structural Measures
7.1.5 Capacity Development
7.1.6 Climate Change Risk Management
7.2 Flood
7.2.1 Understanding Risk

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7.2.2 Interagency Coordination

7.2.3 Investing in DRR-Structural Measures
7.2.4 Investing in DRR-Non-Structural Measures
7.2.5 Capacity Development
7.2.6 Climate Change Risk Management
7.3 Urban Flood
7.3.1 Understanding Risk
7.3.2 Interagency Coordination
7.3.3 Investing in DRR-Structural Measures
7.3.4 Investing in DRR-Non-Structural Measures
7.3.5 Capacity Development
7.3.6 Climate Change Risk Management
7.4 Seismic/Earthquakes
7.4.1 Understanding Risk
7.4.2 Interagency Coordination
7.4.3 Investing in DRR-Structural Measures
7.4.4 Investing in DRR-Non-Structural Measures
7.4.5 Capacity Development
7.4.6 Climate Change Risk Management
7.5 Tsunami
7.5.1 Understanding Risk
7.5.2 Interagency Coordination
7.5.3 Investing in DRR-Structural Measures
7.5.4 Investing in DRR-Non-Structural Measures
7.5.5 Capacity Development
7.5.6 Climate Change Risk Management
7.6 Landslides
7.6.1 Understanding Risk
7.6.2 Interagency Coordination
7.6.3 Investing in DRR-Structural Measures
7.6.4 Investing in DRR-Non-Structural Measures
7.6.5 Capacity Development
7.6.6 Climate Change Risk Management
7.7 Drought
7.7.1 Understanding Risk
7.7.2 Interagency Coordination
7.7.3 Investing in DRR-Structural Measures
7.7.4 Investing in DRR-Non-Structural Measures
7.7.5 Capacity Development
7.7.6 Climate Change Risk Management
7.8 Thunderstorm, Lightening, Dust, Squall and Strong Winds
7.8.1 Understanding Risk
7.8.2 Interagency Coordination
7.8.3 Investing in DRR-Structural Measures
7.8.4 Investing in DRR-Non-Structural Measures
7.8.5 Capacity Development
7.8.6 Climate Change Risk Management
7.9 Cloudbursts
7.9.1 Understanding Risk
7.9.2 Interagency Coordination
7.9.3 Investing in DRR-Structural Measures
7.9.4 Investing in DRR-Non-Structural Measures
7.9.5 Capacity Development
7.9.6 Climate Change Risk Management
7.10 Heat Waves
7.10.1 Understanding Risk
7.10.2 Interagency Coordination
7.10.3 Investing in DRR-Structural Measures
7.10.4 Investing in DRR-Non-Structural Measures
7.10.5 Capacity Development
7.10.6 Climate Change Risk Management

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7.11 Chemical (Industrial) Disasters

7.11.1 Understanding Risk
7.11.2 Interagency Coordination
7.11.3 Investing in DRR-Structural Measures
7.11.4 Investing in DRR-Non-Structural Measures
7.11.5 Capacity Development
7.11.6 Climate Change Risk Management
7.12 Nuclear and Radiological Emergencies
7.12.1 Understanding Risk
7.12.2 Interagency Coordination
7.12.3 Investing in DRR-Structural Measures
7.12.4 Investing in DRR-Non-Structural Measures
7.12.5 Capacity Development
7.12.6 Climate Change Risk Management

7.13 Biological and Public Health Emergencies (BPHE)

7.13.1 Understanding Risk
7.13.2 Interagency Coordination
7.13.3 Investing in DRR-Structural Measures
7.13.4 Investing in DRR-Non-Structural Measures
7.13.5 Capacity Development
7.13.6 Climate Change Risk Management
7.14 Fire Hazard
7.14.1 Understanding Risk
7.14.2 Interagency Coordination
7.14.3 Investing in DRR-Structural Measures
7.14.4 Investing in DRR-Non-Structural Measures
7.14.5 Capacity Development
7.15 Forest Fire Hazard
7.15.1 Understanding Risk
7.15.2 Interagency Coordination
7.15.3 Investing in DRR-Structural Measures
7.15.4 Investing in DRR-Non-Structural Measures
7.15.5 Capacity Development
7.15.6 Climate Change Risk Management

8 Preparedness and Response

8.1 Background
8.2 Industrial Framework
8.3 National Early Warning System
8.3.1 Central Agencies Designated for Natural Hazard-Specific Early Warnings
8.3.2 Role of Central Agencies/Departments
8.4 Coordination of Response at National Level
8.5 Fire and Emergency Services (F&ES)
8.6 Responding to Requests for Central Assistance from States
8.7 Management of Disasters impacting more than one State
8.8 Response System Activation
8.9 Emergency Functions and the Responsibilities: Centre and State
8.10 Responsibility Framework for Preparedness and Response

9 Recovery and Building Back Better

9.1 Scope
9.2 Approach
9.3 Recovery Process
9.4 Early Mid and Long-term Recovery
9.5 Reconstruction
9.6 Co-ordination of Reconstruction
9.6.1 Central Government
9.6.2 State Government
9.6.3 Private Sector
9.6.4 Voluntary Organisations and International Aid Agencies

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9.7 Rehabilitation
9.7.1 Background
9.7.2 Physical Rehabilitation
9.7.3 Relocation
9.7.4 Social Rehabilitation
9.7.5 Revival of Educational Activities
9.7.6 Rehabilitation of the Elderly, Women, Children and PWD
9.7.7 Economic Rehabilitation
9.7.8 Psychological Rehabilitation
9.7.9 Restoration of Damaged Cultural Heritage Sites, their Precincts and Museums
9.8 Fund Mobilization
9.8.1 Background
9.8.2 Mobilizing, Disbursement and Monitoring
9.8.3 Recovery of Reconstruction Costs
10 Capacity Development- An Overview
10.1 Background
10.2 NIDM, NDRF and Other Institution
10.3 Capacity Development of Local Bodies -Rural and Urban
10.4 Training of Communities
10.5 Disaster Resource Networks-National, State and District
10.6 Capacity Development Themes
11 Financial Arrangements
11.1 Background
11.2 National Disaster Response Fund
11.3 State Disaster Response Fund
11.4 National disaster Mitigation Fund
11.5 Recommendation of the Fourteenth Finance Commission
11.6 Statutory Provisions
11.6.1 Financing Prevention, Mitigation, and Preparedness
11.6.2 Allocation by Ministries and Departments
11.6.3 Provisions in the Act for Disaster Risk Reduction
11.7 Implementation of DRR-Financial Aspects
11.7.1 Public Funded Schemes
11.7.2 Flexi Funds as a part of Centrally Sponsored Schemes
11.7.3 Externally Aided Projects
11.8 Risk Transfer and Insurance
12 Strengthening Disaster Risk Governance
12.1 Background
12.2 Sendai Framework and Strengthening Disaster Risk Governance
12.3 Responsibility Framework for Strengthening Disaster Risk Governance
13 International Cooperation
13.1 Participation in International Efforts
13.2 Accepting Foreign Assistance
13.3 Accepting Multilateral Assistance
13.4 Fostering Partnerships

14 Maintaining, Monitoring and Updating the Plan

14.1 Background
14.2 Training and Drills
14.3 Testing the Plan and Learning to improve
14.4 Monitoring by Central Ministries/Depts. And States/UTs
14.5 Revise/Update
References
Annexure –I: List of GOA SDMA’s Disaster Management Guidelines
Annexure –II: Hazard Risk Maps of Goa
Earthquake Hazard Map
Wind Hazard Map
Landslide Hazard Map
Cyclone Hazard Map
Riverine Flood Map
Surge Hazard Map
Annexure –III: Sendai Framework Indicators

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List of Figures
Figure 1-1: Disaster Management Cycle
Figure 1-2: Time Frame-Short, Medium and Long Term
Figure 1-3: National-level disaster management-basic institutional framework
Figure 1-4: State-level disaster management-basic institutional framework
Figure 3-1: Sendai Framework for Disaster Risk Reduction-7 Global Targets
Figure 3-2: Seventeen Sustainable Development Goals
Figure 3-3: Coherence and mutual reinforcement of SDGs and Sendai Framework
Figure 3-4: Main elements of the COP21, Paris Agreement on Climate Changes
Figure 3-5: Common concerns and climate change adaptation and disaster risk reduction
Figure 3-6: Post-2015 Global Frameworks-Coherence and Mutual Reinforcement within National Efforts
Figure 3-7: Envisaging coherence and Mutual Reinforcement of SDGs and Sendai Framework
Figure 3-8: Envisaging coherence and Mutual Reinforcement of SDGs and COP21 for climate change action

List of Tables
Table 2.1: Goa-General Profile
Table 2.2: Percentage of population by religion in the State
Table 2.3: GSDP of Goa in 2021-22
Table.2.4: Areas covered by different types of forests in the State.
Table 2.5: Monthly, seasonal and annual rainfall statistics for the State for 2023.
Table 2.6: Rainfall recorded over stations of Goa during January – December 2023
Table 2.7: Major extreme weather events during 2023 which caused loss of human lives occurred in Goa
Table 2.8: Area of MHVM recorded at each district and their percentage with respect to the district’s geographic area
along the Goa coast.
Table 2.9: History of Earthquake Occurrence
Table 2.10: Incidences of forest fires i n past 5 years & Affected Area (in ha)
Table 2.11: Forest fire incidence reported by divisions between 4th March to 15th March 2023
Table 2.12: Number of potential threats and the elements at risk.
Table 2.13: Taluka wise Multi Hazard Vulnerability (Levels of Severity)
Table 2.14: The Flood Prone areas of North Goa District
Table 2.15: The Flood Prone areas of North Goa District
Table 2.16: The Landslide Prone areas of North Goa District
Table 2.17: The Landslide Prone areas of South Goa District
Table 2.18: Hazard Seasonality Matrix

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Abbreviations
AAI : Airports Authority of India
ADWR : Airborne Doppler Weather Radar
AERB : Atomic Energy Regulatory Board
AMCDRR : Asian Ministerial Conference on Disaster Risk Reduction
ANM : Auxiliary Nurse Midwife
AR5 : IPCC's Fifth Assessment Report
ARG : Automatic Rain Gauge
ATI : Administrative Training Institute
AWS : Automatic Weather Stations
BBB : Build Back Beer
BIS : Bureau of Indian Standards
BMTPC : Building Materials and Technology Promotion Council
BPHE : Biological and Public Health Emergencies
CADA : Coastal Area Development Authority
CAPF : Central Armed Police Forces
CBRN : Chemical, Biological, Radiological and Nuclear
CCA : Climate Change Adaptation
CCM : Climate Change Mitigation
COP : Conference of the Paris
CDEF : Civil Defence
CIMFR : Central Institute of Mining & Fuel Research
CISF : Central Industrial Security Force
CMG : Crisis Management Group
CM : Chief Minister
COR : Commissioner of Relief
CRZ : Coastal Regulation Zone
CS : Chief Secretary
CSS : Centrally Sponsored Schemes
CUD : Cultural Department
CWC : Central Water Commission
CWWG : Crop Weather Watch Group
CZMA : Coastal Zone Management Authority
DAE : Department of Atomic Energy
DCOP : Department of Captain of Ports
DDMA : District Disaster Management Authority
DEOC : District Emergency Operation Centre
Dept. : Department
DF&ES : Directorate of Fire and Emergency Services
DGM : Directorate of Geology and Mining
DHE : Directorate of Higher Education
DHSF : Directorate of Health Services
DFRI : Disaster Risk Financing Instruments
DITC : Directorate of Industries, Trade and Commerce
DMP : Disaster Management Plan
DOT : Department of Telecommunications
DoA : Directorate of Accounts
DoAg : Directorate of Agriculture
DoE : Directorate of Education
DoI&P : Department of Information & Publicity

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DRDO : Defence Research and Development Organization

DRM : Disaster Risk Management
DRR : Disaster Risk Reduction
DCRA : Disaster Composite Risk Atlas
DoE & CC : Department of Environment & Climate Change
DoF : Department of Finance
DoIP : Department of Information & Publicity
DoUD : Department of Urban Development (Municipal Administration)
DoFh : Directorate of Fisheries
DSS : Decision Support System
DSLR : Directorate of Settlement & Land Records
DSW : Directorate of Social Welfare DSW DWCD DEPwD
DWCD : Directorate of Women and Child Development
DWR : Doppler Weather Radar
DTW : Directorate Tribal Welfare
DEPwD : Department of Empowerment of Persons with Disabilities
DRD : Department of Rural Development
DAH&VS : Directorate of Animal Husbandry and Veterinary Services
DMG : Directorate of Mines & Geology
ED : Electricity Department
EIA : Environment Impact Assessment
EOC : Emergency Operations Centre
EWS : Early Warning System
FC : Finance Commission
FCSD : Food and Civil Supply Department
FC-XIII : Thirteenth (13th) Finance Commission
FC-XIV : Fourteenth (14th) Finance Commission
FC-XV : Fifteenth (15th) Finance Commission
FD : Forest Department
GACC : Global Anthropogenic Climate Change
GDP : Gross Domestic Product
GSI : Geological Survey of India
GIPARD : Goa Institute of Public Administration and Rural Development
GSPCB : Goa State Pollution Control Board
GOG : Government of Goa
GSCCC : Goa State Climate Change Cell
GU : Goa University
HAP : Heat (Wave) Action Plan
HAZCHEM : Hazardous Chemicals
HAZMAT : Hazardous Material
HFA : Hyogo Framework for Action
HRVCA : Hazard Risk, Vulnerability and Capacity Assessment
IAF : Indian Air Force
IAP : Incident Action Plan
IBTA : Industry/ Business/ Trade Association (s)
ICG : Indian Coast Guard
IDRN : Indian Disaster Resource Network
IEC : Information Education Communication
IFB : Inspectorate of Factories and Boilers
IMD : India Meteorological Department
INCOIS : Indian National Centre for Ocean Information Services

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IPCC : Inter-Governmental Panel on Climate Change

IRS : Incident Response System
IRT : Incident Response Team
ISO : International Organization for Standardization
ISRO : Indian Space Research Organisation
MAH : Major Accident Hazard
MEA : Ministry of External Affairs
MPA : Mormugao Port Authority
MHA : Ministry of Home Affairs
MoU : Memorandum of Understanding
NCC : National Cadet Corps
NCMC : National Crisis Management Committee
NDMA : National Disaster Management Authority
NDMP : National Disaster Management Plan
NDRF : National Disaster Response Force
NEC : National Executive Committee
NERC : National Emergency Response Centre
NGO : Non-Governmental Organisations
NIDM : National Institute of Disaster Management
NRSC : National Remote Sensing Centre
NSS : National Service Scheme
NYKS : Nehru Yuva Kendra Sangathan
PRI : Panchayati Raj Institutions
PAGG : Principal Accountant General, Goa
PWD : Public Works Department
RD : Revenue Department
SAPCC : State Action Plan on Climate Change
SAPCC : State Council of Educational, Research and Training
SDG : Sustainable Development Goals
SDMA : State Disaster Management Authority
SDRF : State Disaster Response Force
SEC : State Executive Committee
SEOC : State Emergency Operation Centre
SFDRR : Sendai Framework for Disaster Risk Reduction
SHG : Self Help Group
SIDM : State Institute of Disaster Management
SIHFW : State Institute of Heath and Family Welfare
SIRD : State Institute of Rural Development
SLBC : State Level Bankers’ Committee
SCERT : State Council of Educational Research and Training
DSDE : Directorate of Skill Development and Entrepreneurship
SOG : Standard Operating Guidelines
SOP : Standard Operating Procedure
SPCB : State Pollution Control Board
SPWD : State Public Works Department
SREX IPCC : Special Report on Managing the Risks of Extreme Events to Advance Climate
Change Adaptation
T1 : Short-Term Goals, ending 2022
T2 : Medium-Term Goals, ending 2027
T3 : Long-Term Goals, ending 2030
TAA : Thematic Area for Action

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TOD : Tourism Department

ToT : Training of Trainers
TRAD : Transport Department
UDD : Urban Development Department
UFDM : Urban Flood Disaster Management
ULB : Urban Local Bodies (Municipal Corporations, Municipalities)
UN : United Nations
UNDP : United Nations Development Programme
UNESCO : United Nations Educational, Scientific and Cultural Organization
UNFCCC : United Nations Framework Convention on Climate Change
UNISDR : United Nations International Strategy for Disaster Reduction, now UN Office for
DRR
USDDM : Urban Storm Drainage Design Manual
UT : Union Territory
VHF : Very High Frequency
WAP : Wildlife Action Plan
WRD : Water Resource Department

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State Disaster Management Plan-2024

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Executive Summary
Background
The Disaster Management Act, 2005 (DM Act 2005) lays down institutional and coordination
mechanism for effective Disaster Management (DM) at the National, State, District and local levels. As
mandated by this Act, the Government of Goa has notified the constitution of State Disaster Management
Authority (SDMA) headed by Hon’ble Chief Minister of the State and the District Disaster Management
Authorities (DDMA) headed by the concerned District Collectors of both North and South Goa districts. In
the State of Goa, Revenue Department is the Nodal Department for coordination of Disaster Management.
The institutional arrangements have been set up consistent with the paradigm shift from the relief-centric
approach of the past to a proactive, holistic and integrated approach for Disaster Risk Reduction (DRR) by
way of strengthening disaster preparedness, mitigation, and emergency response.

The State Disaster Management Plan (SDMP) provides a framework and direction to the
government agencies for all phases of disaster management cycle. The SDMP is a “dynamic document” in
the sense that it will be periodically improved keeping up with the emerging best practices and knowledge
base in disaster management. It is in accordance with the provisions of the DM Act 2005, the guidance given
in the National Policy on Disaster Management (NPDM) 2009, and other National Level Guidelines prepared
by National Disaster Management Authority.

The SDMP recognizes the need to minimize, if not eliminate, any ambiguity in the responsibility
framework. It, therefore, specifies who is responsible for what at different stages of managing disasters. It
is meant to be implemented in a flexible and scalable manner in all phases of disaster management:
a) Mitigation (prevention and risk reduction), b) Preparedness, c) Response and d) Recovery (immediate
restoration and build -back better). While the names of departments of the State having specific roles and
responsibilities are mentioned in the Plan, in the spirit of the DM Act 2005 and the exigencies of
humanitarian response, every ministry/ department and agency is expected to contribute to DM going
beyond their normal rules of business.

Main Pillars of SDMP

The SDMP, in a sense, has five main pillars:
I. Conforming to the DM Act 2005, NDMP 2019 and the NPDM 2009
II. Participate proactively to realising the global goals —Sendai Framework for DRR, Sustainable
Development Goals (SDGs) and Conference of Paris (COP21) Paris Agreement on Climate Change
III. Prime Minister’s Ten Point Agenda for DRR-Preparation of Road Map for its Implementation
IV. Social inclusion as a ubiquitous and cross-cutting principle
V. Mainstreaming DRR as an integral feature

The SDMP of 2014 was revised attempting to incorporate the emerging national approach of bringing about
coherence and mutual reinforcement of the three Post-2015 Global Frameworks. The revised plan also
incorporates the Ten Point Agenda on DRR, enunciated by Hon’ble Prime Minister during Asian Ministerial
Conference on DRR (AMCDRR) in November 2016 in New Delhi.

The period envisaged as ‘Long-Term’ in this revised plan is co-terminus with year 2030, the ending year of
the major post-2015 global frameworks. The activities running concurrently in most cases are grouped under
overlapping time frames—short, medium, and long-term, ending by 2022, 2027 and 2030 respectively in
addition to the recurring/ regular (i.e., routine) ones. They do not si gnify any order of priority. The measures
mentioned here are indicative and not exhaustive. Based on global practices and national experiences, the
plan will incorporate changes during the periodic reviews and updates.

Vision
Make Goa disaster resilient across all sectors, achieve substantial and inclusive disaster risk
reduction by building local capacities starting with the poor and decreasing significantly the loss
of lives, livelihoods, and assets in different forms including economic, physical, social, cultural, and
environmental while enhancing the ability to cope with disasters at all levels.

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Multi-Hazard Vulnerability
Goa, is a multi-hazard prone coastal State. Vulnerability to human-induced disasters/emergencies also
exists. The SDMP covers disaster management cycle for all types of hazards—natural and human-induced.
Heightened vulnerabilities to disaster risks can be related to increasing population, urbanisation,
industrialisation, development within high-risk zones, environmental degradation, and climate change.
Besides the natural factors and anthropogenic climate change, various human activities could also be
responsible for aggravated impacts and increased frequency of disasters.

Building Resilience
The role of the central agencies is to support the disaster-affected State or the UT in response to requests
for assistance. The central agencies will play a pro -active role in disaster situations. In the domains of DM
planning, preparedness, and capacity building, the central agencies will constantly work to upgrade Indian
DM systems and practices as per global trends. The priorities of the Sendai Framework and those related to
DRR in SDGs and Paris Agreement have been integrated into the planning framework for Disaster Risk
Reduction under the following Thematic Areas for Disaster Risk
Reduction:
1. Understanding Risk
2. Inter-Agency Coordination
3. Investing in DRR – Structural Measures
4. Investing in DRR – Non-Structural Measures
5. Capacity Development and
6. Climate Change Risk Management
These above themes have been included in the SDMP, and have been elaborated in greater detail. Besides,
there are chapters describing three cross -cutting themes:
a) Coherence and Mutual Reinforcement for DRR of the Post-2015 Global Frameworks
b) Social Inclusion and
c) Mainstreaming DRR

Response
Response measures are those taken immediately after receiving early warning, anticipating an impending
disaster, or post -disaster in cases where an event occurs without warning. The primary goal of response to
a disaster is saving lives, protecting property, environment, and meeting basic needs of human and other
living beings after the disaster. The immediate focus will be on search and rescue of those affected and to
evacuate those likely to be affected by the disaster or secondary disaster that is likely to happen. In the
section on response, roles, function and responsibilities of ministries and agencies that have a key role to
play are described. Since contexts, knowledge base, and technologies change, DM plans must be updated
periodically to reflect any changes in the key roles envisaged to various ministries or agencies.
Government of Goa has notified the Incident Response System-IRS and assigned specific roles/
responsibilities to for coordinating disaster-specific responses. The Incident Response Team-IRT at State
level will ensure liaison with the concerned IRTs of the districts where the disaster has occurred and
coordination among various relevant departments to provide quick and efficient response. The s tate
government will activate the Incident Response Teams (IRT) at state, district, or the Taluka level as per
demand of the situation. The State Government shall seek assistance from the National Authority in the

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response efforts whenever the need arises. The various agencies whose responsibilities are defined in
detailed DM plans for the State/ UT and district will be responsible for specific response measures. The
nodal department for coordination of response at State will be Revenue Department-RD and at the district
level DDMA supported by other agencies.

Recovery and Building Back Better

Globally, the approach towards post-disaster restoration and rehabilitation has shifted to one of building
back better. Disasters result in considerable disruption of normal life, enormous suffering, loss of lives and
property. The global efforts consider the recovery, rehabilitation and reconstructi on phase as an
opportunity to build back better integrating disaster risk reducti on into development measures and making
communities resilient to disasters. Build back better is not limited to the built environment and has a wide
applicability encompassing the economy, societal systems, instituti ons, and environment. The Sendai
Framework envisages that the stakeholders will be prepared for building back better after a disaster. Existing
mechanisms may require strengthening in order to provide effective support and achieve better
implementation. Disaster recovery tends to be very difficult and long-drawn out. The reconstruction will
vary depending on the actual disaster, location, pre –disaster conditions, and the potentialities that emerge
at that point of time. The SDMP provides a generalized framework for recovery since it is not possible to
anticipate all the possible elements of building back better.

Capacity Development
Capacity development covers strengthening of institutions, mechanisms, and capacities of all stakeholders
at all levels. The plan recognizes the need for a strategic approach to capacity development and the need
for enthusiastic participation of various stakeholders to make it effective. The plan addresses the challenge
of putting in place appropriate institutional framework, management systems and allocation of resources
for efficient prevention and handling of disasters. The planning needs of capacity development are
described for all phases of disaster management.

Financial Arrangements
The financing of disaster relief has been an important aspect of federal fiscal relations. According to NPDM
2009, the primary responsibility of disaster management lies with the State Governments. This means, the
primary responsibility for undertaking rescue, relief, and rehabilitation measures during a disaster lies with
the State Government. The Central Government may supplement the efforts of State Government through
logistic and financial support. The DM Act 2005 provides the legal framework for disaster management and
all related matters, including the financial aspects. The financing of the entire disaster management cycle
will be as per Items and Norms set by the Ministry of Home Affairs, Government of India. The disaster risk
reduction will be achieved by mainstreaming the requirements into the developmental plans.

Changes Introduced—Highlights
This SDMP, the revised version, comprises of single volume with fourteen chapters compared to seven
volumes with multiple chapters in the previous plan including chapters on three cross -cutting themes
relating to DRR: a) coherence and mutual reinforcement of three post-2015 global frameworks b) social
inclusion and c) mainstreaming. Since Government of Goa has notified State Specific Disasters into two
Categories- Category A: Natural Disasters-Gusty Winds, Heavy Rains, Thunder & Lightning

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Strikes/Cloudbursts, Floods, Landslides, Biological Hazards, Heatwave, Tsunami, Earthquakes, Category B:

Human Induced Disasters-Fires including Forest Fires, Drowning Incidents, Landslides (Mining Areas),
Industrial hazards, Boat Capsize, Road/Railway/Aircraft Accidents, Terrorism/Stampede/Riots, so the
sections pertaining to these have been added accordingly. The following challenges of DRR have been
discussed in some detail: a) Climate Change Risks b) Livestock c) Environment and Wildlife d) Cultural
heritage sites, their precincts and museums and e) Global Catastrophic Risks. Another major feature added
is the inclusion of time frames and providing an indicative grouping of various elements of the plan into the
time frames. Based on feedbacks and intensive reviews, more details have been added to different sections.

Structure of the Plan

The SDMP has fourteen chapters:
1) Preliminaries,
2) Hazard Risks and Challenges,
3) Coherence and Mutual Reinforcement of Three Post-2015 Global Frameworks for DRR,
4) Social Inclusion in DRR,
5) Mainstreaming DRR,
6) Building Disaster Resilience – Responsibility Framework: Part-A, Prelude,
7) Building Disaster Resilience – Responsibility Framework, Part-B,
8) Preparedness and Response,
9) Recovery and Building Back Better,
10) Capacity Development – An Overview,
11) Financial Arrangements,
12) Strengthening Disaster Risk Governance,
13) International Cooperation, and
14) Maintaining, Monitoring and Updating the Plan.

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Chapter 1
Preliminaries

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1 Preliminaries

1.1 Rationale
The revised terminology of the United Nations Office for Disaster Risk Reduction (UNISDR) defines
‘disaster’ as:
"A serious disruption of the functioning of a community or a society at any scale due to hazardous
events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of
the following: human, material, economic and environmental losses and impacts." (UNISDR 2016).

The effect of the disaster can be immediate and localized but is often wides spread, often persisting for long
after the event. The effect may challenge or overwhelm the capacity of a community or society to cope
using the resources immediately, and therefore may require assistance from external sources, which could
include neighbouring jurisdictions, or those at the national or international levels. UNISDR considers disaster
to be a result of the combination of many factors such as the exposure to hazards, the condi tions of
vulnerability that are present, and insufficient capacity or measures to reduce or cope with the pote ntial
negative consequences. Disaster impacts may include loss of life, injuries, 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.

The DM Act 2005 uses the following definition for disaster:

"Disaster" means a catastrophe, mishap, calamity or grave occurrence in any area, arising from
natural or manmade causes, or by accident or negligence which results in substantial loss of life
or human suffering or damage to, and destruction of, property, or damage to, or degradation of,
environment, and is of such a nature or magnitude as to be beyond the coping capacity of the
community of the affected area."

The SDMP provides a framework and direction to the government agencies for all phases of disaster
management cycle (Fig. 1-1). The SDMP is a “dynamic document” in the sense that it will be periodically
improved keeping up with the global best practices and knowledge base in disaster management. It is in
accordance with NDMP 2019 with the provisions of the Disaster Management (DM) Act 2005, the guidance
given in the National Policy on Disaster Management (NPDM) 2009, and other National Level Di saster
Management Guidelines prepared by National Disaster Management Authority. The Plan lays emphasis
upon the Disaster Management Strategy that the relevant Agencies – Central or State or District – will carry
out disaster management activities in different phases in the disaster-affected areas depending on the type
and scale of disaster.

Primarily, the State Government shall be responsible for Disaster Management in the State. However, in
situations where the resources of the State are inadequate to cope effectively with the disaster situation,
the State Government may seek assistance from the Central Government. In addi tion, there may be
situations in which the Central Government will have direct responsibilities in certain aspects of disaster
management. While the SDMP pertains to both these exigencies, in most cases the role of central agencies
will be to support the respective state governments. Barring exceptional circumstances, the state
governments will deploy the first responders and carry out other activities pertaining to disaster
management.

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Figure 1-1: Disaster Management Cycle

The SDMP provides a framework covering all aspects of the disaster management cycle. It covers disaster
risk reduction, mitigation, preparedness, response, recovery, and building back better. It recognises that,
effective disaster management necessitates a comprehensive framework encompassing mul tiple hazards.
The SDMP incorporates an integrated approach that ensures the involvement of government agencies,
numerous other relevant organisations, private sector participants, and local communities.

The SDMP recognizes the need to minimize, if not eliminate, any ambiguity in the responsibility framework.
It, therefore, specifies who is responsible for what at different stages of managing di sasters. The SDMP is
implemented in a scalable manner over all phases of disaster management: a) mi tigation (prevention and
risk reduction), b) preparedness, c) response and d) recovery (immediate restoration to long-term building
back better).

The SDMP provides a framework with role clarity for rapid mobilization of resources and effective disaster
management by the Central and State Governments and other concerned stakeholders in India. While it
focuses primarily on the needs of the government agencies, it envisages all those involved in disaster
management including communities and non-government agencies as potential users. The SDMP provides
a well-defined framework for disaster management covering scope of work and roles of relevant agencies
along with their responsibilities and accountability necessary to ensure effective mitigation, develop
preparedness, and mobilize adequate response. The measures included in the SDMP, which is a dynamic
document, are indicative and not exhaustive. Based on National practices and State experiences, the plan
will incorporate changes during the periodic reviews and updates.
According to the revised UNISDR terminology, Disaster Management (DM) is “the organization, planning
and application of measures preparing for, responding to and recovering from disasters” and

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Disaster Risk Management (DRM) is “the application of disaster risk reduction policies and strategies to
prevent new disaster risk, reduce existing disaster risk and manage residual risk, contributing to the
strengthening of resilience and reduction of disaster losses” (UNISDR 2016a). The sense in which DM Act
2005 uses the term disaster management, covers nearly DM, DRR and DRM without maintaining a strict
distinction between them.

The term Disaster Management as used in the NPDM 2009 and the DM Act 2005 document is
comprehensive covering all aspects – disaster risk reduction, disaster risk management, disaster
preparedness, disaster response, and post-disaster recovery. This document uses the term with the same
meaning as defined in the DM Act 2005:

"A continuous and integrated process of planning, organising, coordina ting and implementing
measures which are necessary or expedient" for the following: 1) Prevention of danger or threat of any
disaster, 2) Mitigation or reduction of risk of any disaster or its severity or consequences, 3) Capacity-
building, 4) Preparedness to deal with any disaster, 5) Prompt response to any threatening disaster
situation or disaster, 6) Assessing the severity or magnitude of effects of any disaster 7) Evacuation,
rescue and relief, and 8) Rehabilitation and reconstruction.

Apart from sudden large-scale disasters (intensive risks), the accumulation of impacts from small frequent
events (extensive risks) and slowly developing health, safety, security and environmental crises have a quiet
but massive effect on society and on sustainable development. Disaster risk is the poten tial loss of life,
injury, or destroyed or damaged assets which could occur to a system, society or a communit y in a specific
period, determined probabilistically as a function of hazard, exposure, vulnerability and capacity. According
to UNISDR (2016), the definition of disaster risk reflects the concept of hazardous events and disasters as
the outcome of continuously present conditions of risk. Disaster risk comprises different types of potential
losses which are often difficult to quantify.

Acceptable risk, or tolerable risk, is the extent to which a disaster risk is deemed acceptable or tolerable
depending on existing social, economic, political, cultural, technical and environmental conditions. In
engineering terms, acceptable risk is used to assess and define the structural and non -structural measures
that are needed 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.

Residual Risk is the disaster risk that remains even when effective disaster risk reduction measures are in
place, and for which emergency response and recovery capaci ties must be maintain ed. The presence of
residual risk implies a continuing need to develop and support effective capacities for emergency services,
preparedness, response and recovery, together with socioeconomic policies such as safety nets and risk
transfer mechanisms, as part of a holistic approach.

1.2 Paradigm Shift

The DM Act 2005 and the NPDM 2009 marks the institutionalization of paradigm shift in disaster
management in India, from a relief-centric approach to one of proactive prevention, mitigation and
preparedness. The NPDM notes that while it is not possible to avoid natural hazards, adequate mi tigation
and disaster risk reduction measures can prevent the hazards becoming major disasters.
Disaster risk arises when hazards interact with physical, social, economic and environmental vulnerabilities.
The NPDM suggests a multi-pronged approach for disaster risk reduction and mitigation consisting of the
following:

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 Integrating risk reduction measures into all development projects

 Initiating mitigation projects in identified high priority areas through joint efforts of the Central and
State Governments
 Encouraging and assisting State level mitigation projects
 Paying attention to indigenous knowledge on disaster and coping mechanisms
 Giving due weightage to the protection of heritage structures

In the terminology adopted by the UNISDR, the concept and practice of reducing disaster risks involve
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. While both the terms “Disaster Re duction”
and “Disaster Risk Reduction” are widely used, the latter provides a better recognition of the ongoing nature
of disaster risks and the ongoing potential to reduce these risks. Mitigation consists of various measures
required for lessening or limiting the adverse impacts of hazards and related disasters.

1.3 Main Pillars of the SDMP

The SDMP, in a sense, can be said to have five main pillars:

I. Conforming to the national legal mandates – the DM Act 2005, NPDM 2009 and NDMP 2019
II. Participating proactively to realise the global goals as per agreements to which India is a signatory –
Sendai Framework for Disaster Risk Reduction (SFDRR), Sustainable Development Goals (SDGs) and Paris
Agreement on Climate Change – consistent with the international consensus for achieving mutual
reinforcement and coherence of these frameworks
III. Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities
IV. Social inclusion as a ubiquitous and cross-cutting principle
V. Mainstreaming DRR as an integral feature

Across these five ‘pillars’, there are both overlapping and non-overlapping themes as well as some nuanced
differences in emphasis. The SDMP has attempted a grand synthesis of all this within a considerably
ambitious and futuristic plan. The period envisaged as ‘Long-Term’ in this plan is co-terminus with year 2030,
the ending year of the major post-2015 global frameworks.

1.4 Legal Mandate

Sub section (1) of Section 23 of the DM Act 2005 mandates that there shall be a plan for disaster
management for every State to be called the State Disaster Management Plan. The SDMP complies with the
National Policy on Disaster Management (NPDM) of 2009 and conforms to the provisions of the DM Act
making it mandatory for the various central ministries and departments to have adequate DM plans. While
the SDMP will pertain to the disaster management for the whole of the State, however, as per clause (g) ,
Sub-Section (2) of Section 38 of the DM Act, every ministry and department of the State Government shall
ensure the preparation of disaster management plans in accordance with the guidelines laid down the
National Authority and the State Authority, detailing how each of them will contribute to the State Level
efforts in the domains of Disaster Prevention, Preparedness, Response, and Recovery. The Section 39 of the
DM Act 2005, states that it shall be the responsibility of every department of State Government to integrate
into their development plans and projects, the measures for prevention of disaster and mitigation.

As per the mandate of the DM Act 2005, the SDMP assigns specific and general responsibili ties to all
stakeholders/departments for disaster management. The DM Act enjoins the SDMP to assign necessary
responsibilities to various departments to support and implement the plan. Therefore, it is incumbent on all
ministries to accept all the implicit and explicit responsibili ties mentioned in the SDMP even if they are
beyond what are explicitly mentioned in the normal rules of business. Disaster management requires
assumption of responsibilities beyond the normal functioning. The SDMP will be complemented by separate
contingency plans, SOPs, manuals, and guidelines at all levels of the mul ti-tiered governance system in the
State.

1.5 Three Post-2015 Global Frameworks Disasters, Sustainable Development and

Climate Change: Mutual Reinforcement and Coherence
The adoption in 2015 of three landmark global agreements - the Sendai Framework for Disaster Risk
Reduction (UNISDR 2015a), Sustainable Development Goals (UN 2015) and COP21 Paris Agreement
on Climate Change (UNFCC 2015) has opened the significant opportunity to build coherence across

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DRR, sustainable development and response to climate change. The adoption of SDGs – ‘Transforming Our
World: The 2030 Agenda for Sustainable Development’ is a global transformative plan of action that has
poverty eradication as an overarching aim. It has, at its core, the integration of the economic, social and
environmental dimensions of sustainable development. The Paris Agreement on global climate change
points to the importance of averting, minimizing, and addressing loss and damage associated with the
adverse effects of climate change, including extreme weather events and slow onset events, and the role
of sustainable development in reducing the risk of loss and damage.

DRR and resilience are recurring common theme in the three global agreements. All three agreements
share a common aim of making development sustainable. The most significant shi ft recognised in the
Sendai Framework is a strong emphasis on disaster risk management in contrast to disaster management.
These three agreements recognize the desired outcomes in DRR as a product of complex and
interconnected social and economic processes, which overlap across the agendas of the three agreements.
Intrinsic to sustainable development is DRR and the building of resilience to disasters. Further, effective
disaster risk management contributes to sustainable development.

Strong commitment to ambitious goals and accelerated implementation of these international

agreements are global priority. Given the complementari ties between the post-2015 agendas,
synchronising and mutually reinforcing the actions in the three domains helps in better outcomes. Efforts
must be made to ensure that each of them do not build in “policy risks” or, contradictory policies, that
generate more - rather than less - risk in development. Promoting coherence and mutual reinforcement
in all three agreements requires political recognition, monitoring, reporting and supporting partnerships
at various levels. Recognising the emerging global consensus, the SDMP has attempted to address the
challenges of providing coherence and mutual reinforcing of the national initiatives corresponding to the
three Post-2015 global frameworks embracing the domains of DRR, sustainable development and the
responses to meet challenges of global climate change.

1.6 Prime Minister’s Ten-Point Agenda for Disaster Risk Reduction

The Prime Minister, Shri Narendra Modi, listed a Ten- Point Agenda in his inaugural speech at the
Asian Ministerial Conference on Disaster Risk Reduction 2016, held in New Delhi during
November 2016 (AMCDRR), which has also been incorporated in the SDMP. The ten key elements
consist of the following:
1. All development sectors must imbibe the principles of disaster risk management
2. Risk coverage must include all, starting from poor households to SMEs to multi-
national corporations to nation states
3. Women’s leadership and greater involvement should be central to disaster risk
management
4. Invest in risk mapping globally to improve global understanding of Nature and
disaster risks
5. Leverage technology to enhance the efficiency of disaster risk management
efforts
6. Develop a network of universities to work on disaster-related issues
7. Utilise the opportunities provided by social media and mobile technologies for
disaster risk reduction.
8. Build on local capacity and initiative to enhance disaster risk reduction.
9. Make use of every opportunity to learn from disasters and, to achieve that, there
must be studies on the lessons after every disaster.
10. Bring about greater cohesion in international response to disasters

Given below is a description of the Ten Point of Agenda for DRR:

First, all development sectors must imbibe the principles of disaster risk management. This will ensure that
all development projects - airports, roads, canals, hospitals, schools, bridges – are built to appropriate
standards and contribute to the resilience of communi ties they seek to serve. Over the next couple of
decades, most of the new infrastructure in the world will come up in Asia. This points to the need for
ensuring that all the infrastructure development conforms to the best available standards of disaster safety.
Such an approach is a smart strategy, which will pay off in the long term. It is necessary that all the public
investments must incorporate disaster risk considerations. In India, the ‘housing for all’ programme and

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‘smart cities’ initiative s represent such opportunities. India will work with other partner countries and
stakeholders to build a coalition or mechanism for promoting disaster resilient infrastructure in the region.
This will help generate new knowledge for hazard risk assessment, disaster resilient technologies and
mechanisms for integrating risk reduction in infrastructure financing.

Second, it is necessary to work towards risk coverage for all – starting from poor households, it must cover
small and medium enterprises as well as large multi-national corporations. Currently, in most countries of
the region, penetration of insurance is limited only to a narrow section, mostly in the middle and upper-
middle income groups. It is necessary to think big and innovatively to widen the risk insurance cover. States
have an important role in not just regulating but also encouraging coverage for those who need it the most.
Some bold steps have been taken to ensure financial inclusion and risk insurance for the poorest. The Jan
Dhan Yojana has brought millions of people into the banking system. The Suraksha Bima Yojana provides
risk insurance to millions who need it the most. The newly launched Fasal Bima Yojana (crop insurance)
will provide risk cover to millions of farmers. These are the basic building blocks of resilience at the
household level.

Third, it is necessary to encourage greater involvement and leadership of women in disaster risk
management. Women are disproportionately affected by disasters. They also have unique strengths and
insights. India must train a large number of women volunteers to support special needs of women affected
by disasters. There is also need for women engineers, masons and building artisans to participate in post-
disaster reconstruction and promote women self-help groups which can assist in livelihood recovery.

Fourth, it is necessary to invest in mapping risks globally. For mapping risks related to hazards such as
earthquakes, there are widely accepted standards and parameters. Based on these, India has mapped
seismic zones, with five as highest seismic risk and two as low risk. For disaster risk related to other
hazards such as chemical hazards, forest fires, cyclones, different types of floods, India needs to adopt
globally accepted standards and categories. This will help India to ensure that there is a shared
understanding of the nature and severity of disaster risks and compare with that in other parts of the
world.

Fifth, efforts must be made to leverage technology to enhance the efficiency of our disaster risk
management efforts. An e-platform that brings together organizations and individuals and helps them map
and exchange expertise, technology and resources would go a long way in maximizing the collective impact.

Sixth, it will be helpful to develop a network of universi ties to work on disaster-related aspects since
universities have social responsibilities too. Over the first five years of the Sendai Framework, an effort can
be made to develop a global network of universi ties working together on problems of disaster risk
management. As part of this network, different universities could specialize in multi –disciplinary research
on disaster issues most relevant to them. Universities located in coastal areas could specialize in managing
risks from coastal hazards, and the ones located in the hill cities could focus on mountain hazards.

Seventh, utilize the opportunities provided by social media and mobile technologies. Social media is
transforming disaster response. It is helping response agencies in quickly organizing themselves and
enabling citizens to connect more easily with authorities. In disaster a􀅌er disaster, affected people are using
social media to help each other. Those responsible for disaster management must recognize the poten tial
of social media and develop applications relevant to various aspects of disaster risk management.

Eighth, disaster management must build on local capabilities and initiatives. The task of disaster risk
management, particularly in rapidly growing economies, is so huge that formal institutions of the state can
at best be instrumental in creating the enabling conditions. Specific actions have to be designed and
implemented locally. Over the last two decades, most community-based efforts have been confined to
disaster preparedness and contingency planning for the short term. It is necessary to expand the scope of
community-based efforts and support communities to identify local risk reduction measures and implement
them. Such efforts reduce risk and create opportunities for local development and sustainable livelihoods.
Localization of disaster risk reduction will also ensure that good use is made of the traditional best practices
and indigenous knowledge. Response agencies need to interact with their communi ties and make them
familiar with the essential drill of disaster response. For example, if a local fire service visits one school in its
area every week, it would sensitize thousands of children over a period of one year.

Ninth, ensure that the opportunity to learn from a disaster is not wasted. After every disaster there are
studies and reports on lessons learnt that are rarely applied. Often the same mistakes are repeated. It is
necessary to have a vibrant and visual system of learning. The United Nations could relief, rehabilitation,
reconstruction and recovery afterwards. Post -disaster recovery is an opportunity to not just ‘build back
better’ in terms of physical infrastructure, but also in terms of improved institutional systems for managing

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risk. For this, it is necessary to put in place systems that can quickly provide risk assessments. India must
work with partner countries and multilateral development agencies to establish a facility for technical
support to post-disaster reconstruction of houses.

The tenth and last, it is necessary to bring about greater cohesion in international response to disasters. In
the aftermath of a disaster, disaster responders pour in from all over the world. This collective strength and
solidarity could be enhanced further if the activities are organised under a common umbrella. The United
Nations could think of a common logo and branding under which all those who are helping with relief,
rehabilitation and reconstruction operate.

1.7 Social Inclusion

Hazards do not discriminate based on human social conditions, but human responses to disasters often do.
Existing socio-economic conditions mean that disasters can lead to different outcomes for demographically
similar communities, where the most vulnerable groups also suffer disproportionately on multiple counts
compared to others. The preamble of NPDM 2009 notes that the economically weaker and socially
marginalized sections, women, Scheduled Castes, Scheduled Tribes and minori ties tend to suffer more
during disasters. The DM Act 2005 specifically forbids all forms of discrimination – be it based on sex, caste,
community, descent or religion – in any aspect of DM. Social inclusion is about equality of rights and
opportunities, dignity of the individual, acknowledging diversity, and contributing to resilience for everyone,
not leaving aside members of a community based on age, gender, disability or other.

1.8 Mainstreaming DRR

A disaster can set back significantly the development of an affected region and even beyond, depending on
its scale, reversing decades or more of accumulated gains. Development without recognising disaster
probabilities and incorporating adequate risk reduction could, in effect, worsen existing risks and carries
with it the likelihood of introducing new risks, aggravating the negative impact of potential disasters.
Mainstreaming of DRR is the extensive and sound integration of DRR into all developmental initiatives to
enhance disaster resilience, reduce losses and hasten the progress towards development goals.
Mainstreaming DRR is an approach in which both development and DRR incorporated concurrently in a
seamless manner into all the aspects of development – policies, planning and implementation. Since climate
change impact act as risk multipliers worsening uncertainties associated with almost every hydro-
meteorological hazard, sound approaches to DRR mainstreaming naturally integrates the how climate
change impacts alter the risk scenarios. The unfortunate fact that DRR mainstreaming has remained
somewhat improperly understood or vaguely interpreted theme by both decision-makers and practitioners
is weakness that needs to be corrected. Undoubtedly, going forward, DRR mainstreaming will assume a
more central role in both development and DM. Hence, it is one of the main pillars of the NDMP. In many
ways, the actions under SDGs and the responses to climate change are integral to development ini tiatives
and building disaster resilience is common theme in all these. DRR mainstreaming focuses attention on
building disaster resilience, not as a sub-component of a disaster-specific plan, but an approach that must
tightly be integrated into all developmental plans.

1.9 Vision
The vision incorporates the goals reflected in national policies, laws and the PM’s Ten -Point Agenda
for DRR as well as international best practices, frameworks and discourses:

Make Goa disaster resilient across all sectors, achieve substantial and inclusive disaster risk reduction
by building local capacities starting with the poor and decreasing significantly the loss of lives,
livelihoods, and assets in different forms including economic, physical, social, cultural, and
environmental while enhancing the ability to cope with disasters at all levels.

1.10 Scope
As per the DM Act 2005, the SDMP shall include:
a) the vulnerability of different parts of the State to different forms of disaster;
b) the measures to be adopted for prevention and mitigation of disasters;
c) the manner in which the mitigation measures shall be integrated with the development plans and
projects;
d) the capacity –building and preparedness measures to be taken;
e) the role and responsibilities of each Department of the Government of the State in relation to the
measure specified in clauses (b), (c) an (d) above;

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f) the roles and responsibilities of different Departments of the Government of the State in responding
to any threatening disaster situation or disaster.

The SDMP provides an over-arching planning framework for DM for the whole country, which must be
reviewed and updated periodically. State Government shall make appropriate provisions for financing the
plan implementation. Disaster management, covering prevention and mitigation, preparedness, response,
and recovery, necessarily involves multiple agencies and it is even more so in a large country like India.
Hence, the inter-agency coordination and collaboration among stakeholders are of utmost importance for
the successful implementation of the SDMP and in ensuring effective risk reduction, response and recovery.

The SDMP provides the framework for mobilization and coordination of the departments and other agencies
among themselves and the devolution of responsibilities of State government in all spheres of disaster
prevention, preparedness, response and recovery within the State. The deployment of armed forces and
central agencies during disaster within State will be subject to norms adopted by the State government and
the relevant protocols agreed upon between Central and State Government. The State may seek the
assistance and support of the Centre and other neighbouring States at any time during a disaster.
Responding to incident specific emergencies is the responsibility of designated agencies.

The SDMP is based on detailed hazard-specific guidelines prepared by the NDMA. Unless otherwise
specified, the guidelines issued by NDMA serve as the primary reference for this document. The Government
of Goa-GoG has notified Incident Response System at State and District level to assign the nodal
responsibilities for overall coordination of disaster management and for coord inating immediate post-
disaster response. In addition, GoG has notified State Specific Disasters into two categories - Category A:
Natural Disasters and Category-B: Human Induced Disasters. These notified Incident Response Teams-IRTs
shall carry out the roles assigned to them. At the same time, each district and department must formulate
respective DM plans specifying how each entity can contribute to effectively manage disasters.

1.11 Objectives
Along with the mandate given in the DM Act 2005 and the NPDM 2009, the SDMP-2024 has incorporated
the national commitments in the domain of DRR associated with the three major post 2015 global
frameworks and the PM's Ten Point Agenda. Accordingly, the broad objectives of the SDMP are:

1. Improve the understanding of disaster risk, hazards, and vulnerabilities

2. Strengthen disaster risk governance at all levels from local to State level
3. Invest in disaster risk reduction for resilience through structural, non-structural and financial
measures, as well as comprehensive capacity development
4. Enhance disaster preparedness for effective response
5. Promote "Build Back Better" in recovery, rehabilitation and reconstruction
6. Prevent disasters and achieve substantial reduction of disaster risk and losses in lives, livelihoods,
health, and assets (economic, physical, social, cultural and environmental)
7. Increase resilience, prevent the emergence of new disaster risks, reduce the existing risks and
manage the residual risks
8. Promote the implementation of integrated and inclusive economic, structural, legal, social, health,
cultural, educational, environmental, technological, political and institutional measures to prevent
and reduce hazard exposure and vulnerabilities to disaster
9. Empower both local authorities and communities as partners to reduce and manage disaster risks
10. Strengthen scientific and technical capabilities in all aspects of disaster management
11. Capacity development at all levels to effectively respond to multiple hazards and for community-
based disaster management
12. Provide clarity on roles and responsibilities of various Departments involved in different aspects of
disaster management
13. Promote the culture of disaster risk prevention and mitigation at all levels
14. Facilitate the mainstreaming of disaster management concerns into the developmental planning
and processes
15. Ensuring DRR is socially inclusive, gender sensitive and empowering
16. Build and strengthen the resilience of poor communities to prevent disasters aggravating poverty
and to protect livelihoods
17. Enhanced mainstreaming of disaster risk reduction and climate adaptation strategies within the
agriculture sector including sustainable farming
18. Special focus on disaster risk reduction measures for agriculture and livestock
19. Promoting resilient health systems to develop the capacities and resilience of communities to cope
and recover from disaster impacts
20. Enhance the resilience of health systems by integrating DRR into all levels of health care

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21. Promote disaster-resilient schools, colleges and other educational facilities

22. Promote women's leadership and active participation in disaster risk reduction
23. Strengthen efforts to mainstream DRR into water management and reduce the likely impacts of
water-related hazards
24. Strengthening and promoting the resilience of new and existing critical infrastructure
25. Integration of disaster risk reduction considerations and measures into financial and fiscal
instruments
26. Mainstreaming DRR into development and implementation of all projects and schemes (rural and
urban)
27. Strengthen disaster risk modelling, assessment, mapping, monitoring and multi-hazard early
warning systems
28. Promote comprehensive surveys on multi-hazard disaster risks and the development of regional
disaster risk assessments and maps, including climate change scenarios
29. Implementation of ecosystem-based approaches regarding shared resources, such as within river
basins, mountainous regions and coastlines
30. Effective use of science, technology and traditional knowledge in all aspects of DRR

1.12 Time Frames – Short, Medium and Long-Term

The implementation of the measures in the plan must be completed within the short (T1), medium (T2), and
long-term (T3), ending by 2022, 2027, 2030 respectively (Fig. 1-2). The year 2030 is the end of time frame
for all the three post-2015 international agreements – Sendai Framework, SDG and the COP21. By being a
signatory to these agreements, India has also adopted these timeframes. For consistency, the completion
of all measures envisaged in the SDMP is also 2030. The reference to ‘Short’, ‘Medium and ‘Long’ are to
timeframes required for completion and do not signify any order of priority. These are tentative and subject
to changes depending on many factors particularly technology. Some of the actions envisaged could shift
from a longer time frame to a shorter one. However, all out efforts are needed to ensure that those under
smaller time frames are not taking additional time for completion.
Figure 1-2: Time Frames—Short, Medium and Long Term
Time frames envisaged in the SDMP
Short-Term (T1) T1 (2022)
Medium-Term (T2) T1/T2 T2 (2027)
Long-Term (T3) T1/T2/T3 T2/T3 T3 (2030)

While some of the suggested measures in all categories – short, medium, and long-term – are already under
implementation or in need of upgrading, many need to be initiated. The timeframes short, medium and long
do not mean that the three are necessarily sequential in all cases. In fact, in many cases, they may be
overlapping, starting at the same time while in some cases, the work on the medium and long-term targets
may be dependent on the completion of the previous phase. Nevertheless, the medium and long-term
categories do not imply a lower priority but are actions that require time long period for completion
provided they are started as early as possible.

There is considerable variation in the implementation status of the proposed measures across
stakeholders/departments. Each Department of the State Government must appropriately categorize the
items in their DM Plans according to the time frames for implementation while preparing their pl an or at
the time of revising existing plans.

In the case of recovery, there are three recovery periods after a disaster:
a) Early – within eighteen months,
b) Medium – within five years and
c) Long-term – within five to ten years.
These depend on the specific disaster and are relevant only with reference to the types of recovery
programmes. Hence, the SDMP discusses them only in general terms without timelines.

1.13 Types of Disasters

Primarily disasters are triggered by natural hazards or human-induced or result from a combination of both.
The human-induced factors can greatly aggravate the adverse impacts of a natural disaster. Even at a larger
scale, globally, the UN Inter-Governmental Panel on Climate Change (IPCC) has shown that human-induced
climate change has significantly increased both the frequency and intensity of extreme weather events.
While heavy rains, cyclones, or earthquakes are all natural, the impacts may, and are usually, worsened by
many factors related to human activity. The extensive industrialization and urbanization increase both the
probability of human-induced disasters, and the extent of potential damage to life and property from both

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natural and human-induced disasters. The human society is also vulnerable to Chemical, Biol ogical,
Radiological, and Nuclear (CBRN) threats and events that might escalate to emergencies/ disasters.

1.13.1 Natural Hazards

The widely accepted classification system used by the Disaster Information Management System of
DesInventar3 classifies disasters arising from natural hazards into five major categories and is used globally
for the Sendai targets monitoring:

1) Geophysical: Geological process or phenomenon that may cause loss of life, injury or other health
impacts, property damage, loss of livelihoods and services, social and economic disruption, or
environmental damage. Hydro-meteorological factors are important contributors to some of these
processes
2) Hydrological: Events caused by deviations in the normal water cycle and/or overflow of bodies of
water caused by wind set-up
3) Meteorological: Events caused by short-lived/small to meso-scale atmospheric processes (in the
spectrum from minutes to days)
4) Climatological: Events caused by long-lived meso- to macro-scale processes (in the spectrum from
intra-seasonal to multi-decadal climate variability)
5) Biological: Process or phenomenon of organic origin or conveyed by biological vectors, including
exposure to pathogenic micro-organisms, toxins and bioactive substances that may cause loss of
life, injury, illness or other health impacts, property damage, loss of livelihoods and services, social
and economic disruption, or environmental damage.

1.13.2 Human-Induced Disasters

The NPDM 2009 notes that rise in population, rapid urbanization and industrialization, development within
high-risk zones, environmental degradation, and climate change aggravates the vulnerabilities to various
kinds of disasters. Due to inadequate disaster preparedness, communities, and animals are at increased risk
from many kinds of human-induced hazards arising from accidents (industrial, road, air, rail, on river or sea,
building collapse, fires, mine flooding, urban flooding, oil spills, etc.). Hazards due to CBRN threats and
events rank very high among the causes that are human induced acts. Te rrorist activities and secondary
incidences arising from intentional or non -intentional activities also add to these risks and calls for adequate
preparedness and planning.

1.14 Institutional Framework

1.14.1 State Level

State Level Disaster Management Coordination Mechanism

Central Government National Disaster

Ministries/ Departments Management Authority
(NDMA)

State
Government

State Disaster Response State Executive Committee State Disaster Management

Force (SDRF) (SEC) Authority (SDMA)

Relief Commissioner/
Nodal Department
State Em ergency
Operation Centre (SEOC)
State Department/ Line District Disaster
Agencies Management Authority
(DDMA)

Agencies w ith
Disaster Management
Responsibilities

Figure 1-3: State-level disaster management - basic institutional framework

Note: The figure represents merely the institutional pathways for coordination, decision -making and communication for disaster
management and does not imply any chain of command.
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 State Disaster Management Plan-2024

As per the DM Act of 2005, the State shall have its own institutional framework for disaster management.
State will have one nodal department for coordination of disaster management. Among other things, the
DM Act, mandates that the State Government shall take necessary steps for the preparation of State DM
plan, integration of measures for prevention of disasters or mitigation into State’s development plans,
allocation of funds, and establish EWS. Depending on specific situations and needs, the State shall also assist
the Central Government and central agencies in various aspects of DM. The State shall prepare its own State
Disaster Management Plan.

The DM Act mandates the setting of a State Disaster Management Authority (SDMA) in the State. At the
district level, District Disaster Management Authority (DDMA), the District Collector or District Magistrate
or the Deputy Commissioner, as applicable, will be responsible for overall coordination of the disaster
management efforts and planning. Figure -1-3 provides schematic view of the typical State-level institutional
framework. The figure represents merely the institutional pathways for coordination, decision -making and
communication for disaster management and does not imply any chain of command.

State Disaster Management Authority (SDMA)

As per provisions in Chapter-III of the DM Act, the State Government shall establish a State Disaster
Management Authority (SDMA) or its equivalent as notified by the state government with the Chief Minister
as the Chairperson. The SDMA will lay down policies and plans for DM in the State. The SDMA will approve
the disaster management plans prepared by various departments. It will, inter alia approve the State Plan
in accordance with the guidelines laid down by the NDMA, coordinate the implementation of the Stat e Plan,
recommend provision of funds for mitigation and preparedness measures and review the developmental
plans of the different departments of the State to ensure the integration of prevention, preparedness and
mitigation measures. The State Government shall constitute a State Executive Committee (SEC) to assist the
SDMA in the performance of its functions. The SEC will be headed by the Chief Secretary to the State
Government. The SEC will coordinate and monitor the implementation of the National Policy, the National
Plan, and the State Plan. The SEC will also provide information to the NDMA relating to different aspects of
DM.

Goa Disaster Management Rules 2008:

A. Composition of the State Disaster Management Authority 1. –
(1) The State Authority may consist of the following members, namely: -
S. No. Designation Goa SDMA Composition
1 Chief Minister Chairperson Ex. Officio
2 Revenue Minister Vice Chairperson Ex. Officio
3 Chief Secretary Chief Executive Officer Ex. Officio
4 Collector (North) Member
5 Collector (South) Member
6 Director of Fire & Emergency Services Member
7 Director General of Police Member
8 Principal Chief Engineer (PWD) Member
9 Chief Engineer (Electricity) Member
10 Principal Chief Engineer (WRD) Member
11 Secretary (Revenue) Member Secretary

(a) the Chief Minister of Goa, who shall be Chairperson, ex officio;

(b) such number of officials of the Government, not exceeding four, to be nominated by the
Chairperson of the State Authority;

(c) such number of non-officials, not exceeding four, to be nominated by the Chairperson of the State
Authority; possessing qualifications, knowledge and experience of scientific, engineering or
Management aspect of flood control, environment etc.;

(d) the Chairperson of the State Executive Committee ex-officio Chief Executive Officer of the State
Authority.

(2) The Chairperson of the State Authority may designate one of the members nominated under clauses (b)
and (c) above to be the Vice-Chairperson of the State Authority. The Chairperson of the State Authority shall,

1
Goa Disaster Management Rules_2008_Official Gazette Government of Goa

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 State Disaster Management Plan-2024

in case of emergency, have the power to exercise all or any of the powers of the State Authority but exercise
of such power shall be subject to Ex-post facto ratification by the State Authority.

1. Term of office and conditions of service of members of the State Authority. –

(1) Save as otherwise provided by or under the Act, a non-official member of the State Authority other than
the Chairperson, shall hold office for a period of three years from the date of his nomination. The term may
be extended by the Government for further period not exceeding one year. Provided that a member shall,
notwithstanding expiration of his term, continue to hold office until his successor enters upon his office.

(2) The term of office of an Official member nominated under clause (b) of sub-rule (1) of rule 3, shall cease
to be member as soon as if he ceases to hold office under the Government.

2. Removal of a member of the State Authority. -

(1) The Government may, if it thinks fit, remove any member of the State Authority before expiry of the
term of his office, after giving him a reasonable opportunity of showing cause against the same.

(2) A non-official member of the State Authority may, at any time, resign his office by writing under his hand
addressed to the Chairperson of the State Authority and on acceptance of his resignation, the office of such
member shall thereafter become vacant.

3. Filling up casual vacancy. -

A casual vacancy of a member in the State Authority shall be filled up by as fresh nomination and the person
nominated to fill up a casual vacancy shall hold office only for the remainder of the term of the member in
whose place he was nominated.

4. Allowances admissible to a member of an advisory committee constituted by the State Authority. - A

member of an advisory committee constituted by the State Authority shall be entitled to TA/DA if he is non-
official, as admissible to Class I Officer of the Government.

B. Composition of the State Executive Committee. – Subject to the provisions of the Act, the State Executive
Committee, constituted by the Government to assist the State Authority shall consist of the following
members, namely: -
S. No. Designation SEC Composition
1 The Chief Secretary to the Government Chairperson Ex. Officio
2 The Secretary (P. W. D.) Member Ex. Officio
3 The Secretary (Road and Transport) Member Ex. Officio
4 The Secretary (Science and Technology) Member Ex. Officio
5 The Secretary (Revenue) Member Secretary Ex. Officio
5. Powers and functions of the Chairperson of the State Executive Committee. –
(1) Subject to the provisions of the Act, the Chairperson, in addition to presiding over the meetings of
the State Executive Committee, shall have powers to take all such measures as he deems necessary or
expedient for the purpose of protecting, preventing any disaster and to provide all necessary assistance
in implementation of the State plan prepared by the Government from time to time.

(2) In particular and without prejudice to the generality of the provision of sub-rule (1), the Chairperson
shall exercise such powers or take such measures in respect of all or any of the following matters, namely:
-
(i) coordinate action of the Government officers and other authorities: -

(a) under the Act or the rules, made thereunder;

(b) under any other law for the time being in force which is relatable to the object of the Act;

(ii) planning and execution of the State wise programmes prepared for the prevention, control,
abatement of any disaster in the State;

(iii) inspection of affected area due to disaster and issuing such directions to authority or Officer or
person as he may consider necessary to take appropriate steps for prevention relief control, abatement
of disaster;

(iv) to exercise such other powers and functions as delegated by the State Authority.

6. Procedure for transaction of business of the Executive Committee. –

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 State Disaster Management Plan-2024

(1) The meeting of the Executive Committee shall be held on such date as may be fixed by its Chairperson.

(2) The Chairperson shall, upon written request of not less than three members of the Executive
Committee or upon a direction of the State Authority for the Government, as the case may be, call a
special meeting of the Executive Committee.

(3) Eight clear days’ notice of an ordinary meeting and two days’ notice of a special meeting specifying
time, the place at which such meeting to be held and an agenda of the business to be transacted thereat,
shall be given by the Chairperson or any other officer of the Executive Committee.

(4) Notice of the meeting may be given to the member by delivering the same by messenger or sending
it at his office or by such other manner as the Chairperson may, in the circumstances of the case, think
fit.

(5) No member shall be entitled to bring forward for the consideration of meeting any matter of which
he has not given five days’ notice to the officer or Chairperson of the Executive Committee, as the case
may be, unless the Chairperson in his discretion permit him to do so.

(6) If the Chairperson or presiding officer adjourns a meeting from day to day or any particular day, he
shall give reason therefor and no fresh notice shall be required for such adjourned meeting.

7. The Chairperson to preside over the meeting. -

Every meeting of the Executive Committee shall be presided over by the Chairperson and in his absence, by
a presiding officer to be elected by the members present from amongst themselves.

8. All questions to be decided by the majority. –

(1) All questions or issues at a meeting shall be decided by a majority of votes of members present and
voting shall be by raising of hands in favour of the proposal.

(2) In case of an equality of votes, the Chairperson or Presiding Officer shall have a second or casting
vote.

9. Quorum. –
(1) Three members of the Executive Committee shall form the quorum for any meeting.

(2) If, at any time fixed for any meeting or during the course of any meeting, a quorum is
not present, the Chairperson or the Presiding Officer shall adjourn the meeting for twenty minutes and
if a quorum is not available after the expiration of twenty minutes from such adjournment, the Presiding
Officer shall adjourn the meeting to such time on the following day or on such other future date as he
may fix.
(3) No matter which had not been on the agenda of the original meeting shall be discussed at such
adjourned meeting.

10. Minutes. –
(1) Records of proceedings of every meeting alongwith the names of members who attended the
meeting shall be kept by the office of the Executive Committee as specified by the Chairperson, in a
book maintained by him exclusively for the purpose.

(2) The minutes of the previous meeting shall be read at the beginning of every succeeding meeting
and shall be confirmed and signed by the Chairperson or Presiding Officer at such meeting.

(3) The proceedings shall be open to inspection by any member at the office of the Executive
Committee, Secretariat, during office hours.

11. Maintaining order at meeting. –

(1) The Chairperson or Presiding Officer shall preserve order at a meeting.

12. Transaction of business at a meeting. –

(1) No business shall be transacted in the meeting without any quorum.

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 State Disaster Management Plan-2024

(2) Except with the permission of the Chairperson or presiding officer no business which is not entered
in the agenda or of which notice as not been given by a member under sub-rule (5) of rule 10 shall be
transacted at any meeting.

(3) At any meeting, the business shall be transacted in the order in which it is entered in the agenda
circulated to the members under sub-rule (3) of rule 10.

(4) Either at the beginning of the meeting or after the conclusion of the debate on a motion during the
meeting, the Chairperson or Presiding Officer or member may suggest a change in the order of business
as entered in the agenda and if the majority of the members present agree, the Chairperson or
Presiding Officer shall agree to such change.

13. Remuneration of expert. –

Any person associated as an expert with any Committee or sub-Committee shall be paid such daily allowance
and also travelling allowance at such rate as is admissible to Grade I or Class I Officer of the Government for
each day of the actual meeting of the Committee which he attends or such honorarium/fee as fixed by the
Government as it deems fit.

District Disaster Management Authority (DDMA):

As per provisions in Chapter-IV of the DM Act, the State Government shall establish a District Disaster
Management Authority for every district in the State with such name as may be specified in that notification.
The DDMA will be headed by the District Collector, Deputy Commissioner, or District Magistrate as the case
may be, with the elected representative of the local authority as the Co -Chairperson. The State Government
shall appoint an officer not below the rank of Additional Colle ctor or Additional District Magistrate or
Additional Deputy Commissioner of the district to be the Chief Executive Officer of the District Authority.
The DDMA will act as the planning, coordinating and implementing body for DM at the District level and
take all necessary measures for the purposes of DM in accordance with the guidelines laid down by the
NDMA and SDMA. It will, inter alia, prepare the DM plan for the District and monitor the implementation of
the all relevant national, state, and district policies and plans. The DDMA will also ensure that the guidelines
for prevention, mitigation, preparedness, and response measures laid down by the NDMA and the SDMA
are followed by all the district-level offices of the various departments of the State Government.

C. Composition of District Disaster Management Authority. –

(1) Sub to the provisions of the Act, the District Disaster Management Authority (hereinafter referred to as
the “District Authority”) constituted by the Government for North Goa District, and for South Goa District,
shall consist of the following members, namely:

(I) North Goa District, Disaster Management Authority: -

S. No. Designation North DDMA Composition
1 Collector of North Goa District Chairperson Ex. Officio
2 Mayor of the Corporation of City of Panaji Co- Chairperson Ex. Officio
3 Chairman of North Goa District, Zilla Co-Chairperson Ex. Officio
Panchayat, North-Goa
4 Superintendent of Police North-Goa Member Ex. Officio
5 Director of Health Services, Directorate of Member Ex. Officio
Health Services
6 Director of Panchayats Member Ex. Officio
7 Director of Municipal Administration Member Ex. Officio
8 Additional Collector of North Goa District Chief Executive Officer

(II) South Goa District, Disaster Management Authority: -

S. No. Designation South DDMA Composition
1 Collector of South Goa District Chairperson Ex. Officio
2 President of Margao Municipal Council Co- Chairperson Ex. Officio
3 Chairman of South Goa District, Zilla Co-Chairperson Ex. Officio
Panchayat
4 Superintendent of Police South-Goa Member Ex. Officio
5 Medical Superintendent Hospicio Member Ex. Officio
Hospital, Margao
6 Deputy Director of Panchayats Member Ex. Officio
7 Deputy Director of Municipal Member Ex. Officio
Administration
8 Additional Collector of South Goa District Chief Executive Officer

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 State Disaster Management Plan-2024

1. The Chief Executive Officer of the District Authority shall be Member Secretary of the District Authority.

2. Powers and functions of the Chief Executive Officer. –

(1) Subject to the provisions of the Act, the Chief Executive Officer, in addition to powers delegated to him
by the District Authority, shall have power to take all such necessary measures as he deems necessary or
expedient for the purpose of prevention or mitigation of disaster and for providing all necessary assistance
in implementation of district plan in the District.

(2) In particular and without prejudice to the generality of the foregoing powers, the Chief Executive Officer
shall exercise such powers and perform such functions in respect of all or any of the following matters,
namely: -

(a) collection and this dissemination of information in respect of matter relating to any disaster likely
to be affected in the District;

(b) co-ordinate action of the Government Officers and other authorities under the Act, and the rules
made thereunder;

(c) give instructions to different authorities at the Taluka levels as well as at the District levels to take
such necessary measures or preventive actions in order to avoid any disaster in the area there of;

(d) direct such persons or authority to desist from taking such action as is likely to cause hardship to
the people in an area affected by disaster;

(e) to inspect an area affected by disaster and to ascertain for the propose of determining whether and
if so, in what manner, any function to be performed by the authority concerned or whether any
provisions of the Act or the rules made thereunder or any notice, order, direction or authorization
served, made, given or granted under the Act is being or has been complied with;

(f) to maintain proper record, relating to meeting of the District Authority;

(g) to assist the Chairperson of the District Authority in performance his functions;

(h) to take follow up action, to ensure that decisions taken in the meeting of the District Authority are
implemented time;

(i) to exercise such powers and discharge such functions as assigned by the District Authority from time
to time.

1.15 Plan Implementation

The DM Act 2005 enjoins State Government to make provisions for the implementation of the disaster
management plans. In this respect, the sections of the DM Act 2005 applicable for state, and district DM
plans are 23, and 31. The Chapters V and VI of the DM Act spell out the responsibilities of the state, and
local governments with respect to disaster management. The DM Act states that each Department of the
State Government shall make provisions, in its annual budget, for funds for the purposes of carrying out the
activities and programmes set out in its disaster management plan.

The SDMP sets outs the priorities, time frames and defines the Thematic Areas for DRR along with Sub -
Thematic Areas that must be implemented in a highly distributed, decentralised and coordinated manner
by the central and state governments. It is not one omnibus plan that must be implemented by one agency
with using one overarching budget; instead it is one that must be financed from the union and state budgets
through various ministries and government agencies. The centrally allocated finances are limited to State
Disaster Response Fund meant for immediate relief and emergency response after a disaster. Since DRR
mainstreaming is an integral part of the main plans of States and State -level agencies, there cannot be a
separate financial allocation for it.

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 State Disaster Management Plan-2024

The Act mandates that each District must prepare a DMP in accordance with the SDMP. Respective DM
authorities must regularly review and update their DM plans. DDMAs will integrate DRR into their all
development activities. They must adopt a holistic approach and build multi-stakeholder partnerships at all
levels, as appropriate, for the implementation of the DM plans. Depending on its nature, different
components of the SDMP will be implemented within short, medium and long-term timeframes ending in
2030, with the actions under these timeframes often running concurrently and not sequentially. In a broad
sense, the approach described in the SDMP applies to all those working for disaster risk reduction in the
State, be it government, private, not for- profit entities.

The plan is highly ambitious and the complete implementation of all elements across the State may take a
very long time. Nevertheless, both central and state governments have already made considerable progress
and they are expected to make sincere efforts for the implementation of the DM plans.

The DM plans at Departmental and District level must be made in accordance with SDMP -2024 and
consistent with it in terms of goals and timeframes. It is not possible to give an exhaustive list of activities
envisaging all the disaster risk reduction functions pertaining to all the tiers of government (State, District
and local) and all other stakeholders. Hence the DDMAs and Line Departments should go beyond the
activities mentioned in this document in identifying activities based on the context for pro-active disaster
risk reduction using SDMP as a guide rather than as a final word.

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Chapter-2
Hazard Risks and Challenges

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2
2.1 Background:
Hazard Risk and
Challenges

Goa is a multi-hazard prone western coastal State of India with a hot and humid climate for most of
the year. Goa covers an area of 3702 square kilometres and comprises of two Revenue Districts-
North Goa and South Goa which are further divided into 12 into talukas. Boundaries of Goa State
are defined in the North by Terekhol river which separates it from Maharashtra, in the East and
South by Karnataka State and West by Arabian Sea. The state has a literacy rate of 88.70%. The
State’s main industries include tourism, agriculture, and mining. The State is known for its beaches,
temples, and churches, and is a popular tourist destination in India. The State has a coastline of 105
Km.
Table 2.1: Goa-General Profile
S.No. Feature Description
1. Geographic Location N 14˚53’57’’ and N 15˚47’59’’ latitudes and
E 73˚40’54’’ and E 74˚20’11’’ longitudes
2. Date of Formation 30th May 1987
3. Area 3,702 Km2 (1,429 sq mi)
4. Altitude Sea level to 1,022 mts.
5. States sharing border Maharashtra & Karnataka
6. Capital Panaji
7. Districts 02
8. Talukas 12
9. Villages 320
10. Panchayats 191
11. Municipalities 13
12. Corporations 1
13. Sex Ratio 973
14. Density/Km2 394
15. Climate Hot and Humid
16. Literacy 88.70 %
17. Human Development Index (HDI) 0.779
18. Gross State Domestic Product (GSDP) Rs. 53,959.86 crores
19. Net State Domestic Product (NSDP) Rs. 29,396 crores
20. No. of Industrial Estates 24
21. No. of operating industrial units ~ 4000 units
22. P ower demand ~ 500 MW
23. Road network 10,768 km (260 km National Highways)
24. Rail Network 167 km (156 km- Konkan Railway and 69 km-South
Western Railway)
25. Navigable internal waterways 255 km
26. P orts 1 Major (Mormugao), 5 Minor
27. No. of airports 2 (Dabolim and Mopa)
28. No. of bank branches 668

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 State Disaster Management Plan-2024

2.4

Figure 1: Map showing Talukas of Goa

Figure 2: The topographic map (topography from SRTM DEM) of Goa and its surroundings.
T he colour scale at the top of the figure gives topography (elevation in m). The blue line marks the border of Goa. Locations at which rainfall data are
available are also shown on the map (black triangles are India Meteorological Department rain-gauge stations and red circles are Indian Space Research
Organisation's Automatic Weather Stations (AWSs).

Social Profile
2.4.1 Religion
Majority of the population in the state practices Hinduism. Religion wise population of the state is
mentioned in Table 2.2.
Table 2.2: Percentage of population by religion in the State
Religion Percent of Total Population
Hindu 66.08%
Christian 25.10%
Muslim 8.33%
Sikh 0.10%
Buddhist 0.08%

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Jain 0.08%
Other Religions 0.02%

2.4.2 Caste and Tribe

Goa is one of the four states (Himachal Pradesh, Sikkim, Arunachal Pradesh, Goa) where the increase
in the population of SC/ST has been more than 1% from 2001 to 2011 Census. The population has
increased from 0 % in 2001 to 10% in 2011 and includes tribal population of Kunbi, Gawda and Velip.

2.5 Economic Profile2

GSDP: Goa’s GSDP (at constant prices) is estimated to grow by 4.7% in 2021-22, as compared to a
growth of 1.6% in 2020-21. In 2021-22, India’s GDP (at constant prices) is estimated to increase by
8.7% (against a contraction of 6.6% in 2020-21).

Sectors: In 2021-22, at current prices, agriculture, manufacturing, and services sectors are estimated
to contribute 7%, 49%, and 44% of the economy respectively. In 2021-22, agriculture,
manufacturing, and services sectors are estimated to grow (at constant prices) by 10.2%, 3.9%, and
6% respectively.

Per capita GSDP: The per capita GSDP of Goa in 2021-22 (at current prices) was Rs 5,44,865; 8%
higher than the corresponding figure in 2020-21. In 2021-22, per capita GSDP of Goa was higher
than the per capita GDP at the national level (Rs 1,72,913 at current prices).
Table 2.3: GSDP of Goa in 2021-22 Source: Goa Budget Documents 2022-23; PRS.
Items 2020-21 2021-22 2021-22 % change from BE 2022-23 % change from RE
Actuals BE RE 21-22 to RE 21-22 BE 21-22 to BE 22-23
Total Expenditure 17,957 24,733 26,419 7% 24,274 -8%
(-) Repayment of debt 3,819 2,264 2,264 0% 2,583 14%
Net Expenditure (E) 14,138 22,469 24,154 8% 21,691 -10%
Total Receipts 18,191 21,088 21,819 3% 22,960 5%
(-) Borrowings 6,783 4,494 4,394 -2% 5,571 27%
Net Receipts (R) 11,408 16,594 17,424 5% 17,388 0%
Fiscal Deficit (E-R) 2,730 5,875 6,730 15% 4,303 -36%
as % of GSDP 2.96% 6.57% 7.53% 4.71%
Revenue Balance -665 58 -19 -133% 434 2348%
as % of GSDP -0.72% 0.07% -0.02% 0.48%
Primary Deficit 1,069 3,981 4,836 21% 2,314 -52%
as % of GSDP 1.16% 4.45% 5.41% 2.53%
N ote: Positive revenue balance indicates a revenue surplus while negative revenue balance shows a revenue deficit.
BE is Budget Estimates; RE is Revised Estimates.
2.5.1 Main Occupation
The per capita GDP of Goa is two and a half times than that of the nation, making it one of the richest
States in the country. Goa solely demands 12.5% of the tourism of India, making tourism one of the
main sources of revenue for the State. The population of the State doubles during certain months
due to influx of tourists. The Economy of Goa has grown at a rapid pace in the past twenty years and
depends on agriculture, mining, industrial and tourism sectors.
2.5.2 Sectors of Economy

2.5.2.1 Tourism Sector

The Economy of the State largely depends on the tourism sectors because of the high tourist influx
in the state. In 2010, more than 2 million tourists visited the coastal areas of Goa and 1.4 million
visited the inlands. Goa alone handles 12% of the foreign tourists arriving in the country, making
tourism sector, its primary industry. Goa has two main tourist seasons – summer and winter. Foreign
tourists mainly come during the winter season due to the pleasant climate and in summers, tourists
from India come to Goa to spend their holidays.

The State has a very low excise duty on alcohol, making it relatively inexpensive. This draws many
young tourists from around the globe looking for economical holidays. Along with this, the pristine
beaches, cultural festivals, Gothic churches and temples draw a lot of tourists to the State. The
Portuguese, Dutch and British influence has led to a blend of religion and ethnic history, garnering
much appreciation from Indian and foreign tourists.

2 PRS Legislative Research

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 State Disaster Management Plan-2024

2.5.2.2 Mining Sector

Mining is the second biggest industry in the State. Goa is the leading producer and exporter of iron
ore, manganese, bauxite, high magnesia, limestone and clay. Thus after tourism, the mining industry
thrives in Goa. Thus, mining has given a major boost to the economy of Goa and provided
employment opportunities to many. Most of the mines are located in Northern and Eastern Goa
while Marmagoa port handles the mine extracts. It is responsible for handling over 39% of the
country’s Iron Ore exports.

2.5.2.3 Agriculture Sector

Agriculture has been losing its importance over the past years, but it still is a source of livelihood for
majority of the people in Goa. Rice is the principle agricultural crop grown. Other important crops
include paddy, ragi and maize. Various cash crops like cashew nuts, mango, jackfruit, bananas, and
pineapple are also grown in abundance. Cashew nuts are used for production of feni, an intoxicating
drink. Canals, rivers, tanks and streams constitute the main source of irrigation.

2.5.2.4 Industrial Sector

The Industrial sector includes various manufacturing units of tyres and tubes, pesticides, fertilizers,
iron ore pellets, wheat products, pharmaceuticals, steel rolling, sugar, footwear, fish canning,
textiles, leather, bamboo crafts, handloom and brewery products.

2.5.2.5 Fisheries
Fishing was a hereditary occupation, long established in the Goan culture. But in recent times, the
employment generated by the sector has reduced due to fall in catch and dependence on
technological advancements like large scale mechanized trawling.

Goa has witnessed steady growth over the past few years because of steady growth of tourism
industry and a strong mining industry backed by the agricultural sector.

2.6 Climate

2.6.1 Summers in Goa

Summers in Goa are usually hot and humid with the month of May being the hottest at 35 oC during
the day. The nights are not much different; however, some nights might be cooler depending upon
the winds.

2.6.2 Monsoons in Goa

Monsoon is the main season in Goa that starts from the month of June till the month of September.
The month of July receives the highest amount of rainfall while the month of February is the driest.
Most of Goa’s annual rainfall is received during the monsoon season only.

2.7 Cultural Profile

Goa’s distinct culture is evident from the dress, language, religion and cuisine. There is also a fusion
of western and Indian folk culture in their music, dance and in the celebrations of festivals. This small
territory became a part of India only in 1961 but the 400-odd years of Portuguese rule are still
apparent from the lifestyle of the people. Goa was a Portuguese colony till 1961. Panaji is the capital
of Goa and is the third largest city after Vasco and Margoa.

Goa is one of India’s most popular holiday destinations, with its idyllic beaches, lush paddy fields,
coconut plantations and villages dotted with pretty white washed churches and grand mansions. Its
other attractions include the Hindu temples around Ponda and magnificent cathedral of old Goa.

2.7.1 Languages3
Konkani is the mother-tongue of Goans – the people of Goa. It is also the State’s Official Language
having been recognised as so in 1976 and is also one of the languages recognised in the constitution
of India.

3 Department of Tourism, Govt. of Goa.

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2.7.2 Dance4

The Veerbhadr is a form of ritualistic dance popular during the Shigmo in central region. The ritual
of this dance has a deep meaning. The torch bearing Veerbhadra signifies the light giver and the
sword wielding the protector. The dance assures light and protection to the people. The ritual dance
having a southern origin has acquired a distinct place in Goa's cultural li fe, as most townships in
central region were under the rule of some or the other Southern Kings in the distant past. The
significant dance form known as Talgadi is everywhere in Goa. The other forms are Tonyo, Goff;
Morulo and Diwlyam nach at few places.

2.7.3 Food
Goa has a great cuisine with fish, fish-curry with rice (xit-codi) occupying a central position. A variety
comprising of shell fish, lobsters, prawns, sweets like bebinca, mangane, curries like sol -kadi, dry
salted fish, cashew nuts etc.

2.7.5 Fairs and Festivals5

Goa has some unique festivals like Shigmo. Carnival was introduced by the Portuguese. Dhalo, Musal
Khel, Tonyamel, Goff, Veerbhadra, Zagor are the unique folk dances and folk songs of Goa. She has
historic temples like Mangueshi, Shantadurga, Kavlem, Mahalasa - Mardol, Devki Krishna-Marcela,
Kamaxi-Shiroda, Budbudyanchi talli at Netravali, Mahadeva temple at Tambdi Surla,
Saptakoteshwara at Narva-Bicholim and historic mosques like the Safa Masjid at Ponda.

2.8 Geophysical Profile:

The State of Goa has a hilly terrain especially on its eastern side, where lies the southern end of the
Sahyadri ranges. These mountains, after skirting a considerable portion of the north -eastern and south-
eastern boundaries, branch off westward across the State with many spurs and ridges. The terrain is
interspersed by several rivers flowing westwards, which provide a network of internal waterways. The
important rivers are Mandovi, Zuari, Terekhol, Chapora, Sal, Betul and Kushavati. The rivers are
navigable for a total length of 256 Kms. The coast is full of creeks and estuaries formed by these rivers
which provide a good shelter for fishing crafts. The 105 km long coastal line of Goa is endowed with
some of the loveliest beaches in the world which have earne d the frame of bearing idyllic beauty spots.

The land elevation ranges from sea level to 1022 meters. The highest point is the Wagheri hills in Sattari
taluka. The natural vegetation of Goa consists of dense forest and dry deciduous to moist deciduous
type. Moderately sloping lands with laterite outcrops are covered by grass and shrubs. The habitat of
the flora is of semi-evergreen type. Evergreen forests are seen only on high hills. The vegetation consists
of trees, shrubs, herbs climbers, sedges and grasses. The coastal tracts are namely covered by palms
and mangroves. Goa receives rains from the southwest monsoons. The average annual rainfall of the
State, as recorded is 2776.9 mm. The rainy season is spread over four months from June to September.
Occasional thundershowers are experienced in May and October. Goa experiences a warm and humid
tropical climate. The summer temperature ranges from 24°C to 36°C. In winter, the mercury hovers
between 21°C to 30°C. Due to the Global Warming effect, the picture seems to be slightly changing.

Goa receives rains from the South West monsoons. The average annual rainfall of the State, as recorded
is 2776.9 mm. Rainy season is spread over four months from June to September. Occasional thunder
showers are experienced in May and October. Goa experiences warm and humid tropical climate. The
summer temperature ranges from 24°C to 36°C. In winter, the mercury hovers between 21°C to 30°C.
Due to Global Warming effect, the picture seems to be slightly changing.

4 Directorate of Art and Culture, Government of Goa, India

5 Directorate of Art and Culture, Government of Goa, India

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Figure 3: Geographical zones of Goa

2.8.1 Forest Profile:

Forests of Goa form the part of Western
Ghats, the region which have been
internationally recognized as
Biodiversity Hotspot of the world owing
to its rich flora and fauna. Most of the
Goan forests are located in the eastern
region of the state. The forests of Goa
are known for their grandeur and
majesty. They are like a green pearl of
the tourist paradise state. From Moist
Mixed Deciduous Forests to Sub-Tropical
Hill Forests, from Semi-Evergreen
Forests to Evergreen Forests. The forests
are the life supporting systems of the
State as they are the store house of
precious rivers & other natural
resources.6 Figure 4: Forest Cover Map of Goa
The State has a Forest Area of 2219 Km 2 Source: Goa Forest Department

which is 59.94 % of the State’s total geographical area (3720 Km 2). Table 1 mentioned the area covered
by different types of forests in the State.
Table.2.4: Areas covered by different types of forests in the State.
Area in Km2
Altitude Zone Very Dense Forest Moderately Dense Forest Open Forest Total Area
0-500m 444 561 1058 2063
500-1000m 99 24 33 156
Total 543 585 1091 2219
Source: Goa Forest Department

6 Goa Forest Department

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Climate Change Scenario:

Goa’s mean annual temperature has increased by over 1°C since the beginning of the 20th century till
date (1901-2018), much of it during 1990-2018 period. The mean annual rainfall in Goa has increased
by 68% over the period 1901-2015. With increasing rainfall, the inter-annual rainfall variability in the
state has also increased especially since 1970s. While mean annual rainfall in the state has increased ,
moderate to light rainfall days (IMD category I) in Goa have declined over 1901-2015 period, whereas
very heavy and exceptionally heavy rainfall events (IMD category III) in the state have increased by a
dramatic more than 100%.

Mean annual temperatures in Goa may increase by around 2°C in 2030s compared to 1901-1950
period, and further to by around 4°C by 2080s under high emission scenarios. Goa will start
experiencing heat waves (>40C) beyond the 2040s’, as maximum temperature increases by about 5°C
towards the century end under high emission scenarios. Minimum temperatures are expected to rise
even more by up to 8°C by the century end under the high emission scenarios.
Below shows the mean annual temperature map of Goa over the long-term period of 1951-
2014. Mean temperature in Goa is found to be 26.70ºC, which is higher than the national average
annual temperature i.e. 23.3ºC (Chaturvedi et al 2012). While spatial temperature variability is not
high in Goa, hilly areas in the Eastern parts of the State are generally cooler than the coastal areas in
the West.

Figure 5: Long period average (1951-2014) spatial distribution of mean temperature (˚C) in Goa

Goa experiences a hot summer (April- June) followed by pleasant monsoon (June-September) season,
temperatures temporarily rise again in the month of October, following pleasant winter months
(November to March). Figure 5 shows the mean monthly temperature profile in the Goa, based on the
long-period mean temperature average over the period 1951-2014.7

7 State Action Plan on Climate Change for The State of Goa for Period of 2020-2030

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 State Disaster Management Plan-2024

Figure 6: Long-period average (1951-2014) annual temperature profile in Goa

1.1 TEM PERATURE PROFILE OF GOA 8:

The monthly, seasonal and annual maximum, minimum and mean temperature anomalies averaged
over the State of Goa for the year 2023 is given in the Fig. 7. The anomalies were computed based on
the LPA for the period 1981-2010. Top 10 warmest/coolest months/seasons are marked on the graph.
It may be mentioned that apart from the whole year, some individual months viz. February, March,
June & August and the premonsoon season as a whole was the

Fig. 7: Monthly and Seasonal Maximum, Minimum and Mean Temperature anomalies averaged over Goa during 2023.
warmest since 1901.State was relatively cooler in terms of minimum temperature during the
premonsoon season. The mean temperature for the state was warmer than the average by +0.720C
(2nd warmest year on record since 1901). The annual maximum and minimum temperature averaged
over the state during the year 2023 were warmer by 1.290C (warmest since 1901) & 0.150C (23rd
warmest since 1901) respectively.

8 STATEMENT ON CLIMATE FOR THE STATE OF GOA: 2023 ISSUED BY IMD PUNE

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 State Disaster Management Plan-2024

The Spatial pattern of Annual Maximum, Minimum and Mean Temperature anomalies over Goa during
2023 is given in Fig 8. The maximum temperature was above normal by 1 to 20C while minimum
temperature was near normal (anomaly between 0 to 0.50C) over most parts of the state. Over all
mean temperature was above normal by 0.5 to 1 0C over most parts of the state.

Fig. 8: Spatial pattern of Annual Maximum, Minimum, and Mean Temperature anomalies over Goa during 2023

The time series of variation of annual maximum, minimum and mean land surface air
temperature anomalies averaged over the State for the period 1901-2023 is given in Fig 9. A significant

Fig. 9: Annual maximum, minimum and mean land surface air temperature anomalies averaged over the State of Goa for
the period 1901-2023.The anomalies were computed with respect to the base period of 1981-2010. The dotted black line
indicates the linear trend in the annual mean temperature time series

increasing trend of 1.45 0C/100 years is observed in the State averaged annual mean temperature for
the period 1901-2023. It was more significant in respect of maximum temperature (+2.40C/100 years)
and relatively less significant (+0.510C/100 years) in respect of minimum temperature. The five
warmest years on record in order for Goa are 2015(anomaly+0.816°C), 2023(+0.719°C),
2017(+0.615°C), 2021(+0.571°C) and 2020(+0.565°C).

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 State Disaster Management Plan-2024

Fig. 10(a and b) shows daily variation of minimum and maximum temperature anomaly during the
year respectively. The anomalies were computed with respect to the base period of 1981-2010. State
was considerably warmer in respect of minimum temperature during November & December
months and cooler during March, April & July months. Except for July month, the state was
considerably warmer in respect of maximum temperature almost during the entire year.

Fig. 10(a): Daily variation of minimum temperature anomaly ( 0C) over Goa during 2023

Fig. 10(b): Daily variation of maximum temperature anomaly ( 0C) over Goa during 2023
Fig. 10(b): Daily variation of maximum temperature anomaly ( 0C) over Goa during 2023

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 State Disaster Management Plan-2024

Rainfall Profile of Goa

Based on 1971-2020 climatology, Goa
state as a whole receives no rainfall during the
winter season (Jan-Feb), 2.2% during the Pre-
Monsoon season (Mar-May), 91.7 % during the
southwest monsoon season (Jun-Sept) and 6%
during the Post-Monsoon season (Oct-Dec).
Thus, Southwest monsoon season is the
principal rainy season for the state. Fig. 11
shows the annual percentage departure of
rainfall over different districts of Goa during
2023. The anomalies were computed based on
the 50 year LPA for the period 1971-2020. The
Fig. 11: District-wise annual rainfall percentage departures
two districts of the state received normal
rainfall (-19% to +19% of its 1971-2020 period LPA).
The daily variation of rainfall (mm) during the year for the state is shown in Fig. 6(a). The
state received above normal rainfall on many days in July and September months below normal
rainfall on many days in June and August months.
The daily variation of rainfall (mm) during the year for the state is shown in Fig. 6(a). The state
received above normal rainfall on many days in July and September months below normal rainfall on
many days in June and August months.
The
time

Fig.12(a): Daily variation of rainfall (mm) averaged over Goa during the year.
series of variation of % departure of seasonal and annual rainfall for the state for the period 1901-2023
are shown in Fig. 12(b) and 12(c) respectively. The departures are calculated with respect to the LPA
Fig. 12(b): Time series of % departure of southwest monsoon rainfall averaged over Goa (1901-2023)
base period of 1971-2020. During the monsoon season and the year, the state received 113 % and 111
% of its LPA rainfall respectively.

Fig. 12(c): Time series of % departure of annual rainfall averaged over Goa (1901-2023) 56
 State Disaster Management Plan-2024

Table 2.5 shows the monthly, seasonal and annual rainfall statistics for the State for 2023. The state
did not receive any rainfall during the winter season. During the pre -monsoon season it received large
deficient rainfall. During July and September months the state received large excess rainfall (60% more
than its LPA). During the monsoon and post monsoon seasons and the year as a whole, the state
received normal rainfall.

Table 2.5

District-wise trend in annual rainfall for the period 1951-2022 is given in Fig 13. Non-significant
increasing/decreasing trend was observed in North/South Goa.

Fig. 13: District-wise annual rainfall Trend for Goa

[Numbers in the bracket for each district indicates the number of years up to 2022 used to calculate the trend]

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Standardized Precipitation Index (SPI)

The district wise Annual SPI Map for the state for the year 2023 is shown in Fig. 14. The SPI
is based on precipitation and is used for measuring drought. This index is negative for drought and
positive for wet conditions. As the wet and dry conditions become more severe, the index becomes
more positive or negative. Mildly wet conditions were observed over two districts of the state.

Fig. 14: District wise Annual SPI Map for Goa for the year 2023

Extreme Weather Events

Heavy (64.5-115.5mm), very heavy (115.6-204.4 mm) and extremely heavy (>= 204.5 mm) rainfall
events were recorded over some stations of Goa. Fig. 15 shows the location and frequency of occurrence of
such events during the year. Table 2.6 shows the Very heavy and extremely heavy rainfall values with the
date of its occurrence and the location.

Fig. 15: Loca ti on and frequency of heavy, very heavy a nd extremely heavy ra infall events reported over stations
of Goa during the period January to December 2023

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Table 2.6
Very Heavy (115.6-204.4 mm) or extremely heavy rainfall (>= 204.5 mm) recorded over
stations of Goa during January – December 2023 #

(#: Rainfall figures are for past 24 Hrs. ending on 8:30 Hrs. IST of the date)

The location of impact occurred due to major extreme weather events in Goa during the year 2023 is shown
in Fig 16. The state experienced flood/heavy rains, lightning and Gale events during the year 2023.

Fig. 16: Locations of impact occurred associated with Major Extreme Weather Events
during 2023 (details provided in the Table 3)

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Table 2.7 Major extreme weather events during 2023 which caused los s of human lives occurred in Goa
Event Date Loss of Life Season Affected Districts
Floods/Heavy Rains (7 July) 1 Monsoon (June -Sept.) South Goa

The taluka-wise Estimated Economical Loss (in Lakhs) due to major extreme weather events during 2022 is
given in Fig 17.

Fig.17: Shows the taluka-wise Estimated Economical Loss (in Lakhs of Rupees) due to
major extreme weather events in Goa during 2022
(Source: O/o The Collector and District Magistrate, South Goa District, Disaster Management Cell, Go a)

Analysis of flood vulnerability in Goa

Flood vulnerability in Goa under current climate as well as under future climate is spatially mapped
using the high-resolution digital representation of orography based on SRTM Digital Elevation Model
(DEM), published by the CGIAR-Consortium for Spatial Information (http:// srtm.csi.cgiar.org), with a
cell size (spatial resolution) of 90 m, is used (Farr et al.2007, Reuter et al. 2007). On the basis of
elevation, Goa is categorized in multiple elevation zones, elevation zone of 0-5 meter (Figure 18) is
considered to be most vulnerable to flooding from multiple hazards including sea level rise, and
extreme precipitation events. The talukas of Salcete, Tiswadi, and Bardez most vulnerable to flooding
related hazards.

Figure18: Flood vulnerability map of Goa

Vulnerability assessment
The Intergovernmental Panel on Climate Change (IPCC) defines vulnerability as “the propensity or
predisposition to be adversely affected” 9, which encompasses the basic components of exposure,

9 Summary for Policymakers - IPCC-2014

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sensitivity, and adaptive capacity. Key sector-specific indicators have been utilized to assess the
sensitivity and adaptive capacity of the sector.
The coastal areas of the country, face grave risks due to climate change. There is the risk of cyclones
and tsunamis, the intensity of which is predicted to rise. Rising sea levels, which could flood land
(including agricultural land) and cause damage to coastal infrastructure and other property, pose
another threat.

Coastal Vulnerability: UNDP predicts, Goa stands to lose a large percentage of its land area, including
many of its famous beaches and tourist infrastructure, which are very significant to states' socio -
economic status. A one-metre rise in sea level, it is estimated, will affect 7 percent of Goa's population
and cause damage to the tune of Rs 8,100 crore.1 Because of this, it becomes essential to understand
the vulnerability to different parts of the 100km vast coastline of Goa.
The multi-hazard vulnerability
assessment of the coastline of Goa
carried out by NIO in 2014 provides a
reasonable assessment of coastal
flooding and inundation for Talukas
along the coast. This is accomplished
by using seven physical and geologic
risk variables characterizing the
vulnerability of the coast, including
historical shoreline change, rate of
relative sea-level change, coastal
regional elevation, coastal slope,
mean tidal range, significant wave
height, and geomorphology using
conventional and remotely sensed
data, in addition to two socio-
economic parameters: population
and tourist density data. The results
of this composite vulnerability index-
based study suggest that the 30 km of
Figure 19: Composite Vulnerability Index Source: ISRO
the coastline of the talukas of Salcete,
Bardez, and Tiswadi has a coastal regional elevation of fewer than 35 m and is at the highest risk due
to sea-level rise and flooding. Bardez and Salcete talukas have both experienced erosion rates of more
than 0.6 m/year while the erosion rate for Tiswadi was found to be above 0.3 m/year. These are also
the most populated talukas and most prominent tourist spots, furthe r increasing the risk of erosion in
these talukas.

Other Physical Vulnerability

The riverine water system of Goa and the creeks and backwaters are vulnerable to high -intensity
precipitation scenarios predicted for the state. The brackish water areas have very rich ecosystems and
exist along creeks and rivers. Some of them are protected by sluice and gate systems whereas others
are at the risk of ingress of saline water due to climate change. Groundwater extraction is not well
regulated and intrusion of groundwater is likely to increase saltwater intrusion into the groundwater
system. As the sea level rises this problem will be further exasperated. The high groundwater levels in
certain areas pose the challenge of water percolation capacity of the soil. Thu s, increasing the
vulnerability of these areas like Panaji.

Levels of Disasters:
Based on severity of the disaster, degree of material and physical losses and assistance requirements
different levels of disasters are being identified. The activation of the plan will be dependent on the
declared level of disaster.

Level 0 (L0) – This is a level during peace and normal times; time will be utilized for monitoring,
prevention and preparatory activities. Capacity building of key departments, mock rescue, reh earsals,
testing evacuation plans is rehearsed during this level. Similarly, response and recovery mechanisms
are reviewed at state, district, level.

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Level I (LI) – At this level, district machinery can manage the disaster; state and central governments
will monitor the progress and remain alert to activate other mechanisms if needed. General inundation,
crop losses, livestock losses, minor property losses and disrupted normal life due to disaster/incident.

Level II (LII) – At this level, active participation of state departments, mobilizing resources at the state
level and close monitoring in coordination with district machinery is warranted. Mobilizing rescue and
recovery teams consisting of paramilitary forces may be required at this level. In additio n to losses
identified in LI, human and livestock losses and substantial property losses such as damaged homes,
damaged infrastructure and isolation of an area due to the severity of the disaster are part of Level II.

Level III (LIII) – This is critical and highest level. State and district machinery would need active
assistance from the union government. Mobilizing rescue and recovery teams consisting of paramilitary
forces may be required at this level. Early warning mechanisms both at state and central government
play significant role in identifying situations that may be declared as Level III disasters. Similar levels of
losses are identified in LI and LII at higher proportions.

Activation of the plan would vary depending on the information received from competent agencies like
IMD, INCOIS, DGRE, FSI, etc. and on the level of disasters and intensity as identified; however, at all
levels, certain activities especially preparedness, prevention, mitigation and capacity building are round
the year functions.

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2.2 Hazard Risks and Vulnerabilities

2.2.1 Multi-Hazard Vulnerability

As per the definition adopted by UNISDR, hazard is 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 disruption, or environmental damage. Disturbance can be caused due
to occurrence of frequent hazards like earthquakes, fires, cyclones, terrorism, biological wars and
chemical explosions. When hazards connect with risk and vulnerabilities leads to the massive
destruction. Level of risk (high/medium/low) depends upon the various hazards for which any specific
area is prone to and/or also on the various physical, social -economic and institutional parameters. The
chapter has been covered into two parts. First part is covering hazard assessment and second part is
covering vulnerability and risk assessment on the basis of hazard assessment.
10The MHVM recorded 183.43 km2, with 10.71 percent of the North Goa district’s area being more
vulnerable when compared to South Goa. In
contrast, the South Goa district recorded a
57.32 km2 area of MHVM with 2.98% (Table
4). The higher MHVM area was recorded in
North Goa due to the Mandovi-Zuari
estuary system with a wide estuary mouth.
This suggests vulnerability in the vicinity of
the estuary-creek system. Fortunately, the
open coasts in North Goa recorded less
MHVM area. South Goa in the southern
parts also recorded large areas. Notably,
open coasts along North Goa have recorded
more areas under MHVM along the Margao
urban coasts being vulnerable.
Table 2.8. Area of MHVM recorded at each
district and their percentage with respect to Figure 20: MHVM map of Goa Coast
the district’s geographic area along the Goa coast.
District MHVM Area (sq. km) Percentage
North Goa 183.43 10.71
South Goa 57.32 2.98
Total 240.75
Source: INCOIS

10 COASTAL MULTI-HAZARD VULNERABILITY ATLAS by INCOIS HYDERABAD

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A combination and geographical factors like climate, geomorphology, drainage pattern, proximity to
the open sea etc. render Goa State prone to
a variety of natural disasters like floods,
cyclones, earthquakes, Tsunamis etc. As per
the all India seismic categorization, Goa falls
in Seismic Zone III which indicates that Goa
has a moderate damage risk due to
Earthquakes. A number of large and small
river systems drain the districts and the
gradient and topography of the region
combined with heavy monsoons and high
tide conditions cause flooding and water
logging in quite a few places in the State.
The occurrence of cyclones / floods,
however, is restricted to the monsoons
only. The impact of cyclonic winds is felt
towards the onset of the monsoons in April
Figure21: Cyclone Hazard Map (100 Year Return Period)
end and May and again towards the fag end
around September/October.
Disaster Risk = Hazard + Vulnerability
Disaster Risk = function (Hazard, Exposure, Vulnerability)
To reduce disaster risk, it is important to reduce the level of vulnerability and to keep exposure as far
away from hazards as possible by relocating populations and property. Growing exposure and delays
in reducing vulnerabilities result in an increased number of natural disasters and greater levels of loss.
(Asian Disaster Reduction Centre).

Hazard Assessment: In order to focus limited resources on to those areas of the state at risk, it is
necessary to understand the pattern of hazard activity precisely and put a quantitative probability to
the likelihood of occurrence of hazards. Information is available through newspaper clippings and
records maintained with the various government departments of the hazard prone areas in the State
with respect to various hazards has been documented for assessing the types of hazards probably
occurring in Goa.

Earthquake Hazard:
Goa falls in Seismic Zone III-Moderate Damage Risk Zone in the country, which indicates that Goa has
Medium probability for occurrence of earthquakes. Though Goa has not directly witnessed any
earthquake however, it has been affected by tremors from devastating earthquakes that occurred in
the neighbouring States like Maharashtra.
Table 2.9: History of Earthquake Occurrence
Disaster Type Year of Occurrence Impact
The tremors of the devastating 1967 Residential as well as public
earthquakes with magnitude 5.0 or structures, infrastructures were

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more that hit “Koyana” Maharashtra, damaged severely, although no

that affected life of people in Goa casualties were taken place
The tremors of the devastating 1993 Residential as well as public
earthquakes with magnitude 5.0 or structures, infrastructures were
more that “Latur” in Maharashtra, that damaged severely, although no
affected life of people in Goa casualties were taken place
Source: DMP AH&VS

Flood Hazard
If cyclonic winds are accompanied by heavy rainfall then there is possibility of flooding in low lying
areas, in Goa. The rainfall pattern is very heavy in the western Ghats which is over 180 inches and
gradually reduces towards the coastal plains. The rivers in the coastal plain are having tidal influence,
which retard the high flood water drainage during the high tides, there by leading to the flooding of the
low laying areas.
River Basins of the State of Goa:
There are 09 river basins in the State of Goa as indicated in the below Table
Sr. River Basin Length Catchment
No within the area in Sq
State kms
1. Terekhol 26.00 71.00
2. Chapora 32.00 255.00
3. Baga 10.00 50.00
4. Mandovi 52.00 1580.00
5. Zuari 145.00 973.00

6. Sal 40.00 301.00

7. Saleri 11.00 149.00

8. Talpona 32.00 233.00

9. Galgibag 14.00 90.00
Total 3702.00

 Major Rivers of the State are:

• Mondovi river
• Zuari river
• Chapora River
• Galzgibag river
Dams on River Basins:
Mondovi River Basins
• Anjunem irrigation project.
• Minor irrigation dam at Amthane. Panchawadi Dam
Zuari River Basins
• Major irrigation Salaulim, in Sanguem Tal. South
Goa
Chapora River Basins
 Tillari Dam located in Maharashtra State (Interstate
project)
Galgibag River
• Two minor irrigation dams Chapoli and Gawane are
located
Fig. 22: Flood Hazard Map (100 Year Return Period)

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Monitoring of Flood Prone Rivers:

The Water Resources Department has developed a network of flood forecasting stations and water
levels are monitored 24x7 during monsoon season for all the flood prone rivers. An automated SMS is
generated by the flood monitoring instruments indicating the flood levels like
Low flood – Water level between warning level and danger level
Moderate flood – Water level below 0.5m less than HFL and above danger level
High flood – Water level less than highest flood level but still with 0.5 m of the HFL
Unprecedented flood – Water level is equal and above highest flood level

Flood mitigation measures:

 The river basins of Mondovi and Chapora have history of flooding of the low laying areas.
 The regular flood areas are identified and demarcated.
 The flow in river is regularly monitored by the automated flood ministering stations located at
over 15 locations. Which generate alert signals and disseminate the same through SMS to all
the stake holders.
 Flood prevention / Protection measures for the areas which are frequented by the floods on
regular basis are in place. Structural measures like flood water pumping station, marginal
bunds, sluice gates are in place and monitored operated by staff 24 X7 during the monsoon.
 The dam gate operation schedule is in place to route the floods during the heavy rainfall.

How does the system work?

 The Control Room (at collector) informs the stake holders the information of the weather and
reverent information to the stake holders by phone, SMS and e-mail.
 When water level in any river reaches warning levels, the control room, concerned Sub -
divisional magistrates are informed about the situation and automated SMS is generated by
the gauging stations.
 Sirens and warnings are sounded / issued to the people in the low lying areas.
 The Authorities/Stakeholders departments go on alert, to attend the eventuality.
 Rise in the river level, dam level, heavy intensity rainfall, land slide, floods etc. are informed to
the control room, by the sub divisional staff at taluka headquarters to the Dy. Collector,
Panchayat etc., who in turn alters the stake holders.
 Men and material are kept on standby to handle eventuality.

Flood Observation Stations during Monsoons

No. of Stations :15 nos.

Sr. No. River Name of Location of flood observation Station

Basin River / Stream
I Madei River 1. Ganjem village, Ponda Taluka
Veluz River 2. Valpoi, Sattari Taluka
Virdi ,Gotolli Nalla 3. Near , Keri, Sattari
Madei Bicholim River 4. Near Shantadurga, School,
Bicholim River 5. Bridge near Kadamba Bus Stand
Valvonta River 6. Sanquelim Market, Sanquelim
Valvonta River 7. Near , Sanquelim
KhandeparRiver 8. Opa, Waterworks
II Kushavati River 1. At bridge on road taking off from Quepem-Margao
road near Paroda and leading to Avedem village
Bhiunsa Nalla 2. Culvert on NH-17 near Petrol Pump at Cuncolim,
Zuari
Salcete
Guleli River 3. Ghatia Pandu, 2 Kms downstream of Salauli dam
Kapileshwari Nalla 4. Near Kurtarkar Arcade, Behind Canara Bank
III Sal Sal River 1. At Mungul bridge on Margao-Colva road
IV Galjibag Galjibag River 1. At Loliem bridge on Poinguinim road
V Talpona Talpona River 1.At Galjibag bridge on Galjibag-Bhatpal road

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Figure 22 Identified & demarcated flood prone areas of the State

Fire Hazard: Fire hazards, include fires due to chemicals, LPG, explosives as well as short circuit of
electrical systems. The Directorate of Fire & Emergency Services provides timely assistance to the
people in distress. The Directorate of Fire and Emergency Services has prepared a team to form the
department contingent in the State Disaster Response Force. The contingent has alread y been trained
in Urban Search and
Rescue (USAR), Medical
First Responder (MFR),
Swift Water Flood
Rescue (SWFR), besides
the Basic Fire Fighting
and other related skills.
The Directorate collates
data on day-to-day basis
so as to provide
information and analyses on the status and scope of the various categories of incidents in the State of
Goa. The data highlights the past and current emerging trends in incidents that have occurred, including
property lost & saved, lives lost & saved etc.

Category Statistics Trend

Fires 4,108 in 2023 285% from 2003 ⬆

Emergencies 4,968 in 2023 314% from 2003 ⬆

Lives Lost (H) 131 in 2023 14% from 2003 ⬆

Lives Saved (H) 206 in 2023 69% from 2003 ⬆

Property Lost 85.24 Cr in 2023 1,526% from 2003 ⬆

Property Saved 259.40 Cr in 2023 257% from 2003 ⬆

Source: DF&ES

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Forest Fire Hazard:

Forest Fire reported in Goa in the past five years:
Forest fire in Goa is an annual phenomenon mostly during March to May. The deciduous forests
to semi evergreen forests present in both the district are impacted by the forest fire every year,
however, on a minor scale. Number of Fire incidence reported during the last five years and area
affected is tabulated as under:
Table. 2.10: Incidences of forest fires in past 5 years & Affected Area (in ha)
Year No of forest fire Incidence Area affected in Ha
2017-18 58 117.3
2018-19 34 98.22
2019-20 34 232.6
2020-21 46 87.37
2021-22 15 51.87
Total 187 587.48
Source: Goa Forest Department

Forest fire incidences and area affected in Goa between 2017-2022

250 232.6

200

150
117.3
98.22
100 87.37

58 51.87
46
50 34 34
15

0
2017-18 2018-19 2019-20 2020-21 2021-22

No of forest fi re Incidence Area a ffected in Ha

Fig.23: Forest Fire Area affected area in the past five years in Goa. Source: Goa Forest Department

During last five years, since 2017, a total of 187 forest fire affecting 587.48 ha area were reported. It is
observed that, anthropogenic factors like burning grass lands for pastoral and agricultural purpose,
burning of dry leaf litter in cashew plantations in order to facilitate e ase of collection of cashew fruits
from plantation floor are the primary causes for forest fire in the state of Goa. The matter of prime
concern is that most of the cashew orchards are either contiguous to Forest or Forest rights settlement
pockets inside forest areas, so the spread of fire to the forest is consequential and inevitable in such
situation. As seen from fire data of past five years no significant pattern or rising trend in forest fire
incidences is observed.

Forest Fire reported in Goa in the year 2023:

Sporadic fires were reported and detected all across the State including forests, private areas,
Communidade lands, plantations, revenue lands, etc. especially since 05 th March, 2023. Below are the
forest fire incidents reported in the State in the month of March 2023.
Table. 2.11: Forest fire incidence reported by divisions between 4th March to 15th March 2023
S.No. Division No of fire incidences Area affected in Ha
1 North Goa Forest 19 119.8
2 South Goa Forest 16 62.5

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3 North (WL & ET) 25 143.013

4 South (WL & ET) 8 84.5
5 Social Forestry 1 5.0
6 GFDC 5 4.325
Total 74 418.138
Source: Goa Forest Department

Forest fire incidences and area affected in Goa in 2023

119.8 143.1
140
120
100 84.5
80 62.5
60
40 19 24
16
8 4.325
20 1 5 5
0
North T South T North South Social GFDC
(WL ) (WL ) For

No of fire incidence Area affected

Fig 24: Number of fire incidence &Area affected in different division 4th to 15th March 2023
Source: Goa Forest Department

Figure 25: Ma p i ndicating forest fire i ncidences reported i n Goa in 2023

Source: Goa Forest Department

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Heat Wave: Based upon the increasing trend of temperatures in the State especially in the months of
March to May, both North & South Goa districts are experiencing the Heatwave like conditions or
discomfort with temperature ranging from 33-35˚C.

Cloud Burst: Though it is not a regular hazard affecting Goa, it did occur in last decade affecting some
parts of Canacona taluka.

Thunder Storm & Squall: The summer season lasts from mid-March to the end of June, with average
maximum and minimum temperatures of 32˚C to 40˚C; it is characterized by frequent thunderstorms
and squalls, which are most frequent in April and May.

Epidemics Hazard: In Goa, preventive, and curative livestock and poultry health is being looked after
by the department of A.H. & V.S. There are Hospitals, Dispensaries, sub centers supplementing the task.
With the view of detecting epidemics at the earliest, a Disease Investigation Unit has been established
under the Directorate of A.H. & V.S. Therefore, the incide nce of epidemics is negligible over last 15
years.

Road & Rail Accidents: The areas in the vicinity of the Konkan and Western Rail lines are vulnerable to
railway accidents across North and South Goa. Besides, the State is experiencing the increasing tren d
to road accidents. As per the monthly report issued by the Directorate of Transport for the month of
September 2023, 227 road accidents were reported, out of which 14 were Fatal Accidents (North Goa
– 06 and South Goa –08).

Industrial Hazards: Industrial accidents may occur as a result of natural phenomena, such as
earthquakes, forest fires etc., however, most accidents occur as a result of human activity leading to
accidental or deliberate harm. Although there are a number of different definitions of t hese accidents,
the most practical appears to be as follows: any incident connected with an uncontrolled development
(such as leak, fire and / or explosion) of an industrial activity involving a serious immediate or delayed
hazard to man and / or the environment.

CBRN Disaster: Goa being a tourist State is also under the threat of any form of conventional and
contemporary warfare. CBRN threats could be one of the major potential hazards in Goa. With respect
to probability of emergencies due to Nuclear Hazards, the nearest Nuclear Power Plant-NPP is Kaiga
Generating Station in Uttar Kannada District of Karnataka State which is approximately 200 km away
from Goa. There is high threat of biological disaster caused due to bioterrorism. The threat of chemical
attack and chemical disasters caused by hazardous units may not be very high. To address to any Risk
posed by CBRN Emergencies, Government of Goa in collaboration in NDRF and NDMA, conducts the
preparedness and capacity building trainings/mock drills and accordingly, 03 Officials from Directorate
of Fire and Emergency Services have been trained in CBRN Emergency Management by Department of
Atomic Energy-DAE Mumbai. Besides, 02 Basic Trainings on CBRN Emergency Management for Airport
and Seaport Emergency handlers were conducted by Goa SDMA in collaboration with NDMA and DAE
at Manohar International Airport Mopa, North Goa and Mormugao Port Authority Vasco, South Goa.

Terrorist attacks and bomb blasts: Goa being a peaceful and touristic place is also under the threat of
any form of conventional and contemporary warfare. History perceives that generally terrorist attacks
takes place in important government building, air ports, cantonment areas, historical monuments,
populous places and important public gathering etc. Many events of bomb-blasts and terrorist attacks
across India give an insight towards the importance of this issue.

Around 30 odd types of disasters have been identified and they are grouped into 5 broad categories:
1) Water and climate related disasters – drought, flood, cyclone, heavy rains, cloudburst, gale
wind, whirlwind, tornado, hailstorm, lightening, Tsunami, heat wave etc.
2) Geologically related disasters – earthquakes, volcanoes, landslide etc.

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3) Chemical, Industrial and Nuclear related disasters.

4) Accident related disasters like air crash, rail collision etc.
5) Biological disasters.

The table 2.12 illustrates the number of potential threats and the elements at risk during the disaster
expected in the State:
Table 2.12: Number of potential threats and the elements at risk.
Hazard Risk
Floods Everything located in flood plans. Crops, livestock, machinery, equipment ,
infrastructure, weak buildings, their contents, people, local economy.
Earthquakes Weak buildings, their occupants and contents, machinery, equipment ,
infrastructure, human lives, dairy and poultry infrastructure and livestock
Landslides Anything located on or at the base of steep slopes or cliff tops, roads,
infrastructure, buildings on shallow foundation, human lives, crops,
vegetation, dairy and poultry infrastructure and livestock.
Cyclone Damage to the buildings, infrastructures, crops, vegetation,
telecommunication / power lines, roads, dairy and poultry infrastructure and
livestock. etc.
Tsunami Everything located in the coastal areas upto 500 mts -1 km belt.
Source: DMP AH&VS

Hazard Profile:
Generally, Goa is prone to natural hazards such as flood, oil spills and cyclone. Considering the hazard
potential and existing vulnerabilities in the State, it has become very crucial to enhance the
preparedness level, especially at the Departmental level. The frequent disasters lead to erosion of
developmental gains and restricted options for the disaster victims. Physical safety, especially of the
vulnerable groups, is routinely threatened by natural hazards. Cyclones in recent years in the State,
have very clearly illustrated the need for multi-hazard prevention, response and recovery plans for
natural hazards so that threat to human life and property is minimized. The State is primarily
responsible for the management of natural and human-caused disasters at the state level and has a
shared responsibility with the Government of India for preparedness and for identified catastrophi c
disasters.

Vulnerability Analysis: The vulnerability of a particular element of society is defined as the degree of
loss which is would suffer as a result of a specific hazard event. The nature of vulnerability and its
assessment vary according to whether the element involved represents people and social structures,
physical structures, or economic assets and activities. The vulnerability of an area is determined by the
capacity of its social, physical and economic structures to withstand and respond to hazard events.
Certain groups of people, types of physical assets and economic activities can be particularly vulnerable
or susceptible to damage. The concept of vulnerability implies a measure of risk combined with the
level of social and economic ability to cope with the resulting event in order to resist major disruption
or loss. Vulnerability is thus the liability of a community to suffer stress, or the consequence of the
failure of any protective devices and may be defined as the degree to which a system or part of a
system, may react adversely to the occurrence of a hazardous event.
Table 2.13: Taluka wise Multi Hazard Vulnerability (Levels of Severity)
Taluka Cyclone Flood Landslides Earthquake Chemical Soil Nuclear and Drought
& Mining Erosion Radiological
P ernem H H L L L L L L
Bardez H H M L L L L L
Tiswadi H L L L L L L L
Bicholim L H H L L L L L
Sattari L L H L L L L L
P onda L L L L H L L L
Dharbandora L L L L L L L L
Murmugao H L L L H L L L

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 State Disaster Management Plan-2024

Salcete H L M L L L L L
Q uepem L L H L L L L L
Sanguem L L H L L L L L
Canacona H H M L L L L L
Source: DMP AH&VS

Multi Hazard Risk Assessment

In Goa however transport accidents are quite frequent, though no statistics were available with the
Government of Goa to validate these claims. However, there have been rare casualties that have
occurred due to the accidents of the Hazchem vehicles, for instance an accident that occurred in 1992 -
93 wherein a Hazchem tanker carrying Chlorine met with an accident leading to a leakage of the toxic
gas and affecting some residents who were around the place of the accident including the firefighting
personnel who had to be hospitalized. There has also been an instance where in a tanker fell into a field
that was being cultivated and as a result of the leakage of the Chemical which was corrosive in nature
the land became infertile for cultivation.

Due to strict implementation of Industrial Policy and pollution control norms, the multiple hazard risk
in Goa is very low. Besides rising temperatures and sea levels, climate change is increasingly leading to
extreme rainfall, floods and cyclone to occur a t the same time in the country. For this, synergy of all
the departments should come together towards mitigation and risk reduction.

Goa is exposed to several climate risks like loss of land due to erosion, l oss of life, livelihood, the
outbreak of disease, damage to buildings, drainage, and other infrastructure. It is also exposed to sea -
level rise, storms, high-speed wind, altered runoff, changed wave pattern and sea temperature in
addition to the other threats like rainfall and temperature profile changes. The characteristic of states
other natural and geographical features like Rivers, Khazan Lands, soil type, and moisture and flora and
fauna will result in unique or varied results in different climate scenarios.
The Canacona flash flood is one such event experienced by the state of Goa on 2nd of October, 2009.
It was found that these flash floods were directly related to about 271 mm of rain that fell in a short
span of 7 hours, resulting in flooding of Talpona and Galjibag Rivers. Due to continuous rainfall in the
monsoon season, the soil on slopes was saturated. As a result, on steep slopes with altitude above 300
m, the cascading water led to mudslides. At altitudes of about 50 m or more, agricultural an d
horticultural areas were submerged and cattle were washed away. At lower altitudes (about 50 m or
less), where the topography is flatter, accumulation of water submerged buildings, and as the water
made its way towards the sea, the flow destroyed houses and commercial establishments, particularly
those that were weak (mud houses, for example). There are no records to suggest the precedence of
such a rainfall scenario in the past. It is interesting to note that the flooding on 2 October 2009 was
unprecedented in recorded history, but the total daily precipitation on that day is not. Hence, it implies
that similar rainfall can have different risk profiles depending upon the month in which it occurs.

Cyclone vulnerability
Only coastal belt of Goa is vulnerable to Cyclones. When cyclones and resulting floods occur, the loss
of infrastructure, life of livestock, fodder crops and irrigation infrastructure for the same, due to severe
inundation and cyclonic damages is significant in the coastal belt of Goa. It also affects the animals
directly and indirectly. Probability of electrocution due to snapping of overhead electrical conductor
wires is very high.

Flood vulnerability
Floods in Goa have caused loss to the human lives, livestock, damaged homes and caused crop
destruction over the decades. Infrastructure damage due floods is well recorded. The Valvanti,
Chapora, Kushawati and Talpona rivers have well-defined stable courses; their natural and manmade
banks are capable of carrying flood discharges except when the water is let out from the overflowing
dams of Tillari and Anjunem. Because of lacklustre attitude of the community, unplanned growth, lack
of maintenance of natural tanks and improper upkeep of drainage systems, floods have been construed
as natural although in reality they are human-induced. Traditionally, flood problem in Goa had been
confined to the spilling of smaller rivers and the submersion of marginal areas in Pernem, Bicholim,
Sattari, Bardez, Canacona, Quepem and Sanguem. However, the drainage problem in the municipal
areas of the State has deteriorated in the last couple of decades, thereby multiplying the destructive
potential of increasing flood hazards.

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Table 2.14: Flood Prone Areas North Goa: Source: DDMA North Goa

BBARDEZ TALUKA
Sr. No. Name of the Saza / Village Place
Juvemwaddo (Island), Wadivaddo, Madad waddo,
1 Nadora
Kodxe waddo
Bank of Chapora river at Revora, Tankwaddo at Revora
2 Revora

Bank of Chapora river at Camurlim, Tarwaddo,

3 Camurlim
Barvanwaddo
Khajinwaddo, Tarwaddo, Chicalim, Part
4 Colvale
of Voizavaddo

TISWADI TALUKA
Sr. No. Name of the Saza /Village Place

1 St Cruz Cacra, St. Cruz Near Four Pillar

2 St. Estevam Akhada, Jua
3 Chorao Chodan

4 Goltim Navelim Divar

5 Curca-Bambolim-Talaulim Nauxim, Santana
6 Cumbharjua Gawant
7 Azossim Mandur Mandur
8 Panaji Altinho, Mala, Panaji, Kamara Bhat, Taleigao

BICHOLIM TALUKA
Sr. No Name of the Saza/ Village Place
01 Harvalem Supachepudh
02 Bicholim Gaonkarwada, Pirachikond, Katarwada
03 Sal Near Mahadev Bhumika temple Khalchawada Sal
04 Latambarcem Bhatwadi Nanora
05 Amona Mestwada, Kharwada
06 Sanquelim Maulinguem South, Sanquelim Municipal
Market, Muzavarwada
07 Virdi Ghadiwada Gaonkarwada Virdi
08 Gauthan Khalchawada Gauthan
09 Pilgao Bagwada Pilgao
10 Pale Bhamai
11 Surla Deulwada (near siddheshwar temple surla)
12 Karapur Codal, Vithalapur
13 Ona Maulingae Saterkarwada,Paltadwada
14 Curchirem Kelmelkarwada
15 Naveli Madhlawada Maina, Pavlar Naveli
PERNEM TALUKA
Sr. No. Name of the Saza /Village Place
1 Dhargal Shirgal
2 Ibrampur Ibrampur, Hedus
3 Casarvornem Casarvornem
4 Chandel Chandel
5 Allorna Hassapur, Allorna Talarna, Bailapar, Khutwal

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6 Ozori Sangavwada

SATTARI TALUKA
Sr. No. Name of the Saza /Village Place
1 Pissurlem NIL
2 Nagargao NIL
3 Mauxi NIL
4 Keri Ghoteli
5 Guleli Kankire, Melauli, Dhamse
6 Valpoi Velus, Nanus
7 Bhironda Savarshe, Padeli
8 Morlem Gimaiwada
9 Sanvordem Sonal
10 Cotorem Khadki,
11 Poriem Near Bhumika Temple
12 Dongurli NIL
13 Honda NIL

Table 2.15: Flood Prone Areas of South Goa: Source: DDMA South Goa

Taluka V.P. Areas Vulnerable Households Expected time Expected Duration

Vulnerable likely to be of floods time of
affected Ending
Salcete
Paroda- Zuna Bazar & Paroda 04 As per weather - -
Salcete Mullem Bazar forecast
Cuncolim Cuncolim 04 As per weather -
forecast
Mormugao
Mormugao Nil Nil Nil Nil Nil Nil
Ponda
Ponda Usgao - Sonarbag, Kantor, 301 During High After 48 Two day
Ganjem Godegal, Parsol, Tide hours
Tankwada, Mharvapaz,
Tiral, Meditembi,
Kerwada,
Gonkarwada,
Panchwda.
Betora - Saterimol, Zamblimol, 57 During High After 48 Two day
Nirankal Kumbharwada, Codar Tide hours
Betqui- Bagwada, Wadiwada, 50 During High After 48 Two day
Candola Gaonkarwada, Tide hours
Jalmiwada, Kurduwada,
Jaidwada
Savoi- Madakwada, Kawangal, 86 During High After 48 Two day
VeremVaghur Vaghurme, Kanakwada, Tide hours
me Bandwada,
Volvoi Sateribhat, Inambhat, 55 During High After 48 Two day
Kamatwada, Deulwada, Tide hours
Fondchebhat, ,
Metwada,
Haliwada

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Curti- Kadsal, Murdi, Gauthan, 62 During High After 48 Two day

Khandepar Nallakond Tide hours

Borim Near Sakav at Paniwada - - - -

Quepem
Quepem Nil Nil Nil Nil Nil Nil
Sanguem
Sanguem 1) Sanguem 1) Dando, One In the Month of 4 to 5 hrs 4 to 5
Municipality 2) July, Incase of after rain Hrs
Nandurle, LIS(Quinamol) Incessant recedes
Along river bank rains for 2 to
3 days

2) Uguem Along river bank Nil In the Month of 4 to 5 hrs 4 to 5

Panchayat July, iIncase of after rain Hrs
Incessant rains recedes
for 2 to 3 days
3) Bhati Valshe bridge and along Nil In the Month of 4 to 5 hrs 4 to 5
Panchayat Valshe river banks, July, iIncase of after rain Hrs
Potrem & Valkini Incessant rains recedes
for 2 to 3 days

4) Kalay Khutkarwada, Nil In the Month 4 to 5 4 to 5

Panchayat Pimpalquina, Devnamol of hrs Hrs
& July, iIncase of after
Duckercond Incessant rains rain
for 2 to 3 days recedes
Canacona
Canacona Shristal Bhatpal&Arthafond App.10 July, August, 12 Hours 3 Days
Nos September &
October.
Canacona Loliem Maik, Iddar, Mashem App.10 July, August, 12 Hours 3 Days
Nos September &
October.
Poinguinim Colsor, Talpana, App.30 July, August, 12 Hours 24
Galgibag, Nos September & Hours
Sodolxem, Mudkud October.
Nag-Pal Kindlem, Margan, App.15 July, August, 12 Hours 24
(Municipality Paneyfond Nos September & Hours
) October.
Dharbandora
Dharbandora V.P Daukon, 25 In the month July/ One day
Dharbandora of July/ August August

V.P. Aglot 25 In the month July/ One day

Sacordem of July/ August August

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Table 2.16 The Landslide Prone areas in Talukas of North Goa District Source: DDMA North Goa
Sr. No. Taluka Disaster prone areas Vulnerable to Landslide with Survey Number and Location
1 Tiswadi 1. Altinho, Panaji:
Chalta No. 1 PT Sheet No. 123
Chalta No. 1, 2, 41, 34, 45, PT Sheet No. 122
2. Maruti Gad, Panaji:
Chalta No. 1, 2, 3, 4, 5, 6, 7, 8, 9, 12 13, 14, 15, 22, 23, 24, 25, 27, 28, 29, 30, 31, 32, PT
Sheet No. 105
2 Bardez Nil
3 Bicholim 1. Mulgao, Sy. No. 116 & 117
2. Naroa road from Deulwada Naroa to Pilgao village. Sy. No. 151.
4 Pernem 1. Kiranpani at Paliem Sy. No. 218/0
2. Vaidongar at Parcem Sy. No. 55/1, 75/4
3. Mahakhajan at Dhargal road Sy. No. 10/1, 2, 3
5 Sattari 1. Chorla Bealgaum Road Sy. No. 80/0 Charavane Village Satre

Table 2.17: The Landslide Prone areas in Talukas of South Goa District Source: DDMA North Goa
Taluka VP/ Areas vulnerable Households likely Expected Intervention
Municipality to be time needed
vulnerable affected
SALCETE
Salcete Raia House of Mrs. one June to Retaining wall to
Fransquina August be constructed
Mascarenhas,
H.No.1306/A,
Damon(E) Raia
Velim 1. Rangallim NIL NIL Retaining wall
Velim constructed

2.Behind the
house of Caitano
Pinto
(Zoriwado)

3.Behind the
house Santan
Pinto
(Zoriwado)
MORMUGAO
Mormugao Municipality 1) Opp Goa Opp Goa June to Retaining wall to
Vasco Shipyard Shipyard August be constructed

Vaddem Vaddem
Approx 11
Municipality 2)Behind 01 house & June to Retaining wall to
Vasco Shalom Abode residency August be constructed
building
Vollant Vasco
Municipality 3) Kamat Building and June to Retaining wall to
Vasco Road affected August be constructed
Residency Near
Lake Maimollem
Municipality 4) Merces Approximately June to Retaining wall to
Vasco Vaddem & 04 houses August be constructed

Maimollem affected

Mormugao Municipality 1) Bharatline & Approximately June to Retaining wall to

Mormugao Desterro August be constructed

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15 houses
affected
Municipality 2) Bogda Approximately June to Retaining wall to
Mormugao 15 houses August be constructed
affected
Municipality 3) Rumdawada Approximately June to Retaining wall to
Mormugao 25 houses August be constructed
affected

Municipality 4) Jetty & Sada Approximately June to Retaining wall to

Mormugao 20 houses August be constructed
affected
Municipality 5) Harbour Approximately June to Retaining wall to
Mormugao 18 houses August be constructed
affected
PONDA
NIL NIL NIL NIL NIL

QUEPEM
NIL NIL NIL NIL NIL

SANGUEM
NIL NIL NIL NIL NIL

CANACONA
NIL NIL NIL NIL NIL

DHARBANDORA
NIL NIL NIL NIL NIL

Drought vulnerability
While drought is an insidious hazard of nature, it originates from a deficiency of the precipitation that
persists long enough to produce a serious hydrologic imbalance. Drought should be considered r elative
to some long-term average condition of balance between precipitation and evapo-transpiration (i.e.,
evaporation and transpiration) in a particular area. Fortunately, the State of Goa has average rainfall of
around 125 inches per annum thereby safeguarding the State from possibility of drought situation in
near future.

Heat waves vulnerability

A heat wave is a climatological extremity involving abnormally higher temperature relative to the
normal during months of April-May. The highest temperature recorded in Goa in summer is around 40
degrees centigrade. Till date no casualty is recorded in Goa due to Heat wave. However, the rise in
average temperatures during summer is seen in last decade. Heat wave advisory is seen at Annexure
IV.

Hazard seasonality matrix:

Based on long period data of recurrence, the seasonality matrix of hazardous phenomena in Goa is given
in Table 2.18:
Table 2.18: Hazard Seasonality Matrix
Hazard Type Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Flood
Cyclone
Landslide
Heatwave/Sunstroke/Sunburn
Coastal Erosion
Gusty Winds
Lightning
Epidemics
Earthquake

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Tsunami
Anthropogenic hazards

Table 2.20: Hazard Profile of Goa

Sr. No. Hazard Vulneability
1. Earthquake The State of Goa falls under Seismic Zone III (Moderate Damage
Risk Zone as per MSK VII) under the Seismic Zonation Map of India.
2. Floods All Low-lying areas of the State are prone to floods. Upper
catchments of all the tributaries of the Mandovi and Zuari rivers
are prone to flash floods.
3. Landslides Approximate 15% of the land area of India is susceptible to
landslide out of which 0.09 million sq. km come under Western
Ghats and Konkan hills including Goa.
4. Windstorm Occasional wind storms in different parts of the State in the pre-
monsoon season resulting tree fall destroying roof-tops and crops.
5. Fires/Forest fire All densely populated habitations across the State are prone to fire
incidents. As per Directorate of Fire & Emergency Services Goa, the
trend of the fire incident has increased to 285% since 2003. In the
year 2023, 4,108 No. of fire incidents were reported in the State. In
addition, rate of forest fires has also increased in the State
especially during the dry spells in Summer season.
6. Rail & Road The areas in the vicinity of the Konkan and Western Rail lines are
Accidents vulnerable to railway accidents across North and South Goa.
Besides, the State is experiencing the increasing trend to road
accidents. As per the monthly report issued by the Directorate of
Transport for the month of September 2023, 227 road accidents
were reported, out of which 14 were Fatal Accidents (North Goa –
06 and South Goa –08).
7. Cloudbursts/ The whole State of Goa is vulnerable to
Thunderstorms/ Cloudbursts/Thunderstorms/Lightening especially during the
Lightening Monsoon season.
8. Human induced Both North and South Goa districts are vulnerable to human
disasters induced disasters including but not limited to drowning incidents;
landslides (mining areas), boat capsizing, aircraft accidents,
terrorism/stampede/riots.

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Chapter-3
Coherence and Mutual
Reinforcement of Three Post-
2015 Global Frameworks for
DRR

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3 Coherence and Mutual Reinforcement of Three Post-2015

Global Frameworks for DRR

3.1 Background
The Post-2015 goals and agenda are set forth in the three landmark global agreements reached in 2015 –
the Sendai Framework for Disaster Risk Reduction (Sendai, Japan, March 2015), Sustainable Development
Goals (UN General Assembly, New York, September 2015) and Climate Change Agreement (Conference of
Parties, COP21, Paris, December 2015). The three documents set the stage for future global actions on DRR,
sustainable development and climate change. These three agreements have created a rare but significant
opportunity to build coherence across different areas having several shared or overlapping concerns. Taken
together, these frameworks represent a nearly complete agenda for building resilience, as that requires
action spanning development, humanitarian, climate change impacts and disaster risk reduction. India is
committed to these global frameworks and the government of India has taken various measures for
realization of the goals through involvement of government, private sector and the non -government
organisations.

The agreements represent a major turning point in the global efforts to tackle existing and future challenges
in all countries. Specific emphasis is apparent to support resilience-building measures, and a shift away from
managing crises to proactively reducing their risks. The agreements have varying degrees of emphasis on
sustainable development, DRR, resilience and climate change. An important element in the Sendai
Framework is to mutually reinforce with the other post-2015 global agendas by deliberately pursuing
coherence across and integration of DRR, sustainable development, responses to climate change and
resilience. In keeping with the global trends and priorities, the NDMP has also been restructured to ensure
coherence and mutual reinforcing of the national initiatives in the domains of DRR, sustainable development
and the responses to meet challenges of global climate change.

Disaster Risk Reduction Post-2015

Post 2015, there has been a dynamic shift from the approach of Managing Disasters to Managing Risk. The
three landmark global agreements viz. – the Sendai Framework for Disaster Risk Reduction 2015-30
(SFDRR), Sustainable Development Goals (SDG) and the Paris Agreement (CoP 21) set the stage for future
global action on Disaster Risk Reduction (DRR), sustainable development and climate change.
3.2 Sendai Framework of Actions for Disaster Risk Reduction 2015-2030
The Sendai Framework for Disaster Risk Reduction 2015-2030 (SFDRR) was adopted at the Third United
Nations World Conference on Disaster Risk Reduction held in Sendai, Japan in March 2015. The SFDRR is
document which outlines 04 priorities for action to achieve 07 targets, which in turn would lead to one
outcome that is- substantial reduction of disaster risk and losses in lives, livelihoods, health, economy of
persons, businesses, communities and countries.

3.2.1 The Four Priorities for Action: -

The four priorities for action under the Sendai Framework are:
1. Understanding Disaster Risk
2. Strengthening Disaster Risk Governance to Manage Disaster Risk
3. Investing in Disaster Risk Reduction for Resilience
4. Enhancing Disaster Preparedness for Effective Response and to “Build Back Better” in Recovery,
Rehabilitation and Reconstruction
India is a signatory to the Sendai Framework for a 15-year, voluntary, non-binding agreement which
recognizes that the State has the primary role to reduce disaster risk, but that responsibility should be
shared with other stakeholders including local government, the private sector and other stakeholders. India
will make its contribution in achieving the seven global targets set by the Sendai Framework (Fig 3-1):

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Figure 3-1: Sendai Framework for Disaster Risk Reduction - 7 Global Targets

The Seven Global Targets are: -

(A) SUBSTANTIALLY REDUCE:

1. Global Disaster Mortality: Substantially reduce global disaster mortality by 2030, aiming to lower the
average per 100,000 global mortality rate in the decade 2020-2030 compared to the period 2005-2015

2. Number of People affected: Substantially reduce the number of affected people globally by 2030, aiming
to lower the average global figure per 100,000 in the decade 2020-2030 compared to the period 2005-2015

3. Economic Loss in Relation to GDP: Reduce direct disaster economic loss in relation to global gross
domestic product (GDP) by 2030
4. Damage to Critical Infrastructure and Service Disruption: Substantially reduce disaster damage to critical
infrastructure and disruption of basic services, among them health and educational facilities, including
through developing their resilience by 2030

(B) SUBSTANTIALLY INCREASE:

5. Number of countries with DRR Strategies: Substantially increase the number of countries with national
and local disaster risk reduction strategies by 2020

6. International Cooperation to Developing Countries: Substantially enhance international cooperation to

developing countries through adequate and sustainable support to complement their national actions for
implementation of this Framework by 2030

7. Multi-Hazard Early Warning Systems: Substantially increase the availability of and access to multi-
hazard early warning systems and disaster risk information and assessments to the people by 2030.

3.3 Sustainable Developmental Goals

The Sustainable Development Goals (SDGs), also known as the Global Goals, were adopted by all United
Nations Member States in September 2015 as a universal call to action to end poverty, protect the planet
and ensure that all people enjoy peace and prosperity by 2030.

The 17 SDGs are integrated- that is, they recognize that action in one area will affect outcomes in others,
and that development must balance social economic and environmental sustainability. They recognize that
ending poverty and other deprivations must go hand in hand with strategies that improve health and
education, reduce inequality, and spur economic growth- all while tackling climate change and working too
preserve our oceans and forests. In strong commitment by all stakeholders to implement the global goals.

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Figure 3-2: Seventeen Sustainable Development Goals

The possibilities of attaining SDGs are jeopardized because disasters undermine economic growth and social
progress. No country or sector is immune to the impacts of natural hazards, many of which – the hydro-
meteorological – are increasing in frequency and intensity due to the impacts of climate change. While
necessary and crucial, preparing for disasters is not enough, to realise the transformative potential of the
agenda for SDGs, all stakeholders recognize that DRR needs to be its integral core. Progress in implementing
the Sendai Framework contributes to the progress of attaining SDGs. In turn, the progress on the SDGs helps
to substantially build resilience to disasters. There are several targets across the 17 SDGs that are related to
DRR. Conversely, all seven global DRR targets of the Sendai Framework are critical for the achievement of
the SDGs.

Figure 3-3: Coherence and mutual reinforcement of SDGs and Sendai Framework
Resilience is acknowledged both explicitly and implicitly in the SDG targets. The vision set out in the SDGs –
for people, planet, prosperity and peace – will inevitably fail if shocks and stresses are not addressed. The
pledge that ‘no one will be le􀅌 behind’ requires a specific focus on the poorest and most vulnerable people,
which is a key challenge: up to 325 million extremely poor people are likely to be living in the 49 most hazard
prone countries by 2030. A focus on strengthening resilience can protect development gains and ensure
people have the resources and capacities to better reduce, prevent, anticipate, absorb and adapt to a range
of shocks, stresses, risks and uncertainties. Fig. 3-3 depicts how the coherence and mutual reinforcement
of the SDGs and Sendai Framework are reflected in outcomes and targets.

3.4 COP21 Paris Agreement on Climate Change Action and Disaster Risk Reduction
The Paris Agreement was adopted on 12 December 2015 at the Twenty-first session of the Conference of
the Parties (COP21) to the United Nations Framework Convention on Climate Change (UNFCC) held
in Paris from 30 November to 13 December 2015. The agreement builds upon the UNFCCC and brings
together all nations into a common cause to undertake ambitious efforts to combat climate change and
adapt to its effects, with enhanced support to assist developing countries to do so (Fig. 3-4). The
agreement aims at “holding the increase in the global average temperature to well below 2°C above pre-
industrial levels and pursuing efforts to limit the temperature increase to 1.5°C above pre - industrial levels,
recognizing that this would significantly reduce the risks and impacts of climate change”. Article -7 dwells on
establishing “the global goal on adaptation of enhancing adaptive capacity, strengthening resilience and
reducing vulnerability to climate change.

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Figure 3-4: Main elements of the COP21, Paris Agreement on Climate Change
The major goals adopted in the agreement are:

i) A consensus on adopting the long-term goal of keeping the increase in global average
temperature to well below 2°C above pre-industrial levels
ii) Aim to limit the increase to 1.5°C, since this would significantly reduce risks and the impacts of
climate change
iii) Accepting the need for global emissions to peak as soon as possible, recognising that this will
take longer for developing countries and
iv) To undertake rapid reductions of emissions in accordance with the best available science
adaptation seek to address (Fig. 3-5). The regions already exposed to climate-related hazards and effects
will be at greater risk due to a projected increase in the frequency and/or intensity of those hazards and
effects because of global climate change.

Figure 3-5: Common concerns of climate change adaptation and disaster risk reduction
The agreement aims to strengthen the ability of countries to deal with the impacts of climate change.
To reach these ambitious goals, appropriate financial flows, a new technology framework and an enhanced
capacity building framework will be put in place, thus supporting action by developing countries and the
most vulnerable countries, in line with their own national objectives. The agreement also provides for
enhanced transparency of action and support through a more robust transparency framework. It requires
all signatories to make the best efforts through “Nationally Determined Contributions” (NDC) and to
strengthen these efforts in the years ahead.

3.5 Coherence and Mutual Reinforcement—Thematic Area for DRR

The presence of risk multipliers is a threat to the success of all development frameworks and coping with
risks is a central to sustainable development. Given the changes in human demographics and trends in
development, impact of climate change (which disproportionately affects the poorest and most vulnerable
people), and increasing exposure to disaster risks, there has never been a greater need to enhance
coherence and coordination among all the major global initiatives to reduce risks, vulnerability to hazards
and enhance resilience. This coherence will serve to strengthen existing frameworks to cope with risks and
enhance the resilience for multiple hazards. It will promote governance systems to manage disaster risks
aggravated by climate change impacts and make development resilient to various disaster risks.

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Effective reduction of losses and risks from natural hazards and climate extremes requires integrated actions
at different levels of governance. One of the greatest challenges is of creating institutional convergence that
integrates global goals emanating from these agreements. Disaster risk reduction (DRR) and Climate Change
Adaptation (CCA) are part of key agendas being considered in all these recent global agreements. All three
agreements share a common aim of making development sustainable. Strong commitment to ambitious
goals and accelerated implementation of these international agreements must be a global priority. Given
the complementarities between the post - 2015 agendas, leveraging the total impact of these instruments
creates shared value. Efforts must be deployed to ensure that each of them do not build in “policy risks” or,
contradictory policies, that generate more - rather than less - risk in development. Taken together, the
different priorities, targets and actions in the three frameworks constitute a more comprehensive resilience
agenda than when implemented independently without mutual rei nforcement because building resilience
requires action that spans the multiple domains of development, humanitarian initiatives, responding to
climate change and disaster risk reduction.

Figure 3-6: Post-2015 Global Frameworks—Coherence and Mutual Reinforcement within National Efforts

Ideas on ensuring coherence and mutual reinforcement across the global frameworks on development,
disasters and responding to climate change covering almost every aspect of society and all sectors of
economy are at an early and incipient phase. Enhancing resilience is the overarching theme as far as disaster
risk reduction is concerned. All these discussions make it quite clear that these tasks cannot be separated
from the mainstreaming of risk reduction although it is an idea that predates the concepts of coherence and
mutual reinforcement across the global frameworks. The ideas of coherence and reinforcement across
frameworks expand the scope of mainstreaming beyond how it was envisaged earlier (Fig. 3-6). The ways in
which coherence and mutual reinforcement are envisaged for SDGs and Sendai Framework is depicted in
Fig. 3-7. Similarly, that for SDGs and COP21 Paris Agreement on climate change actions is depicted in Fig. 3-
8. The measures envisaged for ensuring coherence and reinforcement will be discussed in the chapter on
mainstreaming. The India’s national initiatives relevant for DRR across the three Global Frameworks are
summarised in Table 3-1.

Figure 3-7: Envisaging coherence and Mutual Reinforcement of SDGs and Se ndai Framework

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Figure 3-8: Envisaging coherence and mutual reinforcement of SDGs and COP21 for climate change action

Table 3-1: India’s national initiatives relevant for DRR across the three Global Frameworks
Sendai – Global Sustainable COP21 – Paris National Initiatives
Targets Development Agreement on Climate Relevant to DRR
Goals Change
1. Substantially reduce SDG 1, 2, 11, 13  Changes in the pattern Multiple schemes and
global disaster of extreme events initiatives for DRR,
mortality by 2030 require enhanced economic
(2020- 2030 disaster resilience and development, GACC
compared to 2005- adaptation mitigation and
2015) • Addressing GACC risks is adaptation.
crucial for
eliminating poverty and
reducing economic losses
from disasters
2. Substantially SDG 1, 11, 13 Stresses the need for  Allocation of
reduce the accelerated action to resources and
number of build resilience through funds for disaster
disaster-affected risk-sensitive planning prevention and to
people by 2030 and implementation of develop capacities
(2020-2030 DRR for DRR
compared to  Strengthening of
2005-2015) the DRR at all levels
 Promoting disaster
resilient
development
• Mainstreaming DRR
and
adaptation to GACC
in development
3. Substantially SDG 1, 11 The Paris Agreement aims National commitment
reduce direct to hold global average to DRR evident from
disaster economic temperature the PM Ten Point
loss increase to well below Agenda for DRR
2°C above pre-industrial National
levels and to pursue commitments for
efforts to limit it to 1.5°C, mitigation of and
recognizing that this adaptation to GACC as
would significantly reduce per Intended
the risks and impacts of Nationally Determined
climate Contributions (INDC)
change
4. Substantially reduce SDG 1, 4, 9, 11, Global adaptation goals Enhance the resilience
damage to critical for enhancing adaptive of
capacity, strengthening national health
resilience and reducing systems by

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infrastructure and vulnerability to ensure integrating DRR into

disruption of basic adequate adaptation primary,
services (health, response in the context secondary and tertiary
education, etc.) of the global health care, and by
temperature goal promoting and
enhancing training
capacities in the field
of disaster medicine.
The substantial
reduction of disaster
damage to critical
infrastructure and
disruption of basic
services is essential to
ensure healthy lives
and promote well-
being.
5. Substantially SDG 1, 3, 6, Addressing GACC risks NAPCC for mitigation
increase disaster risk 11,13, that are crucial for of
reduction strategies reducing economic and adaptation to
losses from disasters GACC
along with a well • National Mission on
integrated approach to Sustainable
adaptation, sustainable Agriculture
development, (NMSA)
environmental • National Initiative on
management and Climate Resilient
disaster risk reduction Agriculture (NICRA)
6. Substantially Close Firm commitments by India is a pro-active
increase international countries to the global member
international cooperation to response to GACC based in the implementation
cooperation to achieve SDGs on INDCs and of the Post-2015 and
complement international other global
national actions cooperation for achieving frameworks
the COP21
goals
7. Substantially SDG 3, 13 Emphasis on improving National investments
increase the early warning systems, to
availability of and risk assessment and improve the early
access to multi- management warning
hazard early warning and information
systems and disaster systems in
risk information and different sectors and
assessments for
multi-hazards.
Note: All the central ministries have specific responsibilities in accordance with achieving the national targets relevant to the
global frameworks.

For monitoring the progress of Sendai Framework, under seven targets of Sendai, a set of 38 indicators
(Annexe-III, same as in 3.2.2) have been listed that must be measured against the _me period of Hyogo
Framework for Action, i.e., 2005-15, in terms of the percentage change with respect to the baseline. This
sectoral segregated baseline data for the period of 2005-15 will be collated by the central Ministry/
Department and States/UTs. Meanwhile, NITI Aayog has adopted a National Indicator Framework (NIF)
comprising 306 national indicators for monitoring the progress of 17 SDGs having 169 targets. As SFDRR and
SDGs have clear cut established linkages, this NIF, besides others, includes national indicators for targets
1.5.1, 1.5.2, 11.5.1, 11.b.1 and 11.b.2 focusing specifically on DRR. The time frames used in the NDMP are
co-terminus with the post-2015 global frameworks, ending in 2030. The State Disaster Management Plan
(SDMP) has tried to envisage coherence across the Goa State’s efforts for DRR, sustainable development,
and the actions in response to climate change.

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14.6 Prime Minister’s 10 Point Agenda towards Disaster Risk Reduction.

Prime Minister, Shri Narendra Modi, listed a Ten- Point Agenda in his inaugural
speech at the Asian Ministerial Conference on Disaster Risk Reduction 2016, held
in New Delhi during November 2016 (AMCDRR), which has also been incorporated
in the SDMP. The ten key elements consist of the following:

11. All development sectors must imbibe the principles of disaster risk management
12. Risk coverage must include all, starting from poor households to SMEs to multi-
national corporations to nation states
13. Women’s leadership and greater involvement should be central to disaster risk
management
14. Invest in risk mapping globally to improve global understanding of Nature and
disaster risks
15. Leverage technology to enhance the efficiency of disaster risk management
efforts
16. Develop a network of universities to work on disaster-related issues
17. Utilise the opportunities provided by social media and mobile technologies for
disaster risk reduction.
18. Build on local capacity and initiative to enhance disaster risk reduction.
19. Make use of every opportunity to learn from disasters and, to achieve that, there
must be studies on the lessons after every disaster.
20. Bring about greater cohesion in international response to disasters

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Chapter-4
Social Inclusion in Disaster
Risk Reduction

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4
4.1 Background
Social Inclusion in
Disaster Risk Reduction

Disaster situations raise many questions on normative social order and structural inequalities
which need to be reckoned with for an inclusive disaster response. Disaster management tend to
view the affected people as a homogenous group – as internally undifferentiated ‘victims’ or
‘survivors’, particularly in the relief and recovery processes. This leads to an inherent inability to
address the existing disparities and inequities across gender, caste, or class (Fordham 1999). While
hazards do not discriminate, people do. Disaster management could become unfair by being blind
to prevailing inequities. Existing socio-economic conditions mean that disasters can lead to
dissimilar outcomes even for what may seem demographically similar communities. Inevitably, the
most vulnerable groups suffer more than others. This chapter emphasizes the importance of DRR
to address unequal disaster coping capabilities by recognizing that due to inequalities and social
exclusions some sections suffer more than others in extreme events and disasters because of their
place within the social system. Addressing the enormous challenges of social marginalization, social
exclusion and other inequities are beyond the domain of DRR. However, DRR must take cognizance
of social realities to ensure that every possible effort is made to make DRR as socially inclusive as
possible.

The Disaster Management Act 2005 (Chapter 11, Section 61) prohibits all forms of discrimination –
be it based on sex, caste, community, descent or religion – in any activities related to disaster risk
reduction, disaster relief or humanitarian assistance to the affected people. The preamble of
National Policy of Disaster Management 2009 notes that the economically weaker and socially
marginalized sections, women, Scheduled Castes and Scheduled Tribes tend to suffer more during
disasters. A community’s vulnerability to disaster depends on the social, cultural, economic and
political environment. A cycle of deprivation not only increases their vulnerability but also slowly
alienates them from the decision-making process denying accessibility to the basic entitlements.

The term social exclusion signifies all experiences of discrimination, deprivation and denial be it
based on any attribute, be it caste, gender, differences in abilities, ethnicity, creed, religion, sexual
orientation or any other attribute. The practices and manifestations of social exclusion are deeply
ingrained in a rigid social stratification system influenced by caste, religious affinities, gender bias,
prejudices towards people with disabilities and so on. Social exclusion is understood as the
condition (barriers and process) that impede social inclusion. Social exclusion is a process through
which individuals or groups are wholly or partially excluded from fully participating in all aspects of
life of the society, in which they live, on the grounds of their social identities, such as age, gender,
race, ethnicity, culture or language, and/or physical, economic, social disadvantages.

Exclusion is often most acute when people suffer multiple layers of discrimination and they are
embedded in unequal relations of power. To make matters worse, they often remain ‘invisible’ in
disaster reduction or emergency response programs, even in many cases where they constitute a
significant proportion of population. The socially excluded groups have context specific and
differentiated needs before, during and after a disaster, which are not taken into consideration in
DMPs. Inclusive Disaster Risk Management is about equality of rights and opportunities, dignity of
the individual, acknowledging diversity, and contributing to resilience for everyone, not leaving
aside members of any community based on age, gender, disability or other. In the Indian context,
the added emphasis on social inclusion in the NDMP for DRR will be on the following:

1. Gender-based Vulnerabilities
2. Scheduled Castes and Scheduled Tribes (SC&ST)
3. Elderly
4. Children and
5. Persons with Disabilities (PWD)

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4.2 Gender Perspective and DRR

4.2.1 Gender-based Vulnerabilities

In general, gender concerns arise from a complex mix of dynamic factors that include differentiated
roles and responsibilities, skills and capabilities, vulnerabilities, power relations, institutional
structures, and long-standing traditions and attitudes. The specificities of gender relations may vary
depending on the socio-cultural values of a society. However, the fundamental gender -based
divisions of roles, responsibilities and identities are prevalent in varying degrees throughout the
world. Within gender relations there are many imbalances (gender gaps) between men and
women, which have historically been favourable for men within an overwhelmingly patriarchal
society. All these prevent women from enjoying equal-rights and equal-partner status in DRR as
policy makers, contributors to and beneficiaries of development and DRR processes.

Gender refers to the social attributes and opportunities associated with being male and female and
the relationships between women, men, girls and boys, as well as the relations between women
and between men. These attributes, opportunities and relationships are socially constructed,
learned, and changeable over time. Gendered disadvantages – unequal access to resources, legal
protection, decision making and power, their reproductive burden and their vulnerability to
violence – consistently render women more vulnerable than men to the impacts of disasters.
Disasters reinforce, perpetuate and increase gender inequality, making bad situations worse for
women. The potential contributions that women can offer to the disaster risk reduction are often
overlooked and female leadership in building community resilience to disasters is frequently
disregarded.

A gender perspective to DRR helps focusing attention on the distinct gender –specific capacities
and vulnerabilities to prevent, prepare, confront, and recover from disasters (WCDRR 2015). Post-
disaster reconstruction programs could render women more vulnerable when compared to the
pre-disaster situation, defeating the very objective of building back better. An increase in violence
against women, domestic violence and divorce rates have been reported in the aftermath of
disasters (Fothergill 1998). They become more vulnerable to abuse in disaster situations. They face
difficulty in accessing sanitation facilities. There is lack of privacy and increased risk of sexual
assault. In some situations, there are risk of girls and young women being ensnared by traffickers
or an increase in early marriages.

There is a tendency to leave out women from accessing relief and recovery as they do not have
control over resources and institutions (Parkinson 2011). Women headed households, single
women, and widows find it difficult to access information and necessary financial help for recovery
and reconstruction. Following a disaster, there are many situations in which there is likelihood of
women becoming victims of domestic and sexual violence. There are cases women avoiding using
shelters for fear of being sexually assaulted. Women are more likely to suffer from malnutrition
because they have specific nutritional needs when they are pregnant or breast feeding. During
drought, in food scarcity situations, women are the first ones to compromise on their food intake.
They are usually overburdened with many household tasks such as fetching drinking water and
firewood walking long distances. Women and girls are usually denied the opportunity to acquire
lifesaving skills such as swimming because of gender bias rendering them less capable of coping
with hazards. Their traditional gendered role as caretakers and nurturers intensifies in post disaster
situations having to take care of the injured and sick when they themselves are injured.

During post-disaster planning, relief and recovery needs of women and girls tend to be overlooked
because the disaster management is almost entirely male dominated with hardly any participation
of women. They are often ignored during compensation proceedings. While most women do not
possess formal ownership of either movable or immovable properties (land or assets), even those
who have ownership find it difficult to complete the formalities due to various pressures at home
and the lack of gender sensitivity in the proceedings. Their losses usually remain undervalued and
uncompensated. It is necessary to adequately understand how the disaster risks tend to be
amplified by the pre-existing social vulnerabilities and socio-economic stress. Often, unknowingly,
due to social conditioning and
gendered roles, women tend to demand less in the reconstruction process. Many barriers inhibit
women’s participation in the decision-making and rebuilding processes. Yet, disasters do provide

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opportunities for improving women’s status by altering the gender relations and by facilitating
social and behavioural changes. Post disaster recovery presents opportunities to empower women.
Despite these formidable challenges, amidst gender bias and inequality, some of the reconstruction
programs undertaken in India have tried to empower women, taking advantage of the window of
opportunity opened by the disaster.

Post-disaster reconstruction is expected to “present opportunities for new and more progressive
gender roles and relationships to emerge and provide opportunities to rebuild in a way that is
inclusive of women and girls and provide opportunities for women to assume leadership roles and
better influence the direction of development patterns” (UNISDR 2015a). A gender perspective to
DRR helps focusing attention on the distinct gender-specific capacities and vulnerabilities to
prevent, prepare, confront, and recover from disasters (WCDRR 2015). Disaster impacts are not
gender neutral, hence adequate attention must be paid to promote gender justice and equity in
post disaster recovery programs.

In the disaster situations, women need to be centrally involved in planning and implementation
process with the key principle of active contributors in building resilience. The Sendai Framework
emphasizes the need not only to address the issues related to women in post-disaster
reconstruction but also envisages a lead role for women in post-disaster reconstruction: Women
and persons with disabilities should publicly lead and promote gender-equitable and universally
accessible approaches during the response and reconstruction.

To promote gender equity, the reconstructed houses need to be registered in the joint names of
husband and wife. Widows and single women, who do not have land titles, should not be left out
from receiving shelters. Women feel more secure, confident and feel that they will never be
without a roof over their head in their life. Owner Driven Reconstruction (ODR) can be followed
where women can take leadership role in monitoring implementation of safe housing technology.
Programs shall be designed and aimed at empowering women through access to social security
measures and income generation activities. Women Self Help Groups can be formed for livelihood
opportunities. It needs to go beyond traditional income generating activities and aim at enhancing
skills as masons, carpenters, trading of local products, developing local shops for housing,
sanitation and other materials, etc.

4.2.2 Sexual and Gender Minorities

To be truly gender-sensitive, it is necessary to address the concerns of persons of various sexual

orientations including transgender48 persons. Transgender people are at a disadvantage in
accessing resources, services and opportunities. In addition to social and economic vulnerabilities,
the stigma and discrimination that they are subjected to, deprives them of many disaster
mitigation/response programmes, hampering their ability to overcome the negative effects of a
disaster. The approaches to disaster risk management, however, tend to overlook the needs and
place of sexual and gender minorities. The institutional and legal frameworks geared towards
reducing the risk of disasters are usually silent on such sections. It is only recently that a handful of
case studies have highlighted the fate of sexual and gender minorities in disaster. Most of the
research on disaster-related vulnerabilities faced by the sexual and gender minorities concur that
they are often more severely affected by disasters because they face barriers or lack of access to
the means of protection available to others. The highly marginalized conditions of sexual and
gender minorities in everyday life thus places them at higher risk when confronted with di saster
situations. Their vulnerabilities will be aggravated if DRR policies and practices remain blind to the
social realities. There is greater likelihood of addressing the concerns of a marginalized group like
trans-genders in disaster situations when they are specifically accounted for during
implementation. For example, the need for ensuring inclusion of all such sections could be
emphasized in the different phases of DRR.

4.3 Scheduled Castes and Scheduled Tribes

Certain castes and tribes – the scheduled castes and tribes – are recognized in the Indian
Constitution as historically disadvantaged people and listed in two Schedules of the constitution
for affirmative policies and actions. The First Schedule lists 1,108 castes across various states and
the Second Schedule 744 Tribes for affirmative policies and actions. The castes listed are known as

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Scheduled Castes (SC) and the tribes listed are known as Scheduled Tribes (ST). As per 2011 Census,
the SC and ST comprise about 16.6% (20.14 Cr) and 8.6% (10.43 Cr), respectively, of India's
population.

In acknowledgement of the marginality of tribal communities, several Committees and

Commissions have been constituted over the years by the government to examine the problems
faced by these communities, apart from numerous other bodies which have examined the status
of tribes as part of broader thematic investigations. The Scheduled Castes and Scheduled Tribes
(Prevention of Atrocities) Act, 1989 and the related rules notified in 1995 have been amended to
make them more effective.

The amended Prevention of Atrocities Act, 2015 has brought in clarity on some sections, clearly defined
certain offences, fixed roles and responsibilities of the authorities and has clear timelines regarding
investigation and judicial handling of atrocity cases.

4.3.1 Scheduled Castes

Caste based discrimination is a historical legacy for India. In the hierarchical caste society, the
Schedule Castes often face social exclusion, untouchability and many forms of overt as well as
covert discrimination. Recognizing this, the Constitution of India, under Article 15, provides for
‘prohibition of discrimination on the grounds of religion, race, caste, sex or place; and under Article
17 provides for ‘abolition of untouchability’, making it a punishable offence. Acknowledging the
marginalization of Schedule Caste communities, the National Commission for Schedule Caste has
been constituted to safeguard the provisions under the constitution and inquire into specific
complaints. The Schedule Caste and Schedule Tribe Prevention of Atrocities Act 1995 and
subsequent amendment in 2015 provide legal protection against atrocities and discrimination.
Efforts must be made to ensure there are no discriminatory practices in any DRR activities or while
providing humanitarian assistance. The DRR efforts should also specifically recognize caste-related
challenges and should not adopt caste blind
approaches.

Most of the SC and ST communities tend to be poor living on marginal lands that are also highly
hazard prone, such as floodplains, unsafe coastal tracts and unstable hillsides. The dwellings of
scheduled caste and tribal communities are usually on the margins - be it in urban or rural areas.
These settlements tend to be in the less served areas with poor availability of accurate information,
lack of access to basic amenities and inadequate disaster resilient infrastructure. The housing is
usually unsafe and of poor quality. In the urban areas they are usually on unsecure land tenure –
often unauthorized slums. Combined with hazardous living conditions, chronic poverty and lack of
amenities they are most likely to suffer the outbreak of diseases in times of disaster. For women
from the SC and ST communities, the gender-based discrimination and violence become intensified
and more difficult to counter due to the caste-based social marginalization.

It must be ensured that in post disaster situations and in disaster mitigation planning and
implementation activities full attention should be provided to ensure social inclusion practices in
early warning, evacuation, relief support, rehabilitation and any other process so that the inherent
systemic prejudices do not increase their vulnerability. For example, special efforts should be made
to ensure that there are no instances of discriminatory practices in evacuation, distribution of relief
material, damage assessment, allocation of housing plots, etc.

4.3.2 Scheduled Tribes

The Constitution of India has created Schedule V and VI to protect the identity, traditions and
customs of the tribal communities without neglecting their development. This has been further
articulated in the Panchayats Extension in Schedule Areas (PESA), 1996. Tribal communities tend
to remain marginalized due their geographical location as well as due to social exclusion. Tribal
communities are simple societies endowed with socio-cultural cohesion, traditional knowledge,
social relations around the forest and natural ecosystem and community governance based on
their tradition. Tribal communities have very close interdependent relation with their natural
resources and environment. Some of tribal groups have never moved out of the natural habitat in
the forest areas.

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The basic thrust of mitigating the impact of natural disaster should be of two-fold: a) make the
tribal people self-reliant by restoring the natural resource base and b) post-disaster, provide timely
and appropriate relief and rehabilitation packages. The Tribal Development Ministry and the State
Departments in consultation with the tribal leaders and experts shall develop the package of
interventions. Efforts must be made so that there is community participation and ownership over
the interventions. The tribal villages should be able to customize their plans in accordance with
PESA disaster preparedness, relief and rehabilitation plans.

4.4 Children
The United Nations Convention on the Rights of the Child adopted in 1989 (UN 1989) became the
first legally binding international convention to affirm human rights for all children. It stipulates
that children have the right to adequate food, water, shelter and education. In disaster situations
they ought to be free from abuse, neglect, sexual exploitation or trafficking, and should be able to
grow up in a safe and supportive environment. Children are vulnerable due to their age and
immature psychosocial understanding of the surrounding.

The chaos and erosion of support for care and protection during a disaster could heavily affect their
physical and psychological health causing children to be traumatized. Given their vulnerability,
children require special support and attention during crisis situations to provide basic needs and
ensure that their rights are not violated. The UN Convention on the Rights of the Child and the
Juvenile Justice (care and protection of children) Act 2000 (JJ Act) states that children have the right
to protection from abuse, neglect and exploitation.

In situations of emergency children face isolation, anxiety, trauma, some get separated from their
families, loose their parent(s), face gender violence and trafficking. Some face the risk of getting
recruited as child labourers. During disaster, children’s bodily integrity is at risk when widespread
and/or systematic violence occur. The children often face apathy leading to severe interruption of
education and recreation, poor access to food and nutrition. In the post disaster situations, the
Anganwadi and schools must open as soon as possible. In case of damage to the structures,
temporary/ emergency provision must be created allowing children to access the services. The
state governments may increase the food supplies so that the nutrition support can be doubled in
the Anganwadis and primary schools. Many state governments have been doing this for a limited
duration in disaster situations.

The JJ Act, 2000 provisions for care, protection and rehabilitation of children ensuring setting up of
Child Protection Units. Such units must be set up at village and block level so that children have
access to nutrition, child friendly spaces for recreation, protection against violence and trafficking,
restoration of children to their biological families, promote community -based rehabilitation of the
orphan and children of single parent not in a position to provide care and protection making use of
State specific foster parent support services/ schemes. The Ministry of Women and Child
Development (MWCD) and Ministry of Social Justice and Empowerment (MSJE) and the Ministry of
Human Resource Development (MHRD) along with the National Commission for Protection of Child
Rights (NCPCR) and the State counterpart (usually, State Child Protection Society – SCPS) under the
Protection of Child Rights Act, 2005 may develop support mechanisms and periodically oversee the
status of care and protection of children in all major disasters and recommend for timely action.

4.5 Elderly
The world is ageing. Globally, approximately 700 million people or 10 per cent of the world’s
population is already over the age of 60, and by 2030, there will be more people over 60 than under
10. While this represents a triumph of development, the combination of more extreme climate and
disaster events coupled with the failure to adapt DRR responses to the ageing demographic trend
has the potential to increase older people’s vulnerability to risks and disasters. Yet, the specific
requirements and strengths of older people are often not given appropriate consideration in DRR.
A report of the Government of India, ‘Elderly in India’ (CSO 2016), presents detailed statistical
profile of the elderly population based on various official data. The report states that like other
nations, India too has undergone changes in the age structure of the population with the
proportion of older persons increasing due to increased life expectancy brought about by
combination of many factors such as reduction in mortality rates, lower morbidity, better quality

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of life, and better health care. This phenomenon, called population ageing, is a demographic trend
all over the world.

According to national Census 2011, there are nearly 104 million elderly persons (aged 60 years or
above); 53 million females and 51 million males. Both the share and size of elderly population is
increasing over time. From 5.6% in 1961 the proportion has increased to 8.6% in 2011 (men 8.2%,
women 9.0%). In terms of rural and urban distribution, 71% of the elderly are in rural and 29 % is
in urban areas. As per Census 2011, the sex ratio among elderly is 1033 women per 1000 men. The
life expectancy at birth is 69.3 years for females and 65.8 years for males. At 60 years of age, the
average remaining length of life is likely to be about 18 years (16.9 for men and 19.0 for women).
At age 70, it was less than 12 years (10.9 for men and 12.3 for women). The old-age dependency
ratio is 14.2%, as per Census 2011 (females 14.9%, males 13.6%). Most common disability among
the aged persons was locomotor disability and visual disability. According to Helpage India, during
disasters the elderly are usually the last in the line, likely to be lost in the crowd, and highly
vulnerable49. The greater vulnerability of the elderly compared to others during disasters needs to
get more attention in all phases of disaster risk management. The elderly needs to be treated as
priority group by proper design in the disaster management plans. The DRR planning needs to pay
special attention to psychological vulnerabilities, impaired physical mobility, diminished sensory
awareness, poor health conditions as well as weak social and economic limitations that severely
limit the capacity of the elderly to prepare for disasters, hinder their adaptability and constrain
their ability to respond.

The UN Charter 14 (UNISDR 2014) for older people in DRR focuses on three key principles of an
inclusive approach to DRR and there are fourteen minimum standards which underpin these key
principles. The three principles are:

1. In need: Older people have specific requirements which must be understood and responded to
within all DRR activities.
2. Invisible: Older people’s vulnerabilities and capacities are often overlooked; the collection of
data on people’s age and sex is essential to ensure older people and other people at risk are
visible and supported in DRR.
3. Invaluable: Older people have years of knowledge, skills and wisdom which are invaluable
assets in DRR and must be acknowledged, valued and engaged by supporting older people to
participate in DRR.

The Charter calls for stronger commitment from governments, donors and organizations to act on
the shortcomings in DRR policies, strategies and practices that often insufficiently respond to older
people’s disaster risks. They must acknowledge and fulfil older people’s rights and engage older
people’s capacities and contributions. This charter has been developed throug h consultations with
governments, NGOs, DRR and ageing experts as well as older men and women. The Maintenance
and Welfare of Parents and Senior Citizens Act, 2007 provides legal framework for the wellbeing of
senior citizen lacking any support from family or close relatives.

In post disaster situations, it is essential that the needs of elderly are considered separately, rather
than clubbing them with others keeping in mind the specific concerns applicable to them. It is
preferable to have community-based senior-citizen support mechanisms so that the senior citizens
are not uprooted from their immediate surrounding. This should include efforts to educate local
communities about how they can help senior citizens and raise their awareness about supporting
the elderly. The district DRR plan may prepare a list of senior citizens living without any family
support. In the post disaster situation, looking at the gravity of the situation, the District Collector
may take a call to set up temporary arrangements for the elderly and to take care of the personal
needs such as food, medicine, shelter and other requirements. Special arrangements could be
made to protect the property and assets of senior citizens if required.

4.6 Persons with Disabilities (PWD)

Disability is a contextual and evolving concept. The UN Convention on the Rights of Persons with
Disabilities (UNCRPD) states in its first article: “Persons with disabilities include those who have
long - term physical, mental, intellectual or sensory impairments which in interaction with various
barriers may hinder their full and effective participation in society on an equal basis with others”.

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The Convention, in its articles 11 and 32, requires that persons with disabilities benefit from and
participate in disaster relief, emergency response and disaster risk reduction strategies. The
Adoption of the Dhaka Declaration on Disability and Disaster Risk Management, in December 2015,
acknowledges: “the importance of linking disability inclusive Disaster Risk Management (DRM) with
the Sustainable Development Goals (SDGs) on the understanding that inclusion builds the resilience
of the whole of society, safeguards development gains and minimizes disaster losses”.

The population of PWD in India, as per census 2011, is 2.68 Cr, which is 2.2% of the population. Of
these 56% are males and 44% are females. In the total population, the male and female population
are 51% and 49% respectively. Majority of the PWD (approx. 69%) live in rural areas, which is nearly
same the share of rural population. A global survey by UNISDR50 in 2013 among 5,717 persons
living with disabilities in 137 countries and eight non-self-governing territories examined why the
number of the dead and injured PWD are disproportionally high in conflict, disasters and other
emergency situations. The survey showed that 72.9% of PWDs have no personal preparedness
plans. PWDs across the world say they are rarely consulted about their needs. The survey found
that in the event of a sudden disaster, only 20% of PWD could evacuate immediately without
difficulty, while the majority would have some level of difficulty or not be able to evacuate at all. A
Handicap International study in 2015 (HI 2015) found that 75% of people with disabilities believe
they are excluded from humanitarian responses to emergencies like natural disasters and conflict.

It has been observed that persons with disabilities (PWD) are often overlooked and thus not only
excluded in risk reduction and disaster response measures but are also subject to at higher risk
than others. The NDMA has brought out relevant guidelines51 which must be consulted. Neglected
throughout the DRM cycle, concerns about inclusion relate to limited social participation in DRR
activities, poor access to information and services, poverty, invisibility during relief operations,
response to basic needs not adapted and specific needs ignored. The most common priority
identified by PWDs in the UNISDR survey of 2013 for improving inclusiveness of PWD in disaster
risk reduction is for the involvement of PWD in DRR-related activities. The survey also emphasized
the need for supportive policies, laws and promotion of support systems involving neighbours and
local community.

DRR efforts must specifically address the vulnerabilities of PWD among the affected population,
rather than clubbing them with others. Special attention must be paid to ensure that no PWD is
abandoned after a disaster. Local community -based efforts and support system including
promoting a buddy system whereby each PWD have one or more persons in the neighbourhood
who are responsible to act as a buddy to assist. The neighbours must be made aware of how they
can help the PWD and provided training. The PWD must also make pro-active efforts to identify
people in the neighbourhood whom they can rely upon for assistance in emergencies. It is good to
have more than one "buddy", particularly in different areas where the PWD spend more time, such
as workplace, home, or school. The more people who can assist are there so much the better. It is
also important for PWD to keep their helpers or buddies well informed about their special needs
and for the helpers to remain in regular touch with those they are responsible for. A detailed
disaster response planning at the local level must include lists of PWD in need special care. In the
post disaster situation, the agencies responsible for disaster management may set up temporary
facilities that are barrier-free and friendly to PWD. The administration can provide special
arrangements to protect the property and assets of PWD, if required.

4.7 Making Disaster Risk Management Inclusive

At each level, stage and step, DRR efforts need to be guided by the Article 1 of the Universal
Declaration of Human Rights that states:

“All human beings are born free and equal in dignity and rights. They are endowed with
reason and conscience and should act towards one another in a spirit of brotherhood.”

The DRR efforts must take up social inclusion as challenge recognizing its complex and diverse
nature. A social inclusion strategy must identify a series of practical objectives and actions that can
significantly decrease or eliminate social exclusion in all aspects of DRR. The DRR efforts need to
design local strategies to promote inclusion. All agencies involved in DRR – government, non-
government or international – must make special efforts to properly assess the needs of all the

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marginalized sections and particularly vulnerable groups and to ensure full compliance with
prescribed standards for assistance. Care must be taken to ensure that the vulnerability mapping
exercises are able to identify properly all relevant factors. Efforts must be made to facilitate the
realization of rights and entitlements of all socially excluded sections. A potential path forward in
promoting social inclusion is to encourage community participation as inclusion depends crucially
on active involvement of diverse sections of society.

Social inclusion is theme cutting across all aspects of DRR. While this chapter provides an overall
perspective on the significance of social inclusion in DRR, its importance is given additional
emphasis in different sections and related responsibility frameworks. Despite social inclusion being
a cross -cutting feature, it is added as a distinct Thematic Area for DRR in the responsibility
framework along with indicative Sub-Thematic Areas.

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4.8 Responsibility Framework—Social Inclusion

Social inclusion being a cross-cutting Thematic Area for DRR relevant to all types of hazards and disasters, the responsibilities rest with every
agency. However, for clarity the lead agencies relevant to each Sub-Themes have been mentioned.
State Agencies and their Responsibilities
Sub-Thematic Area for DRR State (Lead Agencies) Responsibility – State
1. Gender Lead Agencies:  Ensure that special efforts are made to make DR R gender inclusive
DSJE, DWCD and to ensure participation of women
Agencies with  Ensure that there are no discriminatory practices that marginalise
major roles: sexual and gender minorities at any stage of DRR,
SDMA, DMD$  Recognise the additional vulnerabilities of sexual and gender
Supporting minorities such as trans-genders
Agencies:  HRVCA - Risk Assessment to take care of women and transgender
All Agencies vulnerabilities
Associated with  Use of Information and Data Management to support gender
DRR directly or sensitive approach - DDMA and SDMA
indirectly  Convergence of concerned departments to ensure gender sensitive
DRR
 Shelters/ Temp Shelters/ Relief Camps – provision for specific
needs
 Enabling Environment
 Review and changes in existing regulations, norms and directives to
make them gender sensitive Training, Awareness, Mock drills,
Vocational Training / Skill development
 Empowering, especially leadership in DRR
 Curriculum Development with gender sensitive
 approach
 Specific knowledge products
 Promoting insurance

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 Gender audit of DRR measures with the assistance of the State

Women's Commission
 Ensure joint ownership in the name of husband and wife of houses
reconstructed and assets
2. Scheduled Castes ( SC) & Tribes ( ST) Lead Agencies:  H RVCA – Risk Assessment to specifically include SC/ST
DSJE, DTWD vulnerabilities (locational, existing discriminatory practices, is any,
Agencies with creating hindrances in DRR, access to information, access to risk
major roles: reduction resources)
SDMA, DMD  Protecting the tribal identity, traditions and customs in post
Supporting disaster situations in different phases of DRR
Agencies:  Ensure steps taken for DRR do not cause irreversible damage to
All Agencies Associated the community’s culture, tradition, habitat and ecosystem
with DRR directly or  Use of Information and Data Management to support relevant
indirectly issues - DDMA and SDMA
 Convergence between concerned departments in schemes meant
for SC/ST for DRR
 Shelters/ Temp Shelters/ Relief Camps – non-discriminatory
 Ensuring enabling environment for participation
 Review and amendment of existing regulations, norms and
directives to address requirements of implementing DRR in SC/ST
settlements (e.g. retrofitting, social housing, hazard resistant
 construction)
 Training, Awareness, Mock drills, Vocational Training / Skill
development
 Empowering, especially leadership in DRR
 Curriculum development with focus on issues of SC/ST
communities
 Specific knowledge products
 Promoting insurance products/ campaigns

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 Include non-discriminatory implementation of DRR in Social audit

3. Children Lead Agencies:  Make special arrangements for disaster preparedness and safety
DWCD, EDD, SCPS of various children’s institutions 11
Agencies with  Regulatory measures for ensuring school safety and disaster
major roles: preparedness in schools
SDMA, DMD$, HD  Regular mock drills and other preparedness measures in all
Supporting schools and children’s institutions
Agencies:  Pay special attention to children’s institutions after early warning
All Agencies and post-disaster
Associated with  Ensure that in post disaster situations children do not face
DRR directly or isolation, anxiety, trauma, separated from their families or
indirectly parent(s)
 Take adequate measures to prevent and stop child abuse and
maintain strict vigil against child trafficking
 Take measures to prevent and stop child labour in post disaster
situation
 Sensitize all agencies and key personnel associated with
protection of child rights and safety, including those connected
with juvenile justice such as police, CWC, JJB, CARA and DCPU
 Promote community-based care and protection of
 the affected children.
 SCPS should initiate steps to monitor post-disaster threats to
children and take counter measures along with the nodal agency
at the state for child rights and protection

11
This includes all private and public institutions dedicated for children –foster care centres, kindergartens, pre -schools, facilities for care of children with special needs,
orphanages, children's homes, shelter homes, etc. and all institutions designated for the care and protection of children under Juvenile justice system.

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4. Elderly Lead Agencies:  Sensitizing local communities about additional vulnerabilities of the
HFWD, DSJE elderly persons in the communities and promote neighbourhood
Agencies with groups or responsible individuals to assist the elderly
major roles:  Make special arrangements for disaster preparedness and safety of
SDMA, DMD$ various institutions for the elderly such as old age homes,
Supporting retirement homes and shelter homes for the elderly
Agencies:  Linking organisations working for the welfare of elderly with
All Agencies community initiatives for DRR
Associated with  Preparing lists of all the elderly persons living without adequate
DRR directly or support, periodically reviewing their situation and check the status
indirectly of social network (neighbours, relatives, friends) and other
arrangements for their support
 I n the risk season or after early warnings, take measures to ensure
that the elderly is informed and prepared
 Involve elderly in disaster preparedness and planning to the extent
they can contribute
 Assess medical and health support needs of the elderly in each area
and maintain stocks of crucial items
 Special attention to the protection of property and assets of the
elderly after evacuation or post disaster situations
5. Persons With Disabilities (PWD) Lead Agencies:  Sensitizing local communities about the PWD living in the
DSJE community and their special needs particularly during disasters
Agencies with  Promote neighbourhood groups assist PWD or ensure a Personal
major roles: Support Network consisting of at least three persons who are
SDMA, DMD$, trusted for each PWD
HFWD  Make special arrangements for disaster preparedness and safety
Supporting of various institutions for the PWD such as school for the blind,
Agencies: hostels for PWD and any facilities dedicated to PWD
All Agencies
Associated with
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DRR directly or  Linking organisations working for the welfare of PWD with
indirectly community initiatives for DRR
 Preparing lists of all PWD, periodically reviewing their situation
and check the status of social network (neighbours, relatives,
friends) and other arrangements for their support
 In anticipation of a hazard or after early warnings, take measures
to ensure that all PWDs are properly informed and prepared
 Involve PWDs in disaster preparedness and planning as equal
participants
 Special attention to the protection of property and assets of the
PWDs after evacuation or post disaster situations

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Chapter-5
Mainstreaming Disaster Risk
Reduction

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5
5.1 Background
Mainstreaming
Disaster Risk Reduction

A disaster sets back development of the affected region and at times beyond, depending on its
scale. It can suddenly reverse decades or more of accumulated developmental gains. The
impact can be minimised or reduced significantly if the affected community had incorporated
adequate risk reduction measures into the development. The losses to multiple sectors of a
disaster -affected region disrupts almost every sector of the economy and the quality of life of
the people making it difficult to attain development goals set prior to the disaster because
considerable expenditure must be made on humanitarian assistance and for recovery.
Investment in DRR is required for protecting assets, properties, development opportunities and
outcomes against disasters. According to an UNDP document every dollar invested into DRR
could save seven dollars in disaster aftermath (UNDP 2012). The process of development, and
the kind of development choices made could enhance disaster risks - the existing or by creating
new.

As per the provisions of the DM Act, all ministries, states, UTs, departments and agencies must
have their own DM Plan. Unlike other components of a DMP, mainstreaming DRR must be
incorporated into the overall plans, policies and programs rather than as a subcomponent of
the DMP. DRR must become an integral part of every development plan and the DMP must
provide indications how that will be accomplished in the DMP. At present there is, perhaps,
some lack of clarity on this and this chapter provides both the perspective and a summary of
how the practice of mainstreaming is evolving. Mainstreaming, by its very concept, is not a sub-
component of a disaster-specific plan but an approach that must be woven into all
developmental plans to reduce risks from disasters.

Development without adequate incorporation of DRR could worsen existing risks and has the
likelihood of introducing new risks, increasing the negative impact of potential disasters.
Extensive and sound integration of DRR into development can enhance disaster resilience,
reduce losses and hasten the progress towards development goals. Thus, it is desirable that the
development initiatives and DRR are dealt with concurrently in a seamless manner into all the
relevant policies, planning and implementation. The climate change impacts act as risk
multipliers worsening uncertainties associated with almost every hydro-meteorological hazard.
Therefore, all development initiatives must factor in the likelihood of greater risks and increase
in climate change-induced vulnerabilities. This requires incorporation of risk management and
climate adaptation as an intrinsic feature of all developmental efforts, especially in the areas
where hazards are known to be high. Such an approach, which internalises DRR within
development in a closely integrated manner is called mainstreaming DRR. It means radically
expanding and enhancing DRR so that it becomes a normal practice, fully institutionalised
within each agency’s regular planning and programmes in addition to the preparedness for
disaster response.

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For over two decades, there has been increasing attention on the need to ‘mainstream’ disaster
risk reduction into development. This prompted many nations address risks from natural
hazards within their development frameworks in various ways and at different levels - spanning
the legislative, institutional, sectoral strategies and financial planning (Benson and Twigg, 2007).
Development do not necessarily reduce disaster risk. It can unwittingly create new risks or
exacerbate the existing ones,with disasters likely to be both a cause and a product of
development. The experiences from across the world have highlighted the crucial importance
of social inclusion in DRR. Social exclusion adversely affects both development and the capacity
to cope with disasters. In addition to the special emphasis on making DRR socially inclusive, the
mainstreaming of DRR must also make social inclusion one of the intrinsic features.

The Oslo Policy Forum (2008) concluded that rather than reducing disaster risk, development
processes are in many cases giving rise to new forms of vulnerability impeding efforts to reduce
poverty and promote growth. ‘Win–win’ solutions for securing sustainable development,
reducing poverty and strengthening hazard resilience therefore need to be explicitly and
actively sought, particularly as climate change is likely to increase the extreme weather events
(Benson and Twigg, 2007). This process should take account of the impact of climate change on
the intensity and frequency of hydro-meteorological events in the future, as well as historical
hazard records. The recognition of close linkages between development, disaster risk reduction
and global climate change have resulted in all the major global frameworks having a shared
emphasis on building resilience. The concept of coherence and mutual reinforcement of the
diverse initiatives to achieve the national goals and those of the major global frameworks has
also emerged. Given the highly cross-sectoral nature of these challenges, it is evident that they
are naturally inseparable and almost indistinguishable from mainstreaming.

5.2 Mainstreaming—Sub Thematic Areas for DRR

The strategic objective of mainstreaming is of ensuring that DRR within the ongoing
development initiatives lead to integration of DRR into poverty reduction efforts and
sustainable socio –economic development by covering all aspects – institutional, legislative,
judicial and development policies. The key sub-thematic areas for mainstreaming DRR and
creating the enabling environment for it emerging from the global discussions are:

1. Improving awareness and understanding of disaster risk

2. Enhanced legal support and better disaster governance
3. Effective disaster risk transfer and risk management
4. Ensuring social inclusiveness in disaster risk management
5. Enabling coherence and mutual reinforcement of initiatives under the major global
frameworks for enhancing disaster resilience
6. Institutional arrangements and capacity development (institutional, human, community,
technology, etc.) for DRR
7. Intra-government horizontal and vertical integration
8. Budget allocations for integrating DRR concerns into development programs
9. Changes in project appraisal, scrutiny of development plans, better land-use regulations,
insistence on multiple hazard resilient infrastructure
10. Setting targets, timeframes, indicators and monitoring mechanisms

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These broad themes need to be incorporated into the policies, plans and programs of
government agencies at all levels as an integral part of their general plans, while their DM Plans
will provide an outline or broad indication of how it will be done. These are ideas and concepts
that need to be developed further in operational terms and all agencies must explore ways to
incorporate mainstreaming DRR in their regular planning and formulation of programmes.

5.3 Improving the Awareness and Understanding of Risk

Increasing the awareness of disaster risk, ways to reduce it as well as manage it is an important
element of mainstreaming DRR. It may be noted in this context that the Sendai Framework
emphasises the role of improving the understanding and awareness of risk. The DRR policies
and practices must be based on improved understanding of disaster risk in all its dimensions
and communities made aware of various aspects of disaster risk so that they are able to
proactively take preventive measures. Such awareness is most critically essential on the part of
key line agencies, local authorities and communities in high-risk areas. Disaster risk has a
cascading nature with decisions in one sector potentially changing disaster risk in another.
Therefore, decision -makers across diverse sectors and levels of government as well as the
private sector and civil society also must recognise the importance of considering disaster risk
as an intrinsic part of all projects, programmes and initiatives.

5.4 Legal Support and Disaster Governance

Adequate and appropriate legislative arrangements for disaster risk management, including the
mainstreaming of DRR into development, form a key component of an enabling environment.
Revision of land-use regulations and building codes and introduction of judicial and other
measures will be required to ensure enforcement. As a continuous effort, it is necessary to
improve and strengthen various laws having a bearing on DRR. DRR responsibili ties must be
explicitly incorporated in the duties of all branches of government. There is need to strengthen
the vertical and horizontal integration of DRR plans between different levels of government,
various line agencies and neighbouring local bodies. What this implies is the integration of DRR
into all the norms, regulations, approval and monitoring relating to development through
periodic reviews and amendments in addition to those specific to disaster.

5.5 Disaster Risk Transfer

A comprehensive disaster risk management strategy, actively involving stakeholders at all levels
of government as well as the private sector, local communities and civil society, is required to
implement the legislative framework and to provide coordination and monitoring mechanisms
and arrangements. Individual disaster risk reduction actions and programs need to be located
within this strategy, rather than treated as discrete, individual measures. Moreover, the
strategy needs to indicate specific entry points and mechanisms for mainstreaming disaster risk
reduction concerns into both the broader development agenda and the design and
implementation of individual development initiatives. The emphasis now is on managing risks
going beyond disaster and emergency management, which tends to be concerned mainly with
management of disaster events rather than risk. The risk management processes are
continuous and embedded within the broader development framework. There are various
options for financing disaster risk management, i.e., Disaster Risk Financing Instruments (DFRI).

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DRFI are commonly classified as ex post (e.g., budget reallocations, loan conversations,
borrowing) or ex ante (accumulated reserves, precautionary savings, contingent credit, risk
transfer/insurance). Insurance is a type of ex ante financing, in which an at-risk party cedes all
or some of its risk exposure to a third party in return for a premium payment. However, none
of these are standalone or universal solutions for DRR. For example, insurance is not a sufficient
instrument for achieving effective disaster risk management and disaster risk reduction at a
societal level. At –risk parties, whether individuals, businesses or governments, must decide
when insurance is appropriate and what other tools to use when it is not. It must be noted that
not all perils can be insured against. Various risk financing instruments must be integrated
within an overall DRR strategy, enabling policies and supporting legal framework.
The processes to facilitate and promote risk transfer involve identifying aspects such as, a)
various layers of disaster risk, b) who bears each level of risk and c) possible risk transfer
instruments available to each layer (Le Quesne et al 2017). As part of risk layering, financing
instruments must be selected based on the frequency and severity of disasters. Ri sks with high
frequency and low severity (e.g., floods) can be self-financed by the insured party (government
or affected populace). Disaster reserve funds or budgetary allocation would be appropriate
instruments in this case. On the other hand, risks with low frequency and high severity are likely
to cause extensive damage and should be transferred to better-equipped third parties.
Integrating risk transfer mechanisms into disaster risk informed development is challenging for
policy-making and planning.

5.6 Ensuring Social Inclusiveness in Disaster Risk Management

Importance of social inclusion for DRR was discussed earlier in considerable detail. Inclusive
DRR is about equality of rights, equal opportunities and the dignity of the individual irrespective
of social background, community, age, gender or disability. Social inclusion is also a cross cutting
theme that needs to be an integral part of the mainstreaming efforts. A detailed list of Sub-
Thematic Areas for DRR and responsibility framework has been provided in the chapter on
social inclusion. Mainstreaming social inclusion in DRR must be based on the approach
discussed in detail there and it is not necessary to reiterate it here.

5.7 Enabling Coherence and Mutual Reinforcement of Initiatives under the Major Global
Frameworks for Enhancing Disaster Resilience

The process of defining the 2030 global agenda inevitably showed there is much to be gained
from aligning plans, targets, actions and indicators across the separate but interlocking
agreements. It was evident that there is significant potential for designing financing
mechanisms, policies and programmes that can deliver on more than one set of targets or
frameworks. The very idea of coherence and mutual reinforcement implies concerted and
mutually supporting efforts cutting across several ministries and sectors. The efforts to achieve
national goals under different major global frameworks could be made to mutually reinforce
each other, resulting in cost -effective, faster and efficient implementation. Given the way the
ideas have emerged, coherence and mutual reinforcement goes beyond the usual formal inter
-agency coordination to achieve common targets. Instead, it heralds a new approach in which
measures taken under one framework strengthens goals in all the three frameworks. The three
global frameworks and the importance of coherence and mutual reinforcement have been
elaborated in a separate chapter. It is evident from the very nature of coherence and mutual

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reinforcement that it can be implemented only by making it integral to the mainstreaming. To

realise it, however, there is need to go beyond the conventional coordination and planning
mechanisms. From the perspective of DRR, some indicative areas where a beginning can be
made are:

 Improving the understanding of disaster risk – both natural and those introduced or
increased by developmental actions – in all its dimensions is an effort that must be
integral to all development initiatives by understanding risks in a broader sense, i.e., risks
from hazards and those newly created
 Understand the cascading nature of risk, of how decisions in one sector alters disaster risk
in another in a cascading manner
 Understand not only vulnerabilities from cascading risks, but also better assess the
capabilities to resist, absorb, and accommodate risks
 Recognise disaster risk as an intrinsic part of all projects, programmes and ini tiatives (by
all decision-makers and at all levels – Govt., private sector and civil society)
 Aligning the risk management approaches
 Improving horizontal and vertical integration for DRR within government by making use
of decision-making tools and information technology
 Setting targets, timeframes, indicators and monitoring mechanisms to facilitate
consolidation of efforts across sectors to enhance disaster resilience

5.8 Institutional Arrangements and Capacity Development for Disaster Risk Management

DRR is a crosscutting responsibility that needs to be ‘owned’ by all government agencies rather
than by a single nodal department or agency designated for it. That requires the institutions to
explicitly recognise the DRR requirements and pay attention to implementing adequate
institutional arrangements required for addressing relevant accountability and responsibility
concerns. The nodal agencies at the national and state levels must provide leadership,
determine broad disaster risk management policies, oversee implementation and advocate for
the inclusion of disaster risk reduction concerns in broader development. The capacity
development shall cover all aspects such as institutional, human, community and technology
applications.

5.9 Intra-Government Coordination and Integration

Since there are multiple line agencies, sectors and levels of administration involved in
development initiatives at national and state levels, mechanisms of inter -agency coordination
and integration must be strengthened to ensure that locally identified needs are reflected in
higher-level plans and strategies. The inter-departmental and inter-ministerial coordination or
horizontal coordination is important given the crosscutting nature of DRR and the potential
implications of one agency ’s decisions on another.

5.10 Budget Allocations

Integration of disaster risk concerns into government budgets should be tackled from two
angles, ensuring that levels of public expenditure on risk reduction are sufficient and that there
are adequate financial arrangements to manage the residual risk. The presence of residual risk

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implies a continuing need to develop and support effective capacities for emergency services,
preparedness, response and recovery, together with socioeconomic policies such as safety nets
and risk transfer mechanisms, as part of a holis tic approach. While there are certain budgetary
allocations to partially address requirements of relief (e.g., National Disaster Response Fund,
State Disaster Response Fund), the mainstreaming of DRR requires each department of the
State/ to make adequate provision for DRR as an integral part of the main budget by ensuring
that all the major activities have incorporated DRR. Goa State Disaster Management Authority
(SDMA) constitutes of State Departments including Fire & Emergency Services, Goa Police,
PWD, Electricity, WRD. Government does not allocate separate funds for Dis aster Management
to these Line Departments. However, as per Sub Sections (1) and (2) of Section 49 of the
Disaster Management Act, 2005:
49. (1) Every Ministry or Department of the Government of India shall make provisions, in its
annual budget, for funds for the purposes of carrying out the activities and programmes set out
in its disaster management plan.
(2) The prevision of sub-section (I) shall, mutatis mutandis, apply to departments of the
Government of the State.

5.11 Changes in Project Appraisal

DRR consideration must become part of the appraisal processes of various development
projects to ensure that development gains are sustainable and to ensure that DRR components
and development components of projects are mutually reinforcing. There are some examples
of how development projects have been implemented by properly recognising and without
underestimating risks, thereby avoiding the creation of new risks (e.g., adequately factoring in
seismicity, properly estimating flooding probabilities, ensuring restrictions against urban sprawl
into industrial hazard-prone areas, strengthening land-use regulations by incorporating hazard
risk adequately). The project evaluations at different stages from concept stage to detailed
project report for implementation needs to be as much informed by hazard likelihoods as
possible. The project appraisals and EIA should include DRR and climate change concerns a lot
more systematically than is usually done currently in many parts of the world. Changes must be
incorporated in the budget approval and financial sanctioning procedures employed by the
Expenditure Finance Committee (EFC) and the Standing Finance Committee (SFC) to make DRR
evaluation mandatory.

5.12 Setting Targets, Timeframes and Indicators

Capacity to monitor and evaluate disaster risk reduction initiatives, generate hard evidence on
related inputs, outputs, results and impacts, and learn lessons for the future is an essential
component of the enabling environment for mainstreaming. Although mainstreaming is
essentially continuous and pervasive, it is necessary to set targets to achieve DRR outcomes
along with appropriate timeframes, responsibility frameworks and measurable indicators.
Again, it must be recognised that all these apply to all aspects and sectors of development and
governance as mainstreaming will be an ongoing and unending process that would become
more and more tightly interwoven into all developmental initiatives. Nevertheless, given the
fact that DRR mainstreaming had a very slow start, it is necessary to proceed in a phased
manner with the initial phase focussing on how to incorporate it into the overall plans, followed
by the setting medium and long-term goals. Basically, the phasing should be consistent with the

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priorities set in the NDMP in terms of short, medium and long-term goals. What needs to be
done by the centre, state and UTs are described in a broad manner in the chapter on the
responsibility framework for building disaster resilience.

5.13 Implementation

Mainstreaming is the internalisation of risk awareness and incorporation of risk reduction

measures into the main or the overall policies and programmes within and outside government.
The NDMP can only provide broad perspective on mainstreaming DRR. Each ministry,
department, state and agencies must review current programmes to include DRR to the extent
possible cost effectively within their main budget and ensure comprehensive appraisal of all
new initiatives (policies, plans, programmes, projects, etc.) based on the perspectives provided
in the NDMP. DRR is a common theme among the post-2015 global frameworks and NDMP
emphasises the benefits of building coherence and mutual reinforcement among all na tional
efforts associated with these frameworks, which involves many elements g oing beyond the
NDMP into the domain of larger developmental efforts. The implementation of mainstreaming
depends on how these considerations have been woven into the main activities as integral to
them and not as separate components under the DMP of each. Therefore, it should be noted
that NDMP as a standalone document cannot provide details of how different central ministries
and state governments will be mainstreaming DRR, which will be through tight integration of
DRR in their respective main plans. The NDMP provides in different sections and sub - sections,
Thematic Areas and Sub-Thematic Areas relevant to mainstreaming of DRR.

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Chapter-6
Building Disaster Resilience –
Responsibility Framework:
Part-A, Prelude

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6
Building Disaster Resilience
– Responsibility Framework:
Part-A, Prelude
6.1 Introduction
This chapter is essentially a prelude to the detailed responsibility framework for realising DRR and
building resilience presented in the next chapter. This includes almost all aspects of pre -disaster risk
management. The complex and extensive nature of the tasks is summarised in this chapter and the
detailed responsibility framework described in the next chapter. The responsibility framework provides
a brief description of actions, list of key agencies responsible from the centre and state and relevant
time frames. Four categories of time frames, running concurrently in most cases, are:

1) Recurring/ Regular (day-to-day)

2) Short Term (T1, ending 2022)
3) Medium Term (T2, ending 2027)
4) Long Term (T3, ending 2030)

It must always be understood that the time frames T1, T2, and T3 run concurrently in most cases and
not necessarily sequentially. Of course, there will be some tasks which can begin only when certai n pre-
requisites are satisfied or can be implemented sequentially in phases, while there are some which must
be started at the earliest for it to be completed within the time frame. Many actions are ongoing and
several are continuation of those in previous version of NDMP. The goal is to implement as many as
possible by 2030. A starting year is not mentioned because many of the actions are ongoing and many
were stated in the previous version of the SDMP.

After the paradigm shift from an approach to addressing disasters that weighed heavily on relief and
response to a radically different one based on DRR and preparedness, there has been another major
shift, partly incremental and partly dramatic, towards building disaster resilience. This global shift
centres on disaster risk management rather than disaster management. The principal features of this
trend are enhancing resilience through reducing risks, be tter preparedness, systematic understanding
of hazards, minimising the creation of new risks as part of development, investing significantly in DRR,
improving governance and mainstreaming DRR. The DM Act 2005 and the National Policy 2009 had
made a paradigm shift towards proactive disaster management by laying emphasis on long -term DRR.
The global frameworks – Hyogo (2005-15) and Sendai (2015-30) – signify calibrated shift towards
internalisation of DRR and making it an integral part of development initiatives.

The SDMP explicitly and implicitly incorporates the coherence among the major post -2015 global
initiatives, the corresponding national efforts, new initiatives of the government, an emphasis on social
inclusion and the mainstreaming of DRR, i.e., making DRR an integral feature of development. As
mentioned in Chapter-1, all these constitute the five main pillars of SDMP (reiterated here for
continuity):

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I. Conforming to the national legal mandates – the DM Act 2005 and the NPDM 2009
II. Participating proactively to realise the global goals as per agreements to which India is a signatory –
Sendai Framework for DRR, SDGs and COP21 (Paris Agreement) – consistent with the international
consensus for achieving mutual reinforcement and coherence of these frameworks
III. Prime Minister’s Ten Point Agenda for DRR articulating contemporary national priorities
IV. Social inclusion as a ubiquitous and cross-cutting principle
V. Mainstreaming DRR as an integral feature

This chapter describes various Thematic Areas (TA) for DRR, the related Sub-Thematic Areas (sub-TA)
and the responsibility framework envisaged for implementation. A major component of DRR,
undoubtedly, is various types of mitigation measures. The DM Act 2005 defines "Mitigation" as
measures aimed at reducing the risk, impact, or effects of a disaster or threatening disaster situation.”
Goal of mitigation is to minimize risks from multiple hazards and the threats from individual hazards
need not always occur in isolation. At times, a hazardous event can trigger secondary events. For
example, an earthquake can produce a tsunami or may create flooding or landslides. Similarly, cyclones
often lead to flooding and various other cascading events spread over an area wider than the primary
event. In addition, demographics, nature of human settlements, and effects of global climate change
can magnify the vulnerability of the communities at risk. The DM Plan focuses on enhancing the
mitigation capabilities for multiple hazards, their likely cascading effects.

6.2 Thematic Areas for DRR

The DMP, incorporates key principles enunciated in the DM Act, National Policy, the three major post -
2015 global frameworks, the PM’s Ten Point Agenda, a special focus on social inclusion and an
emphasis on mainstreaming. The guiding principles of Sendai Framework states that disaster risk
reduction requires responsibilities to be shared by different divisions of governments and various
agencies. The effectiveness in disaster risk reduction will depend on coordination mechanisms within
and across sectors and with relevant stakeholders at all levels. For each hazard, the approach used in
this national plan incorporates into the planning framework the key themes enunciated in the Sendai
Framework and additional ones based on a broader approach to DRR elaborated earlier. These are
grouped under the following six Thematic Areas for DRR:
1. Understanding Risk
2. Inter-Agency Coordination
3. Investing in DRR – Structural Measures
4. Investing in DRR – Non-Structural Measures
5. Capacity Development
6. Climate Change Risk Management
Separate chapters (3, 4, and 5) have been devoted to the discussion of three crosscutting Thematic
Areas—a) coherence and mutual reinforcement for DRR of the post-2015 global frameworks, b) social
inclusion and c) mainstreaming DRR.

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6.2.1 Understanding Risk

This Thematic Area focuses on understanding disaster risk, the Priority-1 in the Sendai Framework and
the integration of numerous actions needed for strengthening disaster resilience. The Sub-Thematic
Areas are: a) Observation Networks, Information Systems, Research, Forecasting, b) Zoning/ Mapping,
c) Monitoring and Warning Systems, d) Hazard Risk, Vulnerability and Capacity Assessment (HRVCA),
and e) Dissemination of Warnings, Data, and Information. Having adequate systems to provide warnings,
disseminate information, and carry out meaningful monitoring of hazards are crucial to disaster risk
reduction, and improving resilience. They are also an integral part of improving the understanding of
risk.

6.2.2 Inter-Agency Coordination

Inter-agency coordination is a key component of strengthening the disaster risk governance - Priority-2
of the Sendai Framework. The Sub-Thematic Areas for DRR are: a) Overall disaster governance b)
Response c) Providing warnings, information, and data and d) Non-structural measures. The central
ministries and agencies mentioned are those vested with hazard-specific responsibilities by the Govt. of
India or those expected to play major roles in the thematic areas given in the responsibility framework.

6.2.3 Investing in DRR – Structural Measures

Undertaking necessary structural measures is one of the thematic areas for DRR and enhancing
resilience. These consist of various physical infrastructure and facili ties required to help communities
cope with disasters. The implementation of these measures is essential to enhance disaster
preparedness, a component of Priority-4 of the Sendai Framework. It is also an important component of
investing in disaster risk reduction for resilience, which is Priority-3 of Sendai Framework.

6.2.4 Investing in DRR – Non-Structural Measures

Sets of appropriate laws, mechanisms, and techno-legal regimes are crucial components in
strengthening the disaster risk governance to manage disaster risk, which is Priority -2 of the Sendai
Framework. These non-structural measures comprising of laws, norms, rules, guidelines, and techno-
legal regime (e.g., building codes) provide the legal regime that facilitates mainstreaming disaster risk
reduction into development activities. It empowers authorities to enhance disaster resilience. The
central and state governments will have to set up necessary institutional support for enforcement,
monitoring, and compliance.

6.2.5 Capacity Development

Capacity development is a recurring theme in all DRR efforts. The Sendai Priority -2 (Strengthening DRR
governance to manage DR) and Priority-3 (Investing in DRR for resilience) are central to capacity
development. The capacity development includes training programs, curriculum development, large -
scale awareness creation efforts, and carrying out regular mock drills and disaster response exercises.

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The capabilities to implement, enforce, and monitor various disaster mi tigation measures must be
improved at all levels from the local to the higher levels of governance. It is also strengthening the DRR
governance at all levels to better manage risk and to make the governance systems more responsive.

6.2.6 Climate Change Risk Management

Climate change significantly alters the geographic spread, frequency and intensity of hydro metrological
extreme events. It can also exacerbate their impacts. Investments in DRR can play an important role in
supporting communities to adapt to climate change. As the impacts of climate change are increasingly
felt, more financial and technical resources will be needed to support vulnerable people to adapt to the
negative impacts. Planning for DRR must be informed by the likely climate change impacts and scenarios.
There are major knowledge and data gaps concerning climate change impacts, impact scenarios and its
effects on various hydro-metrological hazards, which need to be kept in mind while examining the time
frames and actions listed under this Thematic Area for DRR.

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Chapter-7
Building Disaster Resilience –
Responsibility Framework:
Part-B

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Building Disaster Resilience

7 – Responsibility Framework:
Part-B
The chapter provides a complex and extensive nature of the task of building disaster resilience presented
in a concise form along with the necessary detailed responsibility framework. The previous chapter
provides a prelude to this chapter, which may be referred for brief discussion on the broader aspects
related to the subject of this chapter. In order to manage the disaster risks and build resilience, the
involvement of multiple agencies at different levels from the local administrative bodies and
communities to the State Authority, departments and agencies is the prerequisite. It is equally important
that the different agencies at State, district and local level must carry out not only their own
responsibilities but also work in a well-coordinated way with several others. The success of disaster risk
management plans lies in necessarily identifying the various stakeholders/agencies and clearly
specifying their roles and responsibilities for a timely, coordinated and effective response during disaster
situations. All the relevant Authorities from local to State level, must institutionalise programmes and
activities at the department levels to enhance the inter-departmental and inter-agency coordination
and networking. The authorities/agencies must also rationalise and augment the existing regulatory
framework and infrastructure. This chapter covers the roles and responsibilities of the State and District
Level Authorities, Agencies, Departments to mitigate the impacts of the risks/threats posed by below
listed State Specific Hazards notified by the Government of Goa in to two categories:
Category A: Natural Disasters:
1. Gusty Winds;
2. Heavy Rains;
3. Thunder & Lightning Strikes/Cloudbursts;
4. Floods;
5. Landslides;
6. Biological Hazards;
7. Heatwave;
8. Tsunami;
9. Earthquakes;
Category B: Human Induced Disasters
1. Fires;
2. Drowning incidents;
3. Landslides (Mining Areas);
4. Industrial hazards;
5. Boat Capsize;
6. Road/Railway/Aircraft Accidents;
7. Terrorism/Stampede/Riots
Usually in response to requests for assistance, primarily the State Agencies shall play a supportive role
in most disasters and emergencies to the disaster-affected Districts. However, depending upon the
demand of the situation, in certain disasters, the State Agenci es will play a pro –active role. In the light
of trends at the National level, the State Agencies will constantly work for to upgrade the DM systems
and practices in the domains of DM planning, preparedness, and capacity building. For each State
Specific Hazard, in the sub-sections that follow, themes for action are presented in a separate
responsibility framework for each of the six Thematic Areas (TA) for DRR and related Sub-Thematic
Areas.

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7.1 Cyclone, Gusty Winds and Heavy Rains

7.1.1 Understanding Disaster Risk
Cyclone, Gusty Winds and Heavy Rains Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. SDMA/RD $ , IMD Recurring/ Regular (RR)
DDMA, PRIs, DoUD • Support and coordination
• Sponsor studies, research and documentation
• Promote studies on socio-economic impacts of cyclone and wind
Observation Networks, Information hazards
Systems, Monitoring, Research,
Forecasting & Early Warning Short Term (T1)
Constitute State Level Coastal Advisory Committees as per need

Medium Term (T2)

Studies on socio-economic on coping capabilities and impacts
2. SDMA/RD $ , DSLR, DDMA Recurring/ Regular (RR)
Zoning/ Mapping
Carry out the mapping and related studies
3. SDMA/RD $ , DDMA, SLRTI, , DSJE, Recurring/ Regular (RR)
PRIs, DoUD Undertake HRVCA as part of preparing and periodic revision of DM
plans, and for development planning
Hazard Risk Vulnerability and
Capacity Assessment (HRVCA) Short Term (T1)
Constitute/ strengthen the mechanism for consultation with experts
and stakeholders
4. SDMA/RD$ , DDMA, PRIs, DoUD, Recurring/ Regular (RR)
IMD • Dissemination of warnings to all (including fishermen), down to the
last mile – remote, rural or urban; Regular
Dissemination of warnings, data, and updates to people in areas at risk
information • Warnings using all types of options, types of technologies, and media
• Monitoring compliance by various network operators and service
providers
Short Term (T1)
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Establishing seamless interface between national and state networks

Medium Term (T2)

• Ensure facilities and infrastructure for the implementation of
adequate access of information to communities at risk
• Deployment of communication equipment

5. Recurring/ Regular (RR)

Systematic data management of data on disaster damage and loss
Disaster Data Collection and assessments
SDMA/RD$, All Depts.
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.1.2 Inter-Agency Coordination

Cyclone, Gusty Winds and Heavy Rains Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Overall disaster governance SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
functioning of agencies with DM tasks
• All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
2. Response SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
• Organising and coordinating the immediate response
• Coordinate with central agencies
3. Warnings, Information, Data SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)

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Coordinating the dissemination of warnings to all, down to the last

mile – remote, rural or urban; Regular updates to people in areas at
risk
4. Non-structural measures SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
5. Disaster Data Collection and SDMA/RD$, All Depts. Recurring/ Regular (RR)
Management Systematic data management of data on disaster damage and loss
assessments
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both dir ect and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.1.3 Investing in DRR – Structural Measures

Cyclone, Gusty Winds and Heavy Rains Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
Establishment/ strengthening of
SDMA/RD$, DoUD, PRIs Ensure round the clock operations of EOCs during the flood season
Emergency Operation Centres
with adequate human resources to respond to urban flood
2. Short Term (T1)
Identification of safe buildings and sites to serve as temporary shelters
for people and livestock evacuated from localities at risk

Medium Term (T2)

Multi-Purpose Cyclone Shelters SDMA/RD$ , DDMA, PRIs, DoUD
Construction of multi-purpose shelters in coastal villages/habitations
prone to frequent cyclones

Long Term (T3)

Ensure compliance with relevant building codes
3. Social Housing Schemes SDMA/RD$, DDMA, PRIs, DoUD, Short Term (T1)
DRD, PRD
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Review all housing schemes to ensure that appropriate multi-hazard

safety norms, including cyclone-resistant features are incorporated in
all social housing schemes

Medium Term (T2)

• Ensure that multi-hazard, especially cyclone-resistant features are
incorporated in planning and execution of social housing schemes
• Ensure compliance with relevant building codes

Long Term (T3)

Carry out retrofitting of social housing without multi- hazard,
especially cyclone-resistant features
4. Hazard resistant construction, SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
strengthening, and retrofitting of all Collaboration with technical agencies and implementation
lifeline structures and critical
infrastructure
5. Disaster Data Collection and SDMA/RD$, All Depts. Recurring/ Regular (RR)
Management Systematic data management of data on disaster damage and loss
assessments

Short Term (T1)

Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.1.4 Investing in DRR – Non-Structural Measures

Cyclone, Gusty Winds and Heavy Rains Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. SDMA/RD$, Environment/ Forest Recurring/ Regular (RR)
 Laws
Dept., DoF  Ecologically sound land-use zonation
 Regulations
 Regulating aquaculture, and groundwater extraction
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 Enforcement mechanisms  Strengthen land-use planning

 Techno-Legal Regimes SDMA/RD$, CADA, CZMA, DDMA, Recurring/ Regular (RR)
 Institutional Arrangements PRIs, DoUD  Consider shoreline erosion, risk to structures, monitoring shoreline
 Codes for disaster risk reduction changes paying attention to the preservation of natural barriers
 Compliance monitoring SDMA/RD$, Forest Dept., DOUD, Short Term (T1)
DRD, CZMA, DDMA, PRIs, DoUD  Notification of coastal zones for different purposes as per CRZ
guidelines and techno-legal framework of town and country
planning rules; enforcement and monitoring
SDMA/RD$, DDMA, PRIs, DoUD, Recurring/ Regular (RR)
Environment/ Forest Dept. All coastal states and UTs will undertake the spread, preservation and
restoration/regeneration of bio -shields
SDMA/RD$, DDMA, IRD, PRIs, Recurring/ Regular (RR)
DoUD Promote private participation
2. SDMA/RD$, DDMA Short Term (T1)
Identification of safe buildings and sites to serve as temporary shelters
for people and livestock evacuated from localities at risk

Medium Term (T2)

Public Private Partnerships
Construction of multi-purpose shelters in coastal villages/habitations
prone to frequent cyclones

Long Term (T3)

Ensure compliance with relevant building codes
3. FD*, SDMA/RD$, PAGG Recurring/ Regular (RR)
Risk Transfer Implementation of Risk Transfer Arrangements including multi-hazard
insurance for life and property
4. SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
Hazard resistant construction,
Collaboration with technical agencies and implementation
strengthening, and retrofitting of all
lifeline structures and critical
Short Term (T1)
infrastructure
Policy Framework

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Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.1.5 Capacity Development

Cyclone, Gusty Winds and Heavy Rains Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Training SDMA/RD$, DDMA, GIPARD, Recurring/ Regular (RR)
Technical Training Institutes, DRD, Training and orientation programs for state govt. staff, and other
Police Training Academies, direct stakeholders such as: civil society, media-persons, elected
DAH&VS representatives, professionals for veterinary care and support to
disaster affected animals
SDMA/RD$, DDMA, RD, GIPARD, Recurring/ Regular (RR)
ATI Incorporating disaster response, search and rescue in the training
programs of youth such as village volunteers, protection of disaster-
affected animals

2. Curriculum Development EDD, Professional Bodies and Medium Term (T2)

Councils in States Update curriculum for undergraduate engineering courses to include
topics relevant for cyclone Risk Management
HFWD, EDD Medium Term (T2)
Introduction of Crisis Management, emergency medical
response/recovery and trauma management at Diploma /UG/ PG
levels for Health Professionals
State Education Boards Medium Term (T2)
Introducing basic DM concepts in curriculum
3. Awareness Generation Recurring/ Regular (RR)
• Carry out mass media campaigns

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SDMA/RD$, DDMA, SDRF/DF&ES, • Promote attitude and behaviour change in the awareness
CDEF, Goa Police campaigns/ IEC

Long Term (T3)

• Promote culture of disaster risk prevention, mitigation, and better
risk management
• Promote use of insurance/ risk transfer
• Promote Community Radio
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Information on care and protection of disaster-affected animals
4. Hazard resistant construction, Recurring/ Regular (RR)
strengthening, and retrofitting of all Joint planning and execution of emergency drills
lifeline structures and critical
infrastructure
5. Vocational Training/Skill Development SDMA/RD$, DDMA, DSDE Recurring/ Regular (RR)
• Conduct training programmes
• Creating ToT teams for different trades relevant to cyclone-resistant
construction
6. Empowering women, marginalised SDMA/RD$ , DWCD, DSW, DTW, Recurring/ Regular (RR)
communities, and persons with DEPwD, GIPARD, DDMA, PRIs, Incorporating gender sensitive and equitable approaches in capacity
disabilities DoUD development covering all aspects of disaster management at the
state, district, and local levels
7. Community-Based Disaster SDMA/RD$, DDMA, GIPARD, Recurring/ Regular (RR)
Management PRIs, DoUD Training for PRI, SHG, NCC, NSS, youth, local community organizations

Short Term (T1)

Strengthen ability of communities to manage and cope with disasters
based on a multi-hazard approach
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.1.6 Climate Change Risk Management

Cyclone, Gusty Winds and Heavy Rains Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. SDMA/RD$, AGD, AHD, FIHD, WRD, Recurring/ Regular (RR)
FD, SLRTI Support national risk reduction efforts related to GACC
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation

Medium Term (T2)

Document state-specific GACC impacts and coping mechanisms
Research, Forecasting, Data
Management, Zoning, Mapping Long Term (T3)
• Promote state-specific studies on enhanced risks (economic, social,
etc.) under different GACC impact scenarios
• Promote research studies with State specific contexts on GACC and
consequent changes in hazards
SDMA/RD$ , DDMA, GIPARD, ATI Recurring/ Regular (RR)
Incorporating disaster response, search and rescue in the training
programs of youth such as village volunteers, protection of disaster-
affected animals
2. SDMA/RD$, FD, AGD, FIHD, Long Term (T3)
Hazard Risk Vulnerability and WRD DDMA, PRIs, DoUD, SLRTI • Promote state-specific studies on vulnerabilities, capacities and risks
Capacity Assessment (HRVCA) under GACC impact scenarios
• Assess GACC risks of vulnerable and marginalised sections
3. SDMA/RD$, FD*, RD, Recurring/ Regular (RR)
Agriculture Dept., WRD DDMA, • Sensitisation and awareness creation
PRIs, DoUD • Support national CCA efforts
Climate Change Adaptation (CCA) • Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation

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Medium Term (T2)

Develop local adaptation strategies and pilot projects

Long Term (T3)

• Sponsor and promote state-specific efforts and local efforts
• Promote appropriate combinations of Green and Blue infrastructure
approach
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not s pecifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2 Floods
7.2.1 Understanding Disaster Risk
Floods Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
• Support and cooperate with central agencies
• Sponsor state-specific efforts; support local efforts for flood
management
• Support local information systems and update data for better flood
Observation Networks, Information management
SDMA/RD$, IRD., WRD, SDMA,
Systems, Monitoring, Research,
DDMA, SLRTI, PRIs, DoUD
Forecasting & Early Warning Short Term (T1)
• Implementing and monitoring of flood preparedness, river basin
and reservoir management plans including updating rule curves,
improve system of water release from reservoirs
• Identification of priority flood protection and drainage improvement

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Medium Term (T2)

Studies on land use and hydrological changes relevant to flood
management in river basins and reservoir command areas

Long Term (T3)

Execution of flood protection and drainage improvement schemes
2. SDMA/RD$, IRD, SLRTI, WRD, Recurring/ Regular (RR)
Zoning/ Mapping and classification
SDMA, • Support and cooperate with central agencies
flood prone areas
DDMA, PRIs, DoUD • Sponsor state-specific efforts; support local efforts
3. Recurring/ Regular (RR)
Research and SDMA/RD$, IRD, WRD, SDMA, • Support and cooperate with central agencies
Development DDMA, SLRTI • Sponsor/ carry out state-specific efforts in all these areas; support
local efforts
4. Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans
Hazard Risk Vulnerability and
SDMA/RD$, DDMA, RD, IRD, DSJE
Capacity Assessment (HRVCA) Short Term (T1)
Constitute/ strengthen the mechanisms for consultation with experts
and stakeholders
5. Recurring/ Regular (RR)
• Inter-state data and information sharing where applicable
• Coordination and cooperation with the central agencies
• Ensure facilities and infrastructure for the implementation of
Dissemination of warnings, data, SDMA/RD$, IRD, WRD, adequate access to communities at risk
and information IPRD, DDMA, PRIs, DoUD • Dissemination of warnings to all, down to the last mile – remote,
rural or urban; Regular updates to people in areas at risk
• Warnings using all types of options, types of technologies, and media
• Monitoring compliance by various network operators and service
providers
6. Recurring/ Regular (RR)
Disaster Data Collection and
SDMA/RD$, All Depts. Systematic data management of data on disaster damage and loss
Management
assessments
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Short Term (T1)

Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2.2 Inter-Agency Coordination

Floods Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
SDMA/RD$, IRD, DDMA, PRIs, functioning of agencies with DM tasks
Overall disaster governance
DoUD • All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
2. Recurring/ Regular (RR)
SDMA/RD$, IRD, DDMA, PRIs,
Response • Organising and coordinating the immediate response
DoUD
• Coordinate with central agencies
3. Recurring/ Regular (RR)
Coordinating the dissemination of warnings to all, down to the last
Warnings, Information, Data SDMA/RD$, DDMA, PRIs, DoUD
mile – remote, rural or urban; Regular updates to people in areas at
risk
4. Recurring/ Regular (RR)
Non-structural measures SDMA/RD$, DDMA, PRIs, DoUD Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.2.3 Investing in DRR – Structural Measures

Flood Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Establishment/ strengthening of
1. SDMA/RD$, DoUD, PRIs  Ensure round the clock operations of EOCs during the flood season
Emergency Operation Centres
with adequate human resources to respond to urban flood
Short Term (T1)
 Identification of safe buildings and sites to serve as temporary
shelters for people and livestock evacuated from localities at risk

Flood control measures such as Medium Term (T2)

2. construction of embankments SDMA/RD$, DDMA, PRIs, DoUD  Construction of multi-purpose shelters in coastal
and levees villages/habitations prone to frequent floods
 Proper monitoring and maintenance of river embankments

Long Term (T3)

 Ensure compliance with relevant building codes

Medium Term (T2)

SDMA/RD$, DDMA, PRIs, DoUD,  Ensure that multi-hazard, especially cyclone-resistant features are
3. Social Housing Schemes
DRD, DOUD, PRD incorporated in planning and execution of social housing schemes in
flood prone areas

Medium Term (T2)

 Ensure availability of shelters, undertake proper maintenance, and
4. Multi-purpose Flood Shelters SDMA/RD$, DDMA, PRIs, DoUD
make arrangements to support the people shifted to temporary
shelters
Recurring/ Regular (RR)
Waterways and drainage systems for SDMA/RD$, SPWD, DDMA,
5. Coordination and cooperation with the central agencies and ensure
roads, highways, and expressways PRIs, DoUD
proper alignment and design in all state projects
Enhancing the safety of dams and Recurring/ Regular (RR)
6. SDMA/RD$, DDMA, RD, IRD, WRD
reservoirs • Carry out measures to increase safety, reduce risks from flooding
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• Undertake pre- and post-monsoon inspections of dams and

reservoirs
• Monitor the implementation of safety enhancements in accordance
with norms
Desilting/ dredging of rivers to improve Recurring/ Regular (RR)
flow; drainage improvement; IRD, WRD, SDMA, DDMA, PRIs, Implementation as per norms
7.
floodwater diversion through existing DoUD
or new channels
Hazard resistant construction, Recurring/ Regular (RR)
strengthening, and retrofitting of all Collaboration with technical agencies and implementation
8. SDMA/RD$, DDMA, PRIs, DoUD
lifeline structures and critical
infrastructure
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2.4 Investing in DRR – Non-Structural Measures

Flood Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Implementing land-use regulation for low lying areas as per flood
 Regulation and enforcement of laws, control norms
norms, regulations, guidelines • Regulation of inhabitation of low-lying areas along the rivers, nallas
including and drains
SDMA/RD$, IRD, WRD, SDMA,
1.  Regulation for reservoir • Implementing flood management action plan
DDMA, RD, DOF
management • Support and cooperate with central agencies; Sponsor state-specific
 Integrated Water Resources efforts; support local efforts; Cooperate with central efforts
Management (IWRM)
Short Term (T1)
• Enforcing building codes and regulations

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• Review and modification of operation manuals for all major dams/

reservoirs
• Prevention and removal of encroachment into the waterways and
natural drainage systems

Medium Term (T2)

• Implementing regulatory framework for flood plain zoning and flood
inundation management
• Implementing flood plain zoning regulations

Long Term (T3)

Implementation of IWRM in major river basins and their sub-basins
within each state/UT
Regulations to promote flood resilient SDMA/RD$, DDMA, RD, Local Medium Term (T2)
2.
buildings and infrastructure bodies Revise and implement the relevant rules in flood prone areas
Short Term (T1)
Discourage reclamation of wetlands, natural depressions

 Wetland conservation and Medium Term (T2)

restoration Action plan managing wetlands and natural drainage systems for
3. SDMA/RD$, FD, Local Bodies
 Catchment Area Treatment/ flood moderation
Afforestation
Long Term (T3)
Implementation of watershed management including catchment
area treatment and afforestation programmes
Recurring/ Regular (RR)
4. Public Private Partnerships SDMA/RD$, DDMA, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer
Arrangements including multi- hazard insurance for life and
5. Risk Transfer DOF*, SDMA/RD$, SDMA, DAG
property

Short Term (T1)

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Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporti ng
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the S tate.

7.2.5 Capacity Development

Flood Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
SDMA/RD$, DDMA, SDRF
• Training and orientation programs for state govt. staff, professionals
Engineering Training Institutes,
for veterinary care and support to disaster-affected animals
SIRD, Police Training Academies,
• Training for CDEF, community, and volunteers
Training Recurring/ Regular (RR)
 Incorporating disaster response, search and rescue in the training
SDMA/RD$, DDMA, RD, GIPARD, programs of youth such as village volunteers, protection of disaster
PRIs, DoUD affected animals
• Training for CDEF, community, and volunteers
2. Medium Term (T2)
Professional Bodies and Councils
 Update curriculum for undergraduate engineering courses to include
in States
topics relevant for cyclone Risk Management
Medium Term (T2)
Curriculum Development  Introduction of Crisis Management, emergency medical
Health Department
response/recovery and trauma management at Diploma /UG/ PG
levels for Health Professionals
Medium Term (T2)
Boards of Education
 Improving curriculum periodically using new technologies
3. Recurring/ Regular (RR)
SDMA/RD$, WRD, IRD, SDRF,
• Carry out mass media campaigns
Awareness Generation SDRF/DF&ES, CDEF, Police, DDMA,
• Promote culture of disaster risk prevention, mitigation, and better
PRIs, DoUD
risk management

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 Promote attitude and behaviour change in the awareness

campaigns/ IEC
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Information on care and protection of disaster-affected animals

Medium Term (T2)

• Promote use of insurance/ risk transfer
• Promote Community Radio
4. Recurring/ Regular (RR)
Mock Drills/Exercises
Joint planning and execution of emergency drills
5. Recurring/ Regular (RR)
• Conduct training programmes
Vocational Training/Skill Development SDMA/RD$, DDMA, RD, DSDE
• Develop ToT teams for different trades relevant to cyclone-resistant
construction
6. Recurring/ Regular (RR)
Empowering women, marginalised
SDMA/RD$, DSJE, RD, GIPARD,  Incorporating gender sensitive and equitable approaches in capacity
communities, and persons with
DDMA, PRIs, DoUD development covering all aspects of disaster management at the
disabilities
state, district, and local levels
7. Recurring/ Regular (RR)
• Strengthen ability of communities to manage and cope with
Community-Based Disaster
SDMA/RD$, DDMA, PRIs, DoUD disasters based on a multi-hazard approach
Management
• Training for PRI, SHG, NCC, NSS, Youth, local community
organizations
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2.6 Climate Change Risk Management

Floods Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility

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Recurring/ Regular (RR)

• Support national risk reduction efforts related to GACC
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation
Medium Term (T2)
Research, Forecasting / Early Warning, SDMA/RD$, FD, IRD, WSD*, AGD,
1. Document state-specific GACC impacts and coping mechanisms
Data Management, Zoning, Mapping FIHD, DDMA, PRIs, DoUD
Long Term (T3)
• Promote state-specific studies on enhanced risks (economic, social,
etc.) under different GACC impact scenarios
• Promote research studies with State specific contexts on GACC and
consequent changes in hazards
Recurring/ Regular (RR)
• Undertake HRVCA as part of preparing and periodic revision of DM
plans
Hazard Risk Vulnerability and • Develop strategies for structural and non-structural measures
2. SDMA/RD$, Irrigation Dept. / WRD
Capacity Assessment (HRVCA) based on HRVCA

Medium Term (T2)

Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
SDMA, IRD/WRD*, FD, DRD, DSJE, mitigation and adaptation
3. Climate Change Adaptation (CCA)
DDMA, PRIs, DoUD
Medium Term (T2)
Develop local adaptation strategies and pilot projects

Long Term (T3)

• Sponsor and promote state-specific efforts and local efforts

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• Promote appropriate combinations of Green and Blue infrastructure

approach
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.3 Urban Floods

7.3.1 Understanding Disaster Risk
Urban Floods Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
• Develop land use planning based on multi-hazard disaster risk
Mapping/ Zoning, Estimation of assessment
Possible • Place land-use planning maps in public domain
Inundation levels, monitoring networks • Undertake adequate studies, evaluations, and planning considering
land use constraints to prevent flooding
• Coordinate with the central agencies and implement
2.
recommendations
Information Systems, Monitoring, • Undertake HRVCA as part of preparing and periodic revision of DM
SDMA/RD$, SRSAC, DDMA, PRIs plans
Forecasting, Early Warning
(peri-urban), DoUD • Ward level assessment
• Constitute/ strengthen the mechanisms for consultation with experts
3. and stakeholders

Medium Term (T2)

Hazard Risk Vulnerability and Capacit y Set up EOCs by the DoUD connected to the ARG network
Assessment (HRVCA)
Long Term (T3)
Develop capacities to make quantitative forecasts and simulate
inundation levels under various scenarios
4. Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and Assessments
SDMA/RD$, all depts
Management
Short Term (T1)
Disaster Damage and Losses 2005- 2015 baseline

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Notes: (#) Every ministry, department or agency of the government – central and state – not specifically mentioned will also have both direct and indirect supporting role
depending on the disaster, location and context. (*) The ministry, department or agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned
have a direct or explicit supporting role. ($) SDMA/RD$—Disaster Management Department: The state government department acting as the nodal department for disaster
management, which is not the same in every state/UT.

7.3.2 Inter-Agency Coordination

Urban Floods Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
SDMA/RD$, DDMA, DoUD, PRIs functioning of agencies with DM tasks
1. Overall Disaster Governance
(peri-urban) • All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
SDMA/RD$, DDMA, DoUD, PRIs Recurring/ Regular (RR)
2. Response (peri-urban) • Organising and coordinating the immediate response
• Coordinate with central agencies
SDMA/RD$, DDMA, DoUD, PRIs Recurring/ Regular (RR)
(peri-urban) Coordinating the dissemination of warnings to all, down to the last
3. Warnings, Information, Data
mile – remote, rural or urban; Regular updates to people in areas at
risk
SDMA/RD$, DDMA, DoUD, PRIs Recurring/ Regular (RR)
4. Non-structural measures (peri-urban) Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2.3 Investing in DRR – Structural Measures

Flood Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities

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Department/Agency Responsibility
Short Term (T1)
All road re-levelling works or strengthening/ overlay works to be
carried out by milling the existing layers of the road so that the road
levels will not be allowed to increase

Medium Term (T2)

• Upgrade the existing drainage and storm water systems
• Managing drainage systems
• Protection of Water Bodies
SDMA/RD$, DOUD, DoUD, PRIs
1. Civil Works • Ensure protection of Water Bodies and its restoration/ revival
(peri-urban)
Long Term (T3)
• Bus and Metro Terminals, Railway stations and Airports to be made
flood-proof by providing efficient drainage for a much higher rainfall
intensity
• All future road and rail bridges in cities crossing drains to be designed
such that they do not block the flows resulting in backwater effect
• Remove encroachments and take strict action against the
 encroachers as per the byelaws/ regulations
Recurring/ Regular (RR)
Establishment/ strengthening of SDMA/RD$, DOUD, DoUD, PRIs
2. Ensure round the clock operations of EOCs during the flood season
Emergency Operation Centres (peri-urban)
 with adequate human resources to respond to urban flood
Hazard resistant construction,
strengthening, and retrofitting SDMA/RD$, DOUD, DoUD, PRIs Medium Term (T2)
3.
of all lifeline structures and (peri-urban) Collaboration with technical agencies and implementation
critical infrastructure
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depend ing on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead r ole, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.3.4 Investing in DRR – Non-Structural Measures

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Urban Flood Investing in DRR – Structural Measures

Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Preparation of comprehensive Urban Recurring/ Regular (RR)
1. Storm Drainage Design Manual SDMA/RD$, DDMA, DOUD Take initiatives and collaborate with central agencies
(USDDM)
Preparation of Storm Water Drainage SDMA/RD$, DoUD, PRIs (peri- Long Term (T3)
2.
System Inventory urban) Coordinate with MHUA in preparing the inventory through DoUD
Recurring/ Regular (RR)
Operation and Maintenance of SDMA/RD$, DoUD, PRIs (peri- Adequate budget to be provided to take care of the men, material,
3.
Drainage Systems urban) equipment and machinery for O&M of drainage systems on a periodic
basis
Short Term (T1)
Ensure strict compliance with the guidelines and land-use planning
SDMA/RD$, DoUD, FD,PRIs (peri- consistent with sound storm water management
4. Environmental Impact Assessment
urban)
Medium Term (T2)
Minimise loss of ecologically important areas and natural wetlands
Short Term (T1)
• Ensure strict compliance of Techno-Legal Regime especially of land
use through DoUD
• Strengthen land-use planning
• Techno-Legal Regime
SDMA/RD$, DoUD, PRIs (peri- Medium Term (T2)
5. • Land use planning
urban) • Incorporate water sensitive urban design considerations into land
• City/Town Planning
use planning
• Incorporate the topography and specific terrain elements such as
hilly, coastal, etc. in the land use plan to minimise flooding allowing
free flow of storm water along natural contours
Short Term (T1)
Constitution of Urban Flooding Cell for Nodal Department to constitute Urban Flooding Cell at State level and
6. SDMA/RD$, DOUD
Integrated UFDM a DM Cell to be constituted at the DOUD level for managing urban
flooding at local level

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Long Term (T3)

7. Public Private Partnerships DOUD, SDMA, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-hazard
insurance for life and property
8. Risk Transfer DOF*, SDMA/RD$, DAG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both di rect and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.2.5 Capacity Development

Urban Flood Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Trainings for urban flood rescue and management for CDEF,
community, volunteers and others

Short Term (T1)

Education and • Upgrade equipment and skills of SDRF/DF&ES for UFDM
1 DOUD, PRIs (peri-urban), SDRF
Training • Enlist professionals for veterinary care and support to disaster-
affected animals

Medium Term (T2)

State Governments will encourage their school boards to develop
similar content in their school curriculum
Recurring/ Regular (RR)
• Carry out mass media campaigns
SDMA/RD$, DDMA, SDRF,
• Promote culture of disaster risk prevention, mitigation, and better
2 Awareness Generation SDRF/DF&ES, CDEF, Police,
risk management
DOUD, PRIs (peri-urban)
Medium Term (T2)
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• Promote attitude and behaviour change in the awareness

campaigns/ IEC
• Promote use of insurance/ risk transfer
• Promote Community Radio
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Information on care and protection of
 disaster-affected animals
Recurring/ Regular (RR)
SDMA/RD$, DDMA, DOUD, State Ensure accurate documentation of all aspects of disaster events for
3 Documentation
ATI creating good historical records for future research and Risk
Management planning
Short Term (T1)
Empowering women, marginalised SDMA/RD$, DDMA, GIPARD,
Incorporating gender sensitive and equitable approaches in capacity
4 communities, and persons with and other state - level
development covering all aspects of disaster management at the
disabilities institutions
state, district, and local levels
Recurring/ Regular (RR)
Promotion, guidance, support, training for CDEF, community,
volunteers

Short Term (T1)

Community-Based Disaster SDMA/RD$, SDRF, RD, DDMA,
5 Strengthen ability of communities to manage and cope with disasters
Management DOUD, GIPARD
based on a multi- hazard approach

Medium Term (T2)

Training for RWA, SHG, NCC, NSS, Youth, Ward Committees, local
community organizations
SDMA/RD$, DDMA, DOUD, SDRF, Recurring/ Regular (RR)
6 Mock Drills/Exercises
SDRF/DF&ES, CDEF, Police Joint planning and execution of emergency drills
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nod al or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.2.6 Climate Change Risk Management

Floods Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
SDMA/RD$, IRD, WSD*, FD, SDMA,
Research, Forecasting / Early Warning, • Support national risk reduction efforts related to GACC
1. AGD, FIHD, DDMA, DoUD, PRIs
Data Management, Zoning, Mapping • Coordination with central agencies
(peri-urban)
• Sponsor and promote state-specific efforts and local efforts
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans
Hazard Risk Vulnerability and • Develop strategies for structural and non-structural measures based
2. SDMA/RD$, IRD, WRD, SLRTI
Capacity Assessment (HRVCA) on HRVCA

Medium Term (T2)

Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation

Medium Term (T2)

SDMA/RD$, IRD, WSD*, FD, DRD,
3. Climate Change Adaptation (CCA) Develop local adaptation strategies and pilot projects
DDMA, DoUD, PRIs (peri-urban)
Long Term (T3)
• Sponsor and promote state-specific efforts and local efforts
• Implementation of GACC adaptation programs
• Promote appropriate combinations of Green and Blue infrastructure
approach
• Integrate adaptive measures in social protection programmes for the
vulnerable groups

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Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.4 Seismic/Earthquakes
7.4.1 Understanding Disaster Risk
Seismic/Earthquakes Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
• Earthquake Monitoring Services Recurring/ Regular (RR)
• National Seismological Network Share information widely
1. • Real Time Seismic Monitoring Network SDMA/RD$, DDMA, RD
(RTSMN)
• Earthquake Hazard and Risk Assessment (EHRA)
Recurring/ Regular (RR)
Scientific Seismic SDMA/RD$, DOUD,
2. Ensuring implementation, enforcement, compliance and monitoring;
Zonation SPWD, DOUD, DDMA
Awareness creation
Long Term (T3)
SDMA/RD$, DDMA, Carry out need assessment from end users, conduct micro-zonation
3. Seismic Micro-zonation
SLRTI studies, prioritize important urban areas for micro-zonation, do
professional review before adoption
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
Hazard Risk Vulnerability and Capacity SDMA/RD$, DSJE, PRIs,
4. plans
Assessment (HRVCA) DoUD, DDMA
Short Term (T1)

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Constitute/ strengthen the mechanisms for consultation with experts

and stakeholders

Recurring/ Regular (RR)

Systematic data management of data on disaster damage and loss
assessments
5. Disaster Data Collection and Management SDMA/RD$, All depts.
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit suppor ting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.4.2 Inter-Agency Coordination

Seismic/Earthquakes Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
functioning of agencies with DM tasks
1. Overall disaster governance SDMA/RD$, DDMA, PRIs, DoUD
• All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
2. Response • Organising and coordinating the immediate response
• Coordinate with central agencies
SDMA/RD$, DDMA, PRIs, DoUD Recurring/ Regular (RR)
3. Non-structural measures Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.4.3 Investing in DRR – Structural Measures

Seismic/Earthquakes Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD, • Ensure that earthquake resistant features are incorporated in
1. Social Housing Schemes
DRD, DOUD, PRD planning and execution of social housing schemes
• Ensure compliance with relevant building codes
Medium Term (T2)
Strengthening and seismic retrofitting
SDMA/RD$, SPWD, RD, DDMA, Implementation strengthening and seismic retrofitting as per
2. of prioritized lifeline structures and
PRIs, DoUD recommendations of safety audits in all govt. departments, agencies,
buildings
public utilities, schools, colleges, community halls, etc.
Hazard resistant construction,
strengthening, and retrofitting of all SDMA/RD$, DDMA, PRIs, DoUD, Recurring/ Regular (RR)
3.
lifeline structures and critical SPWD Collaboration with technical agencies and implementation
infrastructure
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.4.4 Investing in DRR – Non-Structural Measures

Seismic/Earthquakes Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Medium Term (T2)
• Adopt suitable byelaws for rural and urban areas, put model codes
Regulations and model codes for town
SDMA/RD$, DOUD, DRD, SPWD, (e.g., NBC 2016) into practice and ensure proper compliance
1. planning, civil works and public
DDMA, PRIs, DoUD • Micro-zonation for seismic risk reduction
infrastructure
Long Term (T3)
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Ensure strict compliance with code implementation through relevant

Departments and agencies
Recurring/ Regular (RR)
• Structural safety audit of lifeline
Carry out safety audit of lifeline buildings and critical infrastructure
structures and buildings
SDMA/RD$, DOUD, SPWD,
2. • Prioritization of lifeline structures Medium Term (T2)
DDMA, PRIs, DoUD
and buildings for strengthening and Ensure implementation, monitoring, enforcement and proper
seismic retrofitting compliance within state by public, private and individuals
Medium Term (T2)
Licensing and certification of
3. Relevant Departments Implement licensing of engineers through appropriate legal
professionals
framework and institutional mechanism
Recurring/ Regular (RR)
4. Public Private Partnerships SDMA/RD$, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi- hazard
insurance for life and property
5. Risk Transfer DOF*, SDMA/RD$, DAG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.4.5 Capacity Development

Seismic/Earthquakes Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Carry out regular trainings of CDEF,
SDMA/RD$, SDRF, RD, EDD, SIRD,
community and volunteers
DDMA
1 Training
Medium Term (T2)
• Carry out the national effort to build the requisite number of trained
personnel to handle seismic safety in India
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Trainings in search and rescue for CDEF, community, and volunteers

Medium Term (T2)
SDMA/RD$, SDMA, RD, HD, EDD,
2 Curriculum Development DM related aspects to be included in undergraduate and professional
DDMA
courses
Recurring/ Regular (RR)
• Carry out mass media campaigns
• Promote culture of disaster risk prevention, mitigation, and better
risk management
• Promote attitude and behaviour change in the awareness
campaigns/ IEC
3 Awareness Generation
Medium Term (T2)
SDMA/RD$, IPRD, RD, GIPARD,
• Promote use of insurance/ risk transfer
ATIs, SDRF, SDRF/DF&ES, CDEF,
• Promote Community Radio
Police, DDMA, PRIs, DoUD
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Information on care and protection of disaster-affected animals
Recurring/ Regular (RR)
Monitoring Emergency Preparedness of Departments
4 Mock Drills/ Exercises
Short Term (T1)
Joint planning and execution of emergency drills
Documentation and SDMA/RD$, DDMA, PRIs, DoUD, Recurring/ Regular (RR)
5
Dissemination ATI Popularization and distribution of documentation in local languages
Medium Term (T2)
Empowering women, marginalised
SDMA/RD$, GIPARD, SLRTI, Incorporating gender sensitive and equitable approaches in capacity
6 communities, and persons with
DDMA, PRIs, DoUD development covering all aspects of disaster management at the
disabilities
state, district, and local levels
Recurring/ Regular (RR)
Promotion, guidance, support, training for CDEF, community,
Community-Based Disaster
7 SDMA/RD$, DDMA, DOUD volunteers
Management
Short Term (T1)
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Strengthen ability of communities to manage and cope with disasters

based on a multi- hazard approach
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit s upporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.5 Tsunami
7.5.1 Understanding Disaster Risk
Tsunami Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Research and
1. SDMA/RD$, DDMA Develop detailed computerized maps and databases of vulnerable
Development Efforts
areas along the coast for planning and coordination of DM activities
Recurring/ Regular (RR)
2. Zoning/ Mapping SDMA/RD$, DDMA, PRIs, DoUD Ensure support to the Central Government agencies in zoning/
mapping and carry out at their level
Observation Networks, Information Recurring/ Regular (RR)
3. Systems, Monitoring, Research, SDMA/RD$, DDMA, SLRTI Support, cooperation for data, collection and updates
Forecasting & Early Warning
Dissemination of warnings, data, and Recurring/ Regular (RR)
4. SDMA/RD$, DDMA, PRIs, DoUD
information

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• Dissemination of warnings to all (including fishermen), down to the

last mile – remote, rural or urban; Regular updates to people in areas
at risk
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans
Hazard Risk Vulnerability and Capacity SDMA/RD$, DSJE, PRIs, DoUD,
5.
Assessment (HRVCA) DDMA Short Term (T1)
Constitute/ strengthen the mechanisms for consultation with experts
and stakeholders
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and assessments
6. SDMA/RD$, All Depts.
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or expl icit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.5.2 Inter-Agency Coordination

Tsunami Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
functioning of agencies with DM tasks
1. Overall disaster governance SDMA/RD$, DDMA, PRIs, DoUD
• All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development in the coastal areas
Recurring/ Regular (RR)
2. Response SDMA/RD$, DDMA, PRIs, DoUD • Organising and coordinating the immediate response
• Coordinate with central agencies

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Recurring/ Regular (RR)

SDMA/RD$, DDMA, PRIs, Coordinating the dissemination of warnings to all, down to the last
3. Warnings, Information, Data
DoUD mile – remote, rural or urban; Regular updates to people in areas at
risk
Recurring/ Regular (RR)
4. Non-structural measures SDMA/RD$, DDMA, PRIs, DoUD Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect suppo rting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.5.3 Investing in DRR – Structural Measures

Cyclone, Gusty Winds and Heavy Rains Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Strengthening of lifeline structures and SDMA/RD$, SPWD, DDMA, PRIs,
1. Implementation as per recommendations of safety audit
high priority buildings DoUD
• Shelters from storm surges and Recurring/ Regular (RR)
tsunamis Implementation in compliance with relevant building codes/
• Construction of large-scale standards/ technical guidance
submerged sand barriers
• Periodical dredging of the inlets and
associated water bodies so as to
SDMA/RD$, SPWD, DDMA, PRIs,
2. absorb the influx during tsunami
DoUD
• Construction of submerged dykes
(one or two rows along the stretch of
the coast) so as to decrease the impact
due to the incoming tsunami and
inland dykes to safeguard vital
installations
Hazard resistant construction, SDMA/RD$, SPWD, DDMA, PRIs, Recurring/ Regular (RR)
3.
strengthening, and retrofitting of all DoUD Collaboration with technical agencies and implementation

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lifeline structures and critical

infrastructure
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.5.4 Investing in DRR – Non-Structural Measures

Cyclone, Gusty Winds and Heavy Rains Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Mainstreaming DM into Development SDMA/RD$, Finance Dept., DDMA,
1. Include DM concerns all schemes and proposals by various ministries
Planning PRIs, DoUD
as per norms
Short Term (T1)
• Ensure compliance with coastal environment protection laws and
regulations such as the CRZ
Regulation and enforcement of
SDMA/RD$, FD, DDMA, PRIs, • Regulating aquaculture, and groundwater extraction
2. relevant
DoUD
laws
Medium Term (T2)
• Ecologically sound land-use zonation
• Discourage inappropriate/ risky use of coastal areas
Recurring/ Regular (RR)
Ensure implementation of standards through all departments/
institutions
3. Techno-Legal Regime DOF*, SDMA/RD$, DAG
Medium Term (T2)
Develop suitable byelaws for rural areas (for both engineers and non-
engineered buildings) considering local conditions
Medium Term (T2)
• Developing sand dunes along the coast with sea weeds or shrubs or
Non-structural shore stabilization
4. SDMA/RD$, FD, DDMA casuarinas trees for stabilization of the sand dunes
measures and bio-shields
• Raising the ground level (above the design water level) with natural
beach sand
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Long Term (T3)

• Development of coastal forest (green belt) by planting casuarinas or
coconut trees along the coastline to cover minimum of about 500m
width of the beach
• Establishment of bio-shields (e.g., mangrove plantations, as a natural
defence) for communities residing along the estuaries
Long Term (T3)
Safety audits and evaluation of all • Detailed assessment of tsunami hazard to the structure and
5. lifeline structures and important SDMA/RD$, DDMA, PRIs, DoUD foundation and the benefits of strengthening
facilities • Carry out structural safety audit of all lifeline structures and
important facilities
Recurring/ Regular (RR)
6. Public Private Partnerships SDMA/RD$, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-hazard
insurance for life and property
7. Risk Transfer DOF*, SDMA/RD$, DAG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or i s deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.5.5 Capacity Development

Tsunami Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Recurring/ Regular (RR)
SDMA/RD$ , SDRF, RD,
Training and orientation programs for State Govt. staff/ emergency
SIRD, DDMA
Training and Capacity Development of response officials, CDEF, Community, and other volunteer groups
Professionals Recurring/ Regular (RR)
SLRTI Training of the Trainers to impart knowledge related to tsunami
mitigation measures to various target groups
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2. Short Term (T1)

Include DM in the educational curricula and develop adequate
Curriculum Development SDMA/RD$ , EDD, DDMA
technical expertise on various subjects related to DM including
Tsunami
3. Recurring/ Regular (RR)
• Carry out mass media campaigns
• Promote culture of disaster risk prevention, mitigation, and better
risk management
• Promote attitude and behaviour change in the awareness
campaigns/ IEC
Awareness Generation
SDMA/RD$ , DDMA, SDRF, • Promote use of insurance/ risk transfer
SDRF/DF&ES, CDEF, • Promote Community Radio
Police • Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Inform people about care and protection of disaster-affected
animals
4. Hazard resistant construction, strengthening, Recurring/ Regular (RR)
and retrofitting of all Joint planning and execution of emergency drills
lifeline structures and critical infrastructure
5. SDMA/RD$ , DDMA, SDRF, Recurring/ Regular (RR)
Mock Drills/ Exercises SDRF/DF&ES, CDEF, Joint planning and execution of emergency drills (Central, State, Local
Police and Community)
6. Recurring/ Regular (RR)
Empowering women, marginalised SDMA/RD$ , GIPARD, Incorporating gender sensitive and equitable approaches in capacity
communities, and persons with disabilities SLRTI, DDMA, PRIs, DoUD development covering all aspects of disaster management at the
state, district, and local levels
7. Recurring/ Regular (RR)
• Strengthen ability of communities to manage and cope with
SDMA/RD$ , DDMA, PRIs,
Community-Based Disaster Management disasters based on a multi-hazard approach
DoUD
• Training for PRI, SHG, NCC, NSS, Youth, CDEF, local community
organizations, volunteers

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Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentio ned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Depa rtment for disaster management in the State.

7.5.6 Climate Change Risk Management

Tsunami Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Support national risk reduction efforts related to GACC
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation
Research, Forecasting, Early Warning SDMA/RD$, AGD., AHD, FIHD,
1.
Information System, Zoning, Mapping WRD, FD, SLRTI
Medium Term (T2)
• Promote state-specific studies on enhanced risks (economic, social,
etc.) under different GACC impact scenarios
• Promote research studies with State specific contexts on GACC and
consequent changes in hazards
Medium & Long Term (T2, T3)
Hazard Risk Vulnerability and SDMA/RD$, FD, AGD, FIHD, • Promote state-specific studies on vulnerabilities, capacities and
2.
Capacity Assessment (HRVCA) WRD DDMA, PRIs, DoUD, SLRTI risks under GACC impact scenarios
• Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
SDMA/RD$, FD*,
• Sponsor and promote state-specific efforts and local efforts for GACC
3. Climate Change Adaptation (CCA) Agriculture Dept., WRD DDMA,
mitigation and adaptation
PRIs, DoUD
Short Term (T1)
Develop local adaptation strategies and pilot projects

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Medium Term & Long Term (T2, T3)

• Sponsor and promote state-specific efforts and local efforts
• Promote appropriate combinations of Green and Blue infrastructure
approach
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.6 Landslides
7.6.1 Understanding Disaster Risk
Landslides Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Hazard Zoning, mapping, geological, and Recurring/ Regular (RR)
SDMA/RD$ , State DGM, SRSAC,
1. geotechnical Investigations in regions Support to and cooperation with central agencies
DDMA
prone to landslides and snow avalanches
Recurring/ Regular (RR)
2. Research and Development SDMA/RD$ , DGM, SRSAC, DDMA
Support to and cooperation with central agencies
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans
Hazard Risk Vulnerability and Capacity
3. SDMA/RD$ , DSJE, PRIs, DoUD
Assessment (HRVCA) Short Term (T1)
Constitute/ strengthen the mechanisms for consultation with experts
and stakeholders
Recurring/ Regular (RR)
 Ensure facilities and infrastructure for the implementation of
SDMA/RD$ , SPWD, DDMA, adequate access to communities at risk
4. Dissemination of warnings
PRIs, DoUD  Dissemination of warnings to all, down to the last mile – remote,
rural or urban;
 Regular updates to people in areas at risk
Monitoring, Warning Systems, and Recurring/ Regular (RR)
5. SDMA/RD$ , DDMA, PRIs, DoUD
Dissemination Support and collaboration in implementation
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and
6. SDMA/RD$ , All Depts. assessments
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline

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Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.2 Inter-Agency Coordination

Tsunami Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
5. Overall disaster governance Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
functioning of agencies with DM tasks
SDMA/RD$, DDMA, PRIs, DoUD
• All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
6. Response Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD • Organising and coordinating the immediate response
• Coordinate with central agencies
7. Warnings, Information, Data Recurring/ Regular (RR)
Coordinating the dissemination of warnings to all, down to the last
SDMA/RD$, DDMA, PRIs, DoUD
mile – remote, rural or urban; Regular updates to people in areas at
risk
8. Non-structural measures Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or expli cit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.3 Investing in DRR – Structural Measures

Tsunami Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
1. Protection of Human SDMA/RD$, State DGM, SPWD Recurring/ Regular (RR)
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Settlements and other infrastructures Improving infrastructure, roads, and land stabilization work
2. Protection of Heritage Structures SDMA/RD$, State DGM, SRSAC, Recurring/ Regular (RR)
DDMA, PRIs, DoUD Support and collaboration
3. Multi-Hazard Shelters SDMA/RD$, DDMA, PRIs, DoUD Short Term (T1)
Identification safe buildings and sites to serve as temporary shelters
for people and livestock evacuated from localities
at risk
Medium Term (T2)
• Construction of multi-purpose shelters in high risk areas at safe
sites away from hazard-prone locations
• Proper maintenance of roads in risk-prone areas
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.4 Investing in DRR – Non-Structural Measures

Tsunami Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Medium Term (T2)
 Detailed land-use zonation incorporating landslide and snow
Site selection for Human Settlements avalanche risks as applicable
SDMA/RD$, State DGM,
1. in Landslide and Snow Avalanche  Adopt suitable byelaws for rural and urban areas
DDMA, Local Authorities
Prone Areas  Enforce/ promote model codes (e.g., NBC 2016 and updated
standards) into practice
 Ensure proper compliance
Recurring/ Regular (RR)
 Ensure implementation and adherence to codes and guidelines
SDMA/RD$, DOUD, DDMA, Local
2. Regulations and building codes
Authorities Medium Term (T2)
• Adopt the techno-legal framework for ensuring compliance with
land use zoning and landslide/avalanche safety issues

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• Adopt land use zoning, building byelaws and model code (e.g., NBC
2016) legislation with suitable modification for reducing risk
Recurring/ Regular (RR)
Licensing and certification of SDMA/RD$ and all relevant
3. Implement licensing of engineers through appropriate legal
professionals Departments
framework and institutional mechanism
Recurring/ Regular (RR)
4. Public Private Partnerships SDMA/RD$, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-
hazard insurance for life and property
5. Risk Transfer DOF*, SDMA/RD$, DAG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.5 Capacity Development

Tsunami Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
 Support and collaboration to national agencies
SDMA/RD$, State DGM, SRSAC,  Training and skill upgrades for search and rescue for CDEF,
1. Training
SDRF, ATIs, SIRD, GIPARD, SLRTI community, and volunteers
 Conduct regular training programmes for professionals including
those for care and protection of disaster affected animals
Medium Term (T2)
2. Curriculum Development SDMA/RD$, EDD Include information on landslides and snow avalanches in the
curriculum
SDMA/RD$, SDRF/DF&ES, Recurring/ Regular (RR)
3. Awareness Generation IPRD, DDMA, PRIs, DoUD, CDEF, • Carry out mass media campaigns
Police

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• Promote culture of disaster risk prevention, mitigation, and better

risk management
• Promote attitude and behaviour change in the awareness
campaigns/ IEC
• Promote use of insurance/ risk transfer
• Promote Community Radio
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Inform people about care and protection of disaster-affected
animals
SDMA/RD$, DDMA, SDRF, SDRF/ Recurring/ Regular (RR)
4. Mock Drills/ Exercises DF&ES, CDEF, Police, DDMA, PRIs, Joint planning and execution of emergency drills
DoUD
Recurring/ Regular (RR)
SDMA/RD$, GIPARD, Constitute multi-institutional and multi- disciplinary teams for carrying
5. Documentation
SLRTI, DDMA, PRIs, DoUD out post landslide field investigations, document the lessons learnt
and disseminate
Recurring/ Regular (RR)
Empowering women, marginalised
SDMA/RD$, GIPARD, SLRTI, Incorporating gender sensitive and equitable approaches in capacity
6. communities, and persons with
DDMA, PRIs, DoUD development covering all aspects of disaster management at the
disabilities
state, district, and local levels
Recurring/ Regular (RR)
• Strengthen ability of communities to manage and cope with
Community-Based Disaster SDMA/RD$, SDMA, DDMA, PRIs,
7. disasters based on a multi-hazard approach
Management DoUD
• Training for PRI, SHG, NCC, NSS, Youth, CDEF, local community
organizations
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.6 Climate Change Risk Management

Tsunami Climate Change Risk Management

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Sub-Thematic Area for DRR State Agencies and their Responsibilities

Department/Agency Responsibility
Recurring/ Regular (RR)
Support national risk reduction efforts related to GACC
• Coordination with central agencies

Short Term (T1)

• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation
Research, Forecasting, Early Warning SDMA/RD$, IRD, WRD, SDMA,
1. Medium Term (T2)
Information System, Zoning, Mapping DDMA, PRIs, DoUD
• Document state specific GACC impacts and coping mechanisms
• Promote local weather-based insurance mechanisms and
agricultural practices.
Long Term (T3)
• Promote state-specific studies on enhanced risks (economic, social,
etc.) under different GACC impact scenarios
• Promote research studies with State specific contexts on GACC and
consequent changes in hazards
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans

Hazard Risk Vulnerability and Short Term (T1)

2. SDMA/RD$, IRD, DSJE, SLRTI
Capacity Assessment (HRVCA) Data collection related to landslides

Medium Term (T2)

• Develop State specific strategies
• Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
SDMA/RD$, FD, SDMA, DDMA, • Sensitisation and awareness creation
3. Climate Change Adaptation (CCA)
PRIs, DoUD • Support national CCA efforts
• Coordination with central agencies

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• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation

Short Term (T1)

Develop local adaptation strategies and pilot projects

Medium Term (T2)

• Sponsor and promote state-specific efforts and local efforts

Long Term (T3)

• Implementation of GACC adaptation programs
• Promote appropriate combinations of Green and Blue infrastructure
approach
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit suppo rting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.7 Drought
This section relies on the guidelines published by NDMA on drought management listed in Annexure-I and the manual 54 prepared by the MAFW (2016).

7.7.1 Understanding Disaster Risk

Drought Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Annually, after the end of the South- West monsoon, carry out
SDMA/RD$ , SDMC, DDMA, SAUs comprehensive assessment of water availability for drinking and
1. Vulnerability Maps in collaboration with central irrigation in all the dryland farming/drought-prone areas in the state
agencies to demarcate blocks and preferably villages
• Prepare maps of areas likely to face water deficit before onset of
next monsoon (demarcate blocks and preferably villages)

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• Undertake village-wise assessment of water storage in the

vulnerable blocks
Recurring/ Regular (RR)
• Coordinate with central agencies in the compilation, for refining
forecast accuracy for the region, and analysis of all the drought, water
deficit, and crop related data
• Ensure functioning of DMC with requisite facilities and staff to
continuously monitor water availability in the drought-prone blocks
SDMC, SDMA/RD$, AGD, IRD,
after likelihood of drought. Is high.
Water
Assessment, Monitoring, Forecasting, • Separately, at the end of SW and NE monsoon, as applicable, prepare
2. Supply Dept., SAUs in
Early Warning and update a robust database of micro-level details on rainfall,
collaboration with central
reservoir/ lake water levels, surface water/ ground water, soil
agencies, DDMA
moisture, sowing/ crop conditions and socio-economic factors
• Separately, at the end of SW and NE monsoon, prepare crop advisory
for blocks that are likely to face water deficit
• Separately, at the end of SW and NE monsoons, prepare
comprehensive water conservation, re-distribution, and management
plan for the areas in the state that are likely to experience water deficit
Short Term (T1)
• Monitor key indicators for drought declaration with the support of
relevant Central/ State agencies/ Dept.
SDMA/RD$ , SDMC, SAU, AGD, • State Govt. to issue a formal declaration of drought affected areas
3. Drought Declaration
IRD, WRD, DDMA after which Collector will notify the district and talukas affected and
initiate drought response measures
• Notify drought - Kharif by 30 October; Rabi by 31 March
• Early season drought: In August as per recommended criteria
Recurring/ Regular (RR)
• Undertake HRVCA as part of preparation/ revision of DMP
Hazard Risk Vulnerability and • Estimate vulnerability of crops to rainfall uncertainties
SDMA/RD$ , DSJE, SAU, AGD,
4. Capacity Assessment
PRIs, DoUD, DDMA Short Term (T1)
(HRVCA)
Constitute/ strengthen the mechanisms for consultation with experts
and stakeholders
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Recurring/ Regular (RR)

SDMA/RD$ , SAUs in Conduct research through the university system to cope with water
5. Research
collaboration with CRIDA, NRAA deficit, to manage crops with less water, improve water conservation
programs, enhance the productivity of dryland/ rainfed farming
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and
6. SDMA/RD$ , All Depts. assessments
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned wi ll also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.7.2 Inter-Agency Coordination

Drought Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
SDMA/RD$, AGD, DRD, PRD, DDMA, functioning of agencies with DM tasks
1. Overall disaster governance
PRIs, DoUD • All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
Recurring/ Regular (RR)
2. Response SDMA/RD$, DDMA, PRIs, DoUD • Organising and coordinating the immediate response
• Coordinate with central agencies
Recurring/ Regular (RR)
SDMA/RD$, AGD, DRD, PRD, DDMA, Coordinating the dissemination of warnings to all, down to the last
3. Warnings, Information, Data
PRIs, DoUD mile – remote, rural or urban; Regular updates to people in areas at
risk
Recurring/ Regular (RR)
4. Non-structural measures SDMA/RD$, DDMA, PRIs, DoUD Coordination among state agencies for ensuring updated norms/
codes and their implementation, enforcement and monitoring

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Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.7.3 Investing in DRR – Structural Measures

Drought Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
SDMA/RD$, DDMA, Forest Dept.,
• Drinking water storage and distribution facilities
1. Storage Facilities Water Supply Dept., PRIs, DoUD,
• Fodder storage facilities to maintain fodder banks
WRD, DRD, PRD, RD
• Rainwater harvesting systems – individual and community
Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD, • Water harvesting and storage structures
2. Water Conservation Structures
WRD, DRD, PRD, AHD, RD, IRD • Check dams, reservoirs with excess capacity
• Groundwater recharge augmentation systems
Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD,
3. Social Housing Schemes Ensure rainwater harvesting and storage in the social housing
WRD, DRD, PRD, AHD, RD, IRD
schemes especially in drought prone areas
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have bo th direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.7.4 Investing in DRR – Non-Structural Measures

Drought Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility

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Recurring/ Regular (RR)

Coordinate the efforts of the central agencies in implementing
mitigation measures

Short Term (T1)

SDMA/RD$, DDMA, PRIs, DoUD, • Promote private participation in disaster management facilities
1. Mitigation Measures WRD, DRD, PRD, AHD, RD, IRD, • Improve the implementation of watershed development
SAU, FD programmes
Medium Term (T2)
• Risk management for dryland/ rainfed farmers through agricultural
extension, and financial institutions based on
assessments at the end of monsoon (SW or NE as applicable)
• Drought-Proofing
Recurring/ Regular (RR)
• Promote water efficient irrigation systems (sprinklers, drip, etc.)
• Promote protective irrigation through micro irrigation systems
• Provide advice to farmers to cope with drought, crop management
Promote water conservation, SDMA/RD$, DDMA, PRIs, DoUD,
under drought conditions, and efficient water management
2. harvesting, efficient irrigation, WRD, DRD, PRD, AHD, RD, IRD,
• Training in water and soil moisture conservation
afforestation SAU, FD
• Promote village-level information systems for natural resour ce
Management
• Afforestation and other options using economically useful
vegetation
Recurring/ Regular (RR)
• Need-based credit
• Promote financial inclusion
• Monitor the availability of credit and other financial support from
Agricultural credit, agricultural inputs, SDMA/RD$ and all relevant banks and other financial institutions to farmers in drought-prone
3.
finance, marketing, and crop insurance Departments areas
• Ensure the insurance programmes reach the target audiences
(especially dryland/rain-fed farmers) and dependent agricultural
labour
• Marketing support
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• Ensuring availability of quality agricultural inputs

Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi hazard
insurance for life and property
4. Risk Transfer DOF*, SDMA/RD$, DAG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentio ned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Depa rtment for disaster management in the State.

7.6.5 Capacity Development

Drought Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
• Formulate and implement national training and capacity building
programme for drought management, especially, better water
conservation, integrated water management (surface
and ground water), and cropping systems
• Implement different training programmes for officials at various
levels, elected representatives, community leaders, CDEF, civil society
SDMA, GIPARD, SIRD, SLRTI,
1. Training and Capacity Building organizations, animal welfare organizations
SDMC, SDRF, DDMA, PRIs, DoUD
Medium Term (T2)
• Ensure availability of qualified and experienced trainers conversant
with drought mitigation and management techniques (crop, animal
care, integrated water resources – surface and ground water)
• Professionals for veterinary care and
 support to drought-affected animals
2. Curriculum Development SDMA/RD$, SAU, EDD, SBSE Recurring/ Regular (RR)
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• Include basic aspects of disaster management including drought in

graduate and post-graduate courses in agriculture and veterinary
courses offered by state institutions
• Include drought mitigation in secondary and higher secondary
school curriculum
Recurring/ Regular (RR)
• Carry out mass media campaigns
• Promote culture of disaster risk prevention, mitigation, and better
risk management
• Promote attitude and behaviour change in the awareness
SDMA/RD$, IPRD, RD, DDMA, PRIs, campaigns/ IEC
3. Awareness Generation
DoUD, SAU • Promote use of insurance/ risk transfer
• Promote Community Radio
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Inform people about care and protection of disaster-affected
animals
Recurring/ Regular (RR)
Empowering women, marginalised SDMA/RD$, DDMA, PRIs, DoUD,
Incorporating gender sensitive and equitable approaches in capacity
4. communities, and persons with AGD, AHD, WRD, DRD, PRD, IRD,
development covering all aspects of disaster management at the
disabilities SAU, FD, DSJE
state, district, and local levels
SDMA/RD$, DDMA, PRIs, DoUD, Short Term (T1)
5. Drought Management Plans AGD, AHD, WRD, DRD, Ensure development of state, district, block, taluka and village drought
PRD, IRD, SAU, FD management plans
SDMA/RD$, DDMA, PRIs, DoUD, Recurring/ Regular (RR)
Mainstreaming drought management
6. AGD, AHD, All state govt. departments/ agencies will mainstream disaster
in developmental plans
WRD, DRD, PRD, IRD management efforts in their developmental plans
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.6.6 Climate Change Risk Management

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Tsunami Climate Change Risk Management

Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Support national risk reduction efforts related to GACC
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation

Short Term (T1)

Research, Forecasting, Early Warning SDMA/RD$, IRD, AGD, WRD, • Document state specific GACC impacts and coping mechanisms
1.
Information System, Zoning, Mapping DDMA, PRIs, DoUD, SLRTI, FD • Take initiatives to promote drought resistant crops
• Promote local weather-based insurance mechanisms and
agricultural practices.
Medium Term (T2)
• Promote state-specific studies on enhanced risks (economic, social,
etc.) under different GACC impact scenarios
• Promote research studies with State specific contexts on GACC and
consequent changes in hazards
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of DM
plans

Short Term (T1)

Hazard Risk Vulnerability and • Impact assessment, economic and social risks under GACC and
2. SDMA/RD$, IRD, DSJE, SLRTI
Capacity Assessment (HRVCA) reporting
• Assess GACC risks of vulnerable and marginalised sections

Medium Term (T2)

Creation of databank and hazard, risk & vulnerability mapping at
local level.
SDMA/RD$, FD, DDMA, PRIs, Recurring/ Regular (RR)
3. Climate Change Adaptation (CCA) • Sensitisation and Public Awareness
DoUD

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• Capacity building and utilising traditional knowledge to build

eco-system.

Short Term (T1)

Develop local adaptation strategies
Medium Term (T2)
• Implement various water and soil conservation programmes
consistent with anticipated GACC impacts
• Adaptation and mitigation strategies under DM plan for ensuring
food security.

Long Term (T3)

• Sponsor state-specific efforts; support local efforts
• Develop climate resilient infrastructure.
• Implement efficient water management and monitoring systems as
part of CCA in the drought prone areas.
• Promote appropriate combinations of Green and Blue
infrastructure approach
• Integrate adaptive measures in social protection programmes for
the vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit su pporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management i n the State.

7.8 Thunderstorm, Lightning, Dust, Squall and Strong Winds

Note: Unlike other sub-sections, the responsibility framework given here has a simpler format
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparing State Action Plan and its implementation
7.8.1 Understanding Disaster Risk
SDMA/RD$ * • Prepare detailed departmental SoPs by concerned department
• Data Collection

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Short Term (T1)

Compiling the baseline data of 2005- 2015
Recurring/ Regular (RR)
• To disseminate the information received from IMD to public at large
• Promote installations of lightning arresters and Doppler Radars
• Create a network of community based early warning systems
• Ensure specific message and information, dissemination to public at large
through print/electronic/social and other mass media at local level
• Ensure Push SMS by various telecom service operators to all active mobile
connections
• Activate all concerned DISCOM office/officers
• To ensure power cuts and restoration of power supply and also provide
emergency power supply to critical facilities
7.8.2 Inter-Agency Coordination SDMA/RD$ *, DDMA, IPRD,
• Activate the district administration with line departments as soon as specific
PED*, AGD*
warning is received.
• Following and quickly implementing the instructions of central/State govt.
• Designate a nodal officer for emergency response
• Institutionalised multi-agency coordination with clear role and responsibility
• Rescue and evacuation operations in coordination with the administration,
NGOs and volunteers.
• Emergency medical response
• Other necessary related actions
• Nodal officer’s act as the contact person for each dept. / agency
• Monitor State/District level plan
• Collect updated data / information and plan for review/updating
Recurring/ Regular (RR)
• Inter-agency coordination and review and update precautionary measures
7.8.3Investing in DRR – Structural and procedures
SDMA/RD$ , DDMA, DoUD,
measures • Ensure building bye laws and make it mandatory or all ground floor plus two
PRIs
and taller buildings to install lightning conductors/arresters
• Promote install of lightning conductors / arresters in schools, industries, and
Government and private buildings

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• A drive to be undertaken to check the structural strength of hoarding and old

structures
Recurring/ Regular (RR)
• Inter-agency coordination and implementation
• Prepare Assessment, preparedness and mitigation measures report and
implement
• Review and update precautionary measures and procedures
• Public awareness and education for early warning response
• Identify vulnerable places
• Follow alerts/warning, advisory,
• Disseminate Dos and Don’ts for general public and enable access to safe
places.
• Protecting property/infrastructure and environment from fire damage
• Ensuring strict adherence to fire safety norms
• To ensure essential services and facilities at vulnerable places
• Setup alternative or emergency communication systems
7.8.4 Investing in DRR – Non- SDMA/RD$ *, DOUD, DRD, • To ensure early restoration of electricity supply to essential services during
Structural IPRD, PED, SPWD, HFWD, emergencies and restoration of electric supply at the earliest
measures AGD*, AHD FD • To ensure functional stat e of all electrical equipment and maintain the
service or replace equipment from time to time
• Ensure road connectivity and access to vulnerable areas
• Ensure appropriate medical staff, and facilities at place of incident
• Strengthen health centres with a network of paramedical professionals
• Ensure stock piling of life-saving drugs, de-toxicants, anaesthesia, availability
of Halogen tablets in vulnerable areas
• Assessment of damage from weather events
• Collecting post disaster data from field and reporting to state/national level
• Implementation of Risk Transfer Arrangements including multi-hazard
insurance for life and property

Short Term (T1)

• Establishment of public information / facilities.
• Construction of thunderstorm safe crop storage shelters for farmers
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• Ensuring adherence to fire safety norms

• Protecting of property/infrastructure and the environment from fire damage
• Risk Transfer arrangements – implementation including crop and animal
insurance

Recurring/ Regular (RR)

• Training programme for all concerned department officials/ volunteers,
CDEF, community, and volunteers
• Conduct training programmes and drills on usage of various fire protection
SDMA/RD$ , SDRF, SIRD, equipment and preventive systems
7.8.5 Capacity Development
SLRTI, IPRD • Creation of public awareness
• Extensive IEC campaigns to generate public awareness through print,
electronic and social media
• Ensure Push SMS by various telecom service operators to all active mobile
connections.
Recurring/ Regular (RR)
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
mitigation and adaptation
7.8.6 Climate Change Risk SDMA/RD$ , DDMA, PRIs,
Short –Term (T1)
Management DoUD.
Develop local adaptation strategies and pilot projects

Medium -Term (T2)

• Sponsor and promote state-specific efforts and local efforts
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit suppo rting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in th e State.

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7.9 Cloudburst
Note: Unlike other sub-sections, the responsibility framework given here has a simpler format
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Compile and maintain data on events like cloud bursts and hailstorms –
location, event information, impacts, etc.

Short Term (T1)

• Identify settlements located on sites prone to landslides/ unstable slope
• Prepare list of settlements and households facing very high risk
SDMA/RD$ , FD, AGD, AHD,
7.9.1 Understanding Disaster Risk • Mapping landslide-prone areas and identification of unsafe sites for
DRD, DOUD, SLRTI, PRI, DOUD,
human settlements
SPWD, DDMA
• Compiling the baseline data of 2005- 2015

Medium Term (T2)

• Landslide Hazard Zonation (LHZ) using different kinds of spatial data (aerial
photographs, satellite imagery) employing the technological improvements in
remote sensing that greatly improve the mapping accuracy
• Amalgamation of local/indigenous knowledge of landslide-prone areas
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the functioning
of agencies with DM tasks
• All aspects of disaster risk management and mainstreaming DRR
•Ensuring coherence and mutual reinforcement of DRR, CCA and development
7.9.2 Inter-Agency Coordination SDMA/RD$ , DDMA,
• Organising and coordinating the immediate response
• Coordinate with central agencies
• Coordinating the dissemination of warnings to all, down to the last mile –
remote, rural or urban; Regular updates to people in areas at risk
• Coordination among state agencies for ensuring updated norms/ codes and
their implementation, enforcement and monitoring
7.9.3Investing in DRR – Structural SDMA/RD$ , DRD, Recurring/ Regular (RR)
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measures DOUD, SLRTI, PRI, Undertake slope stabilization measures on a regular basis
DOUD, SPWD, DDMA
Short Term (T1)
Integrated approach to slope stabilization combining bioengineering (plants,
trees) and mechanical structures for slope stabilisation

Medium Term (T2)

• Develop additional drainage for quick and safe flow of storm water
• Repair and maintain natural drainage systems, rivulets, etc. to ensure
unhindered flow of storm water
Recurring/ Regular (RR)
Implementation of Risk Transfer
Arrangements including multi-hazard insurance for life and property

Short Term (T1)

• Review of existing regulations and amending them in accordance with safer
7.9.4 Investing in DRR – Non-
building
Structural All departments, DoUD, PRIs
• Amend town and city plans to reduce risks
measures
• Risk Transfer Policy Framework

Medium Term (T2)

• Apply concept of multi-level safety to settlements and the expansion of
towns/cities – prevention, spatial planning, organization and emergency
management
Recurring/ Regular (RR)
• Enhancing capabilities of DOUD/PRIs to prepare and cope with events like
SDMA/RD$ , SDRF, cloudbursts and hailstorms
FD, AGD, AHD, • Basic training on coping up with hailstorm for CDEF, community, and
7.9.5 Capacity Development DRD, DOUD, SIRD, SLRTI, PRI, volunteers
DOUD, • Training on various aspects of coping with cloudburst, hailstorms, search and
SPWD, DDMA rescue
• Training on post-hailstorm management in agriculture
• Basic training on coping with cloudburst and hailstorm

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• Training on various aspects of coping with cloudburst, hailstorms, search and

rescue
• Promoting culture of awareness, alertness and preparedness
• Awareness generation programs for public, utilities, DoUD, PRIs, and
industries
• IEC materials and ensure wider disseminate to general public through all
medium
• Information on safety, care and protection of disaster-affected animals
• Promote use of insurance/ risk transfer
Recurring/ Regular (RR)
• Support and cooperate with central agencies
• Sponsor state-specific efforts; support local efforts
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for GACC
SDMA/RD$ , DDMA, FD, AGD, mitigation and adaptation
7.9.6 Climate Change Risk
AHD, DRD, DOUD, SLRTI, PRI,
Management
DOUD, SPWD, SLRTI. Short –Term (T1)
Develop local adaptation strategies and pilot projects

Medium -Term (T2)

• Sponsor and promote state-specific efforts and local efforts
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for the
vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.10 Heat Wave

This section is based on the NDMA guidelines 57 for preparation of Heat-wave Action Plan (HAP) listed in Annexure-I.
7.10.1 Understanding Disaster Risk
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Heat Wave Understanding Disaster Risk

Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Maintaining preventive measures as per norms

Short Term (T1)

• Vulnerability Assessment and Establishing Heat-Health Threshold
Temperatures
Observation Networks, Information • Strengthening and maintaining monitoring and data logging
SDMA/RD$, DRD, DOUD, DWSD,
Systems, Monitoring, Research, systems for temperature, humidity, etc. required for threshold for
1. EDD, PD, FD, AHD, HD, WCD,
Forecasting & Early Warning and Zoning/ heat wave alerts.
PRI/DOUD, DDMA, SLRTI
Mapping
Medium Term (T2)
Establish and maintain community-based network for sharing alerts

Long Term (T3)

Modify or customise warnings according to thresholds suitable for
the State/UT
Recurring/ Regular (RR)
• Updating HRVCA
• Identification and listing of Identifying the vulnerable population/
communities/ settlements
Hazard Risk Vulnerability and SDMA/RD$, FD, DSJE, PRI/ DOUD, • Identification of groups requiring special attention
2.
Capacity Assessment (HRVCA) DDMA, SLRTI
Short Term (T1)
• Constitute/ strengthen the mechanisms for consultation with
experts and stakeholders
• Conduct audit of equipment and human resource requirements
Short Term (T1)
Dissemination of warnings, data, and SDMA/RD$, FD, SLRTI, PRIs/ DoUD, • Create awareness preventive measures
3.
information DDMA • Extensive IEC campaigns to create awareness through print,
electronic and social media

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Medium Term (T2)

Specific messages for highly vulnerable groups such as elderly, young
children, outdoor workers and slum residents
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and assessments
4. SDMA/RD$, All Depts.
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting rol e depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal o r lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.10.2 Inter-Agency Coordination

Heat Wave Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Ensure the local administration (city/district) can understand and
meaningfully use all the heatwave-related information from various
agencies and health authorities – central and state
SDMA/RD$, DRD, DOUD, DWSD,
• Team preparation and coordination – officials and agencies are well
1. Overall disaster governance EDD, PD, FD, AHD, HD, WCD, PRIs,
prepared for the heatwave season
DOUD, DDMA
• Coordinate with IMD regarding forecasts, early warning and alert
system based on drought severity

Short Term (T1)

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• Appointing a State Nodal Agency and Officer

• Preparing/Adapting Heat Wave Action Plan
• Implementation as per specific conditions in the state

Medium Term (T2)

Develop a clearly defined interagency emergency response plan with
roles and information flows clearly marked out

Long Term (T3)

• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
• Partnering local institutions with national institutions / experts
• Adapting HAPs developed in other countries /cities, monitoring and
evaluating implementation and impact on mortality and morbidity
Recurring/ Regular (RR)
• Organising and coordinating the immediate response
• Coordinate with central agencies
• Implementing heat action plan
• Establishing First Aid/ Medical Aid facilities in key locations
• Identify vulnerable places and provide drinking water points at those
places and worksites; also, ORS
• Avoiding outdoor games/sports activities
SDMA/RD$, DRD, DOUD, DWSD, • Livestock preparedness during hot weather - ensuring that the
2. Preparation and Response EDD, PD, FD, AHD, HD, WCD, PRD, livestock has sufficient shade and water on hot days
DOUD, PRIs, DDMA
Short Term (T1)
• Heat treatment wings in hospitals
• Establishing medical assistance facilities at places of mass gathering

Medium Term (T2)

• Implement a system of heat alerts to trigger early morning shifts
for schools and offices/Rescheduling school and office timings during
heat-wave season

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• To construct cool shelters, bus stands, etc. that offer shelter from
heat wave
Recurring/ Regular (RR)
• Coordinating the dissemination of warnings to all, down to the last
mile – remote, rural or urban; Regular updates to people in areas at
risk
SDMA/RD$, DRD, DOUD, DWSD,
• Follow the alerts/warning
3. Warnings, Information, Data EDD, PD, FD, AHD, HD, WCD, PRD,
• Do's-and-Don’ts” during a heat wave should be available in local
DOUD, PRIs, DDMA
languages and disseminated through media.

Short Term (T1)

Collecting Data/Information necessary for review/update of the plan
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.10.3 Investing in DRR – Structural Measures

Heat Wave Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
• Strengthening/mainstreaming the network medical assistance
facilities
• Temperature forecasts and heat alerts will be sent as bulk
Heat wave shelters and other SDMA/RD$, Forest Dept., PRIs,
1. messages on mobile phones, local electronic media
measures DoUD, DDMA
• Electronic screens at busy traffic intersections and market places
• Effective transportation
• Promote cool roofs and heat reducing integrated
development
SDMA/RD$, FD, PRIs, DoUD, Short Term (T1)
2. Social Housing Schemes
DRDA, DDMA

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Ensure incorporation of protection from heat wave in multi-hazard

resistant features in the planning and execution of social housing
schemes in heat wave prone areas
Hazard resistant construction, Recurring/ Regular (RR)
strengthening, and retrofitting of all SDMA/RD$, FD, PRIs, DoUD, Collaboration with technical agencies and implementation
3.
lifeline structures and critical DRDA, DDMA
infrastructure
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect s upporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.10.4 Investing in DRR – Non-Structural Measures

Heat Wave Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
• Laws and Regulations
• Institutional arrangements
• Improving the forest coverage and green
areas
FD, PRIs, DoUD, DOUD, DRD, • Promote use of building materials that
1. Techno-Legal Regimes
DDMA, PRIs, DoUD provide protection from heat
• Promote designs to reduce heat island
effects in urban areas
• Facilitate integrated development plans
that can cope better with heatwave conditions
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-hazard
2. Risk Transfer DOF*, SDMA/RD$, DAG insurance for life and property
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.
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7.10.5 Capacity Development

Heat Wave Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
SDMA/RD$, SDRF, RD, DRD, • Train key officials regarding pre, during and post heat-wave season
DOUD, DWSD, EDD, PD, FD, SIRD, activities
1. Training
SLRTI, AHD, HD, WCD, PRI/ DOUD, • Training for CDEF, community, and volunteers
DDMA • Training for deployment of Rapid Medical Response Teams
• Training on heat-wave specific health care for vulnerable groups
SDMA/RD$, SDMI, EDD, SLRTI, Short Term (T1)
2. Curriculum Development
DDMA Inclusion of heat wave and similar issues in various curriculum
Recurring/ Regular (RR)
• Promoting awareness, alertness and preparedness
3. Awareness Generation SDMA/RD$, DOUD, RD, HD, DDMA • Training programs for public, PRIs/DoUD
• Carry out mass media campaigns in heat-wave prone areas
• Create awareness of coping with heat wave and HAP
Recurring/ Regular (RR)
• Identify and resolve communication gaps between participating
SDMA/RD$, DOUD, RD, SDRF,
4. Mock Drills/Exercises departments, partners and the public
SDRF/DF&ES, CDEF, Police, DDMA
• Joint execution of emergency drills with local bodies to address
heatwave emergencies in relevant areas
Recurring/ Regular (RR)
5. Vocational Training/Skill Development SDMA/RD$, DSDE, DDMA Incorporating gender sensitive and equitable approaches in capacity
development for coping with heat wave emergencies
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.10.6 Climate Change Risk Management

Heat Wave Climate Change Risk Management
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Sub-Thematic Area for DRR State Agencies and their Responsibilities

Department/Agency Responsibility
Recurring/ Regular (RR)
• Support and coordination
Research, Forecasting, Data
1. SDMA/RD$, DOUD, DRD, HD, SLRTI • Research on local threshold and climate change adaptation
Management, Zoning, Mapping
• Improving the dissemination information on of GACC and
adaptation
Recurring/ Regular (RR)
Incorporate updated info on GACC in HRVCA while preparing or
periodic revision of DM plans

Short Term (T1)

Hazard Risk Vulnerability and SDMA/RD$*, DOUD, DRD, HD,
2. • Assess heat wave risk and vulnerability due to GACC
Capacity Assessment (HRVCA) DSJE, SLRTI
• Update heat-wave vulnerability maps based on projected GACC
impacts

Medium Term (T2)

• Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
• Sensitisation and awareness creation
• Support national CCA efforts
• Coordination with central agencies
• Sponsor and promote state-specific efforts and local efforts for
GACC mitigation and adaptation
SDMA/RD$, HFWD, DDMA, PRIs,
3. Climate Change Adaptation (CCA) Short Term (T1)
DoUD
Develop local adaptation strategies and pilot projects

Medium Term (T2)

Sponsor and promote state-specific efforts and local
efforts
Long Term (T3)
• Implementation of GACC adaptation programs

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• Promote appropriate combinations of Green and Blue

infrastructure approach
• Integrate adaptive measures in social protection programmes for
the vulnerable groups
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the di saster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting a s the Nodal Department for disaster management in the State.

7.11 Chemical (Industrial) Disasters

7.11.1 Understanding Disaster Risk
Chemical (Industrial) Disasters Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Information Systems, Monitoring, SDMA/RD$, INDD, SPCB, DISH, Recurring/ Regular (RR)
1.
Research DDMA Support and coordination
Medium Term (T2)
• Industrial zones on basis of hazard potential and effective
SDMA/RD$, INDD, SPCB, DISH, disaster management for worst case scenarios for MAH Units
2. Zoning/ Mapping
DDMA • Separate zoning for siting of MAH units
• Carry out the mapping and related studies in collaboration with
central agencies/ technical organizations
Recurring/ Regular (RR)
SDMA/RD$, INDD, SPCB, DISH,
3. Monitoring Monitoring compliance with safety norms for HAZCHEM and
DDMA
proper disposal of hazardous waste
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of
Hazard Risk Vulnerability and SDMA/RD$, DSJE, DISH, PRIs, DM plans
4.
Capacity Assessment (HRVCA) DoUD, DDMA Short Term (T1)
Constitute/ strengthen the mechanisms for consultation with
experts and stakeholders

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Recurring/ Regular (RR)

Systematic data management of data on disaster damage and loss
Disaster Data Collection and
5. SDMA/RD$, All Depts. assessments
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.11.2 Inter-Agency Coordination

Chemical (Industrial) Disasters Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
SDMA/RD$, INDD, SPCB, DISH,
1. Overall disaster governance functioning of agencies with DM tasks
DDMA, PRIs, DoUD, IBTA
• All aspects of disaster risk management and mainstreaming
DRR
Recurring/ Regular (RR)
SDMA/RD$, INDD, SPCB, DISH,
2. Response • Organising and coordinating the immediate response
DDMA, PRIs, DoUD, IBTA
• Coordinate with central agencies
Recurring/ Regular (RR)
Warnings, Information, Data SDMA/RD$, INDD, SPCB, DISH, Coordinating the dissemination of warnings to all, down to the last
3.
Dissemination DDMA, PRIs, DoUD, IBTA mile – remote, rural or urban; Regular updates to people in areas at
risk
Recurring/ Regular (RR)
SDMA/RD$, INDD, SPCB, DISH,
4. Non-structural measures Coordination among state agencies for ensuring updated norms/
DDMA, PRIs, DoUD, IBTA
codes and their implementation, enforcement and monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.11.3 Investing in DRR – Structural Measures

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Chemical (Industrial) Disasters Investing in DRR – Structural Measures

Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
• Identification of shelters with basic facilities like drinking water and
first aid for chemical exposure
• Shelters, evacuation, and support • Ensuring water storage facilities and sources for water for accident
facilities containment and firefighting operations
1. • Multiple routes for reliable access and SDMA/RD$, INDD, SPCB, DISH,
escape DDMA, PRIs, DoUD, IBTA Medium Term (T2)
• Decontamination facilities • Providing wide roads and multiple routes in the industrial area to
allow quick access by first responders and to ensure escape pathways
• Establish decontamination facilities for off-site emergencies of
MAH units
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.11.4 Investing in DRR – Non-Structural Measures

Chemical (Industrial) Disasters Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Medium Term (T2)
• Formulate/ strengthen rules, norms, and laws such as factories rules
consistent with that of ensuring greater safety in hazardous industries
• Laws Regulations, Techno-Legal and to reduce likelihood of disasters
regimes • Review land use norms for the siting of hazardous industries
SDMA/RD$, DDMA, SPCB,
1. • Enforcement, Compliance and • Empower factory inspectorates to take legal actions for
DISH, FD, INDD, PRIs, DoUD, IBTA
Monitoring noncompliance of MSIHC Rules
• Institutional Arrangements • Review rules to grant compensation to chemical accident victims to
improve them in favour of victims
• Amend land use norms to ensure greater safety and to ensure buffer
zones without human settlements in close proximity of
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hazardous industries
• Strengthen the conduct of safety audits and enforcement of
disaster prevention norms
Medium Term (T2)
• Promote private participation in off-site disaster management
facilities
• Provide legal support for Mutual Assistance Groups among
2. Public Private Partnerships SDMA/RD$, DDMA, IBTA
industries within clusters
• Encourage private participation in enhancing off-site disaster
response and
Risk Management
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-hazard
3. Risk Transfer DOF*, SDMA/RD$, DAG insurance for life and property
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.11.5 Capacity Development

Chemical (Industrial) Disasters Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
SDMA/RD$, SDRF, Recurring/ Regular (RR)
SIRD, SPCB, Training and orientation programs for state govt. staff, and other
INDD, DDMA, PRIs, stakeholders such as CDEF, community, and volunteers
1. Training
DoUD, IBTA, SLRTI
SDMA/RD$, GIPARD, ATI DDMA, Recurring/ Regular (RR)
PRIs, DoUD, IBTA Training programs of youth such as NSS, NYS, Scouts and Guides, and
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NSS in DRR

Short Term (T1)

Incorporating disaster response, search and rescue in in the training
programs of youth such as village volunteers, civil society,
village/ward level leaders
Recurring/ Regular (RR)
Professional Bodies and Councils
Add more specializations and electives on HAZCHEM and chemical
in States, IBTA
disaster management
Short Term (T1)
2. Curriculum Development
HD, DDMA Implement the recommendations of reviews in all educational
institutions in the state/UT
Short Term (T1)
State Education Boards
Introducing basic DM concepts and precautions related to HAZCHEM
Short Term (T1)
• Carry out mass media campaigns
• Promote culture of disaster risk prevention, mitigation, and better
risk management

Medium Term (T2)

SDMA/RD$, IPRD, SDRF, • Promote attitude and behaviour change in the awareness
3. Awareness Generation SDRF/DF&ES, CDEF, Police, DDMA, campaigns/ IEC
PRIs, DoUD, IBTA • Promote use of insurance/ risk transfer
• Strengthening network of civil society organizations for awareness
generation about DRR and DM
• Focus on safety and compliance with SOP at workplace for workers
• Information on safety, care and protection of disaster-affected
animals
SDMA/RD$, INDD, SDRF, Recurring/ Regular (RR)
4. Mock Drills/Exercises SDRF/DF&ES, CivDef, Police, Joint planning and execution of emergency drills
DDMA, PRIs, DoUD, IBTA
Empowering women, marginalised, SDMA/RD$, GIPARD, SLRTI, Recurring/ Regular (RR)
5.
and DDMA, PRIs, DoUD, IBTA Incorporating gender sensitive and equitable approaches in capacity
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persons with disabilities development covering all aspects of disaster management at the
state, district, and local levels
Recurring/ Regular (RR)
• Strengthen ability of communities to manage and cope with
Community-Based Disaster SDMA/RD$, DDMA, PRIs, DoUD,
6. disasters based on a multi-hazard approach
Management IBTA
• Training for PRI, SHG, NCC, NSS, Youth, local community
organizations
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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7.12 Nuclear and Radiological Emergencies

7.12.1 Understanding Disaster Risk
Nuclear and Radiological Emergencies Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Monitoring and warning network Short Term (T1)
1. SDMA/RD$, DDMA
Strengthening Radiation Monitoring Follow and support the safety and regulatory requirements
Setting up reliable and dedicated Short Term (T1)
2. SDMA/RD$
communication network To extend logistics
Establish monitoring mechanism to prevent Short Term (T1)
3. SDMA/RD$
illicit movement of radioisotopes Coordination with and support to central agencies
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
assessments
4. Disaster Data Collection and Management SDMA/RD$, All Depts.
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.12.2 Inter-Agency Coordination

Nuclear and Radiological Emergencies Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
SDMA/RD$, DHS, DDMA, PRIs, • Preparation and implementation of DM plans and ensure the
1. Overall disaster governance
DoUD functioning of agencies with DM tasks
• All aspects of disaster risk management and mainstreaming DRR
SDMA/RD$, DHS, DDMA, PRIs, Recurring/ Regular (RR)
2. Response
DoUD

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Organising the immediate response and seeking assistance of central

agencies
Recurring/ Regular (RR)
Warnings, Information, Data SDMA/RD$, DHS, DDMA, PRIs, • Coordinating the dissemination of warnings to all, down to the last
3.
Dissemination DoUD mile – remote, rural or urban; Regular updates to people in areas at
Risk
Short Term (T1)
SDMA/RD$, DHS, DDMA, PRIs,
4. Non-structural measures Adapting the norms/ codes as per State’s requirement, enforcement,
DoUD
monitoring
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned hav e a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.12.3 Investing in DRR – Structural Measures

Nuclear and Radiological Emergencies Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
• Identification safe buildings and sites to serve as temporary
1. Shelters SDMA/RD$, DDMA, PRIs, DoUD shelters near nuclear installations
• Construction of multi-purpose shelters near nuclear installations
• Ensure compliance with relevant building codes
• Decontamination centres Recurring/ Regular (RR)
2. • Strengthen protection systems of SDMA/RD$, DDMA, PRIs, DoUD Coordination with and support to central agencies
nuclear facilities
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.12.4 Investing in DRR – Non-Structural Measures

Nuclear and Radiological Emergencies Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility

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standards and other safety and Short Term (T1)

1. regulatory SDMA/RD$ To follow the requirements
documents
Recurring/ Regular (RR)
2. Improve regulatory cover SDMA/RD$
To enforce compliance
Recurring/ Regular (RR)
3. Public Private Partnerships SDMA/RD$, DDMA
Promote private participation in disaster management facilities
Recurring/ Regular (RR)
Implementation of Risk Transfer
Arrangements including multi- hazard insurance for life and property
4. Risk Transfer DOF*, SDMA/RD$, PAGG
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.12.5 Capacity Development

Nuclear and Radiological Emergencies Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
SDMA/RD$, SDRF/DF&ES, DDMA, Recurring/ Regular (RR)
CDEF, PRIs, DoUD, Training of state police , CDEF, community, and volunteers
1. Training
Recurring/ Regular (RR)
SDMA/RD$, DDMA, PRIs, DoUD,
To follow and comply
Short Term (T1)
2. Curriculum Development SDMA/RD$, DoE
Inclusion of heat wave and similar issues in various curriculum
Recurring/ Regular (RR)
 Carry out mass media campaigns
SDMA/RD$, SDRF/DF&ES, CDEF,  Promote culture of disaster risk prevention, mitigation, and better
3. Awareness Generation
Goa Police, DDMA, PRIs, DoUD risk management
 Promote attitude and behaviour change in the awareness
campaigns/ IEC

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 Promote use of insurance/ risk transfer

 Promote Community Radio
 Strengthening network of civil society organizations for awareness
generation about DRR and DM
 Information on safety, care and protection of disaster affected
animals
Recurring/ Regular (RR)
4. Mock Drills/Exercises
Joint planning and execution of emergency drills
Short Term (T1)
SDMA/RD$
Develop State and district plans
Short Term (T1)
SDMA/RD$, DDMA, PRIs, DoUD,
Follow the MHA, DAE guidelines
Goa Police
5. Developing Capability for response Acquire detection capabilities.
Short Term (T1)
SDMA/RD$
Prepare own plans in line with the national plan
Short Term (T1)
SDMA/RD$, DDMA, PRIs, DoUD
To follow and ensure compliance
Short Term (T1)
SDMA/RD$, DDMA, PRIs, DoUD
To follow and ensure compliance
Prepare comprehensive plan on Medium Term (T2)
6.
medical management To establish tertiary care hospitals for treatment of radiation injuries
SDMA/RD$, DDMA, PRIs, DoUD
Establish primary and secondary care hospitals of adequate capacity
at select cities.
Short Term (T1)
SDMA/RD$, DDMA, Goa Police
To equip the health and police dept. appropriately
Short Term (T1)
SDMA/RD$, DDMA To help identify the locations and ensure that evacuation plans are
in place
7. Preparedness
Short Term (T1)
DDMA, PRIs, DoUD Provision for food, water, medicines and other relief
materials should be made at the shelters for the affected public
Short Term (T1)
DDMA, PRIs, DoUD
To provide support for setting up of mobile radiological laboratories
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 State Disaster Management Plan-2024

Short Term (T1)

SDMA/RD$, DDMA, PRIs, DoUD
To maintain the data district wise
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster, location and context. (*) The Department or Agency with this symbol has or is
deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting role. ($) RD —Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13 Biological and Public Health Emergencies (BPHE)

7.13.1 Understanding Disaster Risk
Biological and Public Health Emergencies (BPHE) Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Maintaining preventive measures as per norms

Short Term (T1)

Strengthening integrated health surveillance systems
Observation Networks, Information
HFWD*, SDMA/RD$ , DRD, DOUD, Medium Term (T2)
Systems, Monitoring, Research,
1. DWSD, EDD, PD, FD, AHD, WCD, Establishing and maintain community-based network for
Forecasting & Early Warning and Zoning/
PRI/DOUD, SLRTI, DDMA
Mapping sharing alerts
Strengthening IDSP

Long Term (T3)

State should, modify or adapt
IMD’s warning system according to thresholds applicable in the State
Recurring/ Regular (RR)
• Updating HRVCA
• Identification and listing of Identifying the vulnerable population/
communities/ settlements
Hazard Risk Vulnerability and SDMA/RD$, FD, DSJE, PRI/ DOUD, • Identification of groups requiring special attention
2.
Capacity Assessment (HRVCA) DDMA, SLRTI • Conduct audit of equipment and human resource requirements

Short Term (T1)

• Constitute/ strengthen the mechanisms for consultation with
experts and stakeholders
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 State Disaster Management Plan-2024

Short Term (T1)

• Create awareness preventive measures
• Extensive IEC campaigns to create awareness through print,
HFWD*, SDMA/RD$ , DRD, DOUD,
Dissemination of warnings, data, and electronic and social media
3. DWSD, EDD, PD, FD, AHD, WCD,
information
PRI, DOUD, SLRTI, DDMA
Medium Term (T2)
Specific messages for highly vulnerable groups such as elderly, young
children, outdoor workers and slum residents
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
Disaster Data Collection and assessments
4. SDMA/RD$, SDMA, all depts.
Management
Short Term (T1)
Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending o n the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13.2 Inter-Agency Coordination

Biological and Public Health Emergencies (BPHE)
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
• Implementation as per specific conditions in the State
• Team mobilization and coordination - officials and agencies
• Involving local administration
HFWD, SDMA/RD$, DRD,
1. Overall disaster governance DOUD, DWSD, EDD, PD, FD, Medium Term (T2)
AHD, WCD, PRI, DOUD, DDMA • Coordinate with the state MOES (IMD) office regarding forecasts,
early warning and alert system based on colour codes corresponding
to different thresholds
• Develop a clearly defined interagency emergency response plan
with roles and information flows clearly marked out
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 State Disaster Management Plan-2024

Long Term (T3)

• Partnering local institutions with national institutions / experts
• Adapting HAPs developed in other countries/cities, monitoring and
evaluating implementation and impact on mortality and
morbidity
Short Term (T1)
HFWD*, SDMA/RD$ , DRD,
• Rapid health assessment and provision of laboratory support
2. Preparation and Response DOUD, DWSD, EDD, PD, FD,
• Institution of public health measures to deal with secondary
AHD, WCD, PRI, DOUD, DDMA
emergencies as an outcome of biological emergencies
Short Term (T1)
• Follow the alerts/warning
• “Do's-and-Don’ts” should be available in local languages and widely
disseminated
HFWD*, SDMA/RD$ , DRD, • Dissemination of warnings to all, down to the last mile – remote,
3. Warnings, Information, Data DOUD, DWSD, EDD, PD, FD, AHD, rural or urban
WCD, PRI/DOUD, SLRTI, DDMA • Regular updates to people in areas at risk

Medium Term (T2)

Collecting Data/ Information necessary for review/ update of the
plan
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13.3 Investing in DRR – Structural Measures

Biological and Public Health Emergencies (BPHE) Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Short Term (T1)
Strengthening HFWD*, SDMA/RD$ , DRD, DOUD, • Establishing adequate decontamination systems, critical care
1.
Response DWSD, Intensive Care Units (ICUs) and isolation wards with pressure control
and lamellar flow systems
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 State Disaster Management Plan-2024

EDD, PD, FD, AHD, WCD, • Adequate Personal Protective Equipment (PPE) for all the health
PRI/DOUD, SLRTI, workers associated with the responding to biological emergencies
DDMA
Medium Term (T2)
• Strengthening/mainstreaming the network medical assistance
facilities
• Equipping Medical First Responders (MFRs)/Quick Reaction Medical
Teams (QRMTs) with all material logistics and backup support

Long Term (T3)

• Upgradation of earmarked hospitals to cope with Chemical,
Biological, Radiological and Nuclear (CBRN) emergencies
• Communication and networking system with appropriate intra-
hospital and inter-linkages with state ambulance/transport services,
state police departments and other emergency services
• Mobile tele-health services and Mobile Hospitals
Medium Term (T2)
Specialised health care and laboratory facilities to address biological
emergencies/ incidents
HFWD*, SDMA/RD$ , DRD, DOUD,
2. Upgrading Medical Facilities
WCD, PRI, DOUD, DDMA
Long Term (T3)
• Establishing and strengthening quarantine facilities
• Creating at least one public health laboratory in each district
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13.4 Investing in DRR – Non-Structural Measures

Biological and Public Health Emergencies (BPHE) Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility

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 State Disaster Management Plan-2024

Recurring/ Regular (RR)

Strengthen institutional arrangements
HD, SDMA/RD$, DRD, DOUD,
Techno-Legal
1. DWSD, EDD, PD, FD, AHD, WCD,
regimes Medium Term (T2)
PRI, DOUD, DDMA
Enact/ amend any Act, Rule or Regulation, if necessary, for better
implementation of BPHE programmes
Biosafety and Biosecurity Measures Recurring/ Regular (RR)
HD, SDMA/RD$, AHD, PRI, DOUD,
2. and Strict compliance with biosafety and biosecurity provisions
SLRTI, DDMA
Environmental Management • Environmental monitoring to prevent outbreaks
Recurring/ Regular (RR)
Implementation of Risk Transfer Arrangements including multi-hazard
3. Risk Transfer DOF*, SDMA/RD$, DAG insurance for life and property
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will al so have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13.5 Capacity Development

Biological and Public Health Emergencies (BPHE) Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Training support for CDEF, community, and volunteers
Medium Term (T2)
• Training for surveillance
HFWD*, SDMA/RD$ , SDRF, RD, • Training for deployment of Rapid Medical Response Teams
Human Resource
DRD, DOUD, DWSD, EDD, PD, FD, • Training for All Health and allied healthcare professions, AYUSH
1. Development &
AHD, WCD, PRI, DOUD, SIRD, doctors and practitioners, community health workers, ASHA,
Training
SLRTI, DDMA MPWS, ANM and aanganwadi workers.

Long Term (T3)

Organising community awareness programmes for first aid and
general triage
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 State Disaster Management Plan-2024

Recurring/ Regular (RR)

• Incorporating basic knowledge of BPHE management through the
educational curricula
Knowledge HFWD*, SDMA/RD$ , DRD, DOUD,
• Proper education and training of personnel
2. management & Curriculum EDD, FD, AHD, SLRTI, PRI, DOUD,
• Conduct continuing medical education programmes and workshops
Development DDMA
at regular intervals
• Defining the role of public, private, and corporate sector for
their active participation and their sensitisation
Recurring/ Regular (RR)
Promoting awareness, alertness and preparedness
• Training programs for public, PRIs/ DoUD
HFWD*, SDMA/RD , IPRD, DRD,
$ • Community awareness programme for first aid
DOUD, DWSD, EDD, PD, FD, AHD, • Dos and Don’ts to mitigate the effects of medical emergencies
3. Awareness Generation
WCD, PRI/DOUD, SLRTI, SIHFW, caused by biological agents
DDMA • Awareness about the importance of personal hygiene
• With due consideration to the social, ethnic and religious issues
involved, utmost care will be exercised in the disposal of dead
bodies.
Recurring/ Regular (RR)
• Defining the role of the community as a part of the disaster
management
HFWD*, SDMA/RD$ , FD, RD, • Testing of various elements of the hospital emergency
4. Mock Drills/Exercises/ CBDM DDMA, SDRF, SDRF/DF&ES, CDEF, preparedness through table top exercises, and
Police, PRI, DOUD mock drills
• Identify and resolve communication gaps between participating
departments, partners and the public
• Joint execution of emergency drills with local bodies
Recurring/ Regular (RR)
Preparation of DMP by all the hospitals including those in the
HFWD*, SDMA/RD$ , DRD, DOUD,
5. Hospital Preparedness private sector
DWSD, WCD, DDMA
Medium Term (T2)

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Developing a mechanism to augment surge capacities to respond to

any mass casualty event following a biological emergency

Long Term (T3)

Specialised health care and laboratory facilities
Long Term (T3)
HFWD*, SDMA/RD$ , DRD, DOUD,
Strengthening of scientific and technical institutions for knowledge
6. Applied research DWSD, EDD, PD, FD, AHD, WCD,
management and applied research and training in management of
PRI/DOUD, SLRTI
CBRN emergencies
Empowering women, Marginalised Recurring/ Regular (RR)
WCD*, HFWD, SDMA/RD$ , DRD,
7. communities, SC/ST, and persons with Incorporating gender sensitive and equitable approaches in capacity
DOUD, PRI, DOUD, DDMA
disabilities development for coping with BPHE
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.13.6 Climate Change Risk Management

Biological and Public Health Emergencies (BPHE) Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Research, Forecasting, Early Warning, HFWD*, SDMA/RD$, DOUD, AGD,
1. • Support and cooperate with central agencies
Data Management, Zoning, Mapping DWSD, EDD, PD, FD, AHD, SLRTI
• Sponsor and support state specific and local efforts
Recurring/ Regular (RR)
Undertake HRVCA as part of preparing and periodic revision of
Hazard Risk Vulnerability and Capacity HFWD*, SDMA/RD$, SDMA, AGD,
2. DM plans
Assessment (HRVCA) RD, WRD, DSJE, SLRTI
Medium Term (T2)
Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
• Sensitisation and awareness creation
HFWD*, SDMA/RD$, DDMA, PRIs,
3. Climate Change Adaptation (CCA) • Support national CCA efforts
DoUD
• Coordination with central agencies
• Sponsor and promote state specific efforts and local efforts
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for GACC mitigation and adaptation

Short –Term (T1)

Develop local adaptation strategies and pilot projects
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending o n the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.
7.14 Fire Hazard
Note: Unlike other sub-sections, the responsibility framework given here has a simpler format
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Systematic data management of data on disaster damage and loss
assessments

Short Term (T1)

• Applying the classification system for hazardous industries in rural and urban
areas based on norms laid down by the SFAC for fire
SDMA/RD$ , DF&ES, DITC,
7.14.1 Understanding Disaster Risk services
GSPCB, DoUD, PRIs, DDMA,
• Vulnerability analysis of densely population clusters prone to high
SLRTI, Other Depts.
risk of fire
• Disaster Damage and Losses 2005-2015 baseline

Medium Term (T2)

• Mapping of hazardous sites that pose fire and explosion risks
• Assess and fix the requirement of equipment and manpower
• Identifying areas prone to forest fires and take preventive measures
Recurring/ Regular (RR)
SDMA/RD$ , DF&ES, DITC, • Preparation and implementation of fire safety and prevention plans in all
7.14.2 Inter-Agency Coordination
GSPCB, DoUD, PRIs, DDMA, built environments
SLRTI, Other Depts. • Ensure the functioning of agencies to ensure proper compliance of fire
safety norms

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Medium Term (T2)

• Identify the gaps in existing capabilities – equipment and infrastructure
• Address gaps in infrastructure and equipment needs, upgrade equipment
including personal protective equipment
• Action plan for modernization and meeting future needs
7.14.3Investing in DRR – Structural SDMA/RD$ , DF&ES, DITC, • Strengthening and standardizing response mechanisms
measures GSPCB, DoUD, PRIs, DDMA,
SLRTI, Other Depts. Long Term (T3)
• Procurement of equipment for firefighting, urban search and rescue as per
the requirement
• Establish fire stations/ posts up to the sub-divisional level to the block level
• Enhance the multi hazard response capabilities considering local hazards
and vulnerabilities
Recurring/ Regular (RR)
• Strict implementation and strengthening of fire safety rules
• Strict procedures for fire safety certification should be followed
before issuing building use permissions
• Ensure frequent inspection for fire safety system and equipment
in public utilities
• Implementation of Risk Transfer Arrangements including multi-
hazard insurance for life and property
SDMA/RD$ , DF&ES, DITC,
7.14.4 Investing in DRR – Non-
GSPCB, DoUD, PRIs, DDMA, Short Term (T1)
Structural measures
SLRTI, Other Depts. • Enactment of Fire Act and other legal measures as per recommendations of
SFAC and other official bodies
• Promotion of building codes as per NBC 2016, especially parts relating to
fire and life safety and other relevant sections
• Institutional reform and major changes in organizational set up
• Legal regime for mandatory fire clearance from SDRF/DF&ES for different
types of buildings, colonies, industries and other installations
• Risk Transfer Policy Framework
SDMA/RD$ , GIPARD, Recurring/ Regular (RR)
7.14.5 Capacity Development
SDRF/DF&ES, SDRF, CDEF,
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DoUD, PRIs, DDMA, DRD, • Advanced training on disaster management CDEF, community, and
SLRTI volunteers
• Promoting culture of awareness, alertness and preparedness
• Awareness generation programs for public, utilities, DoUD, PRIs, and
industries
• IEC materials and ensure wider disseminate to general public through all
medium
• Information on safety, care and protection of disaster-affected animals
• TOT programs on various aspects such as firefighting, managing
collapsed structure, and search and rescue

Medium Term (T2)

• Address the capability gaps – human and institutional
• Strengthening and standardizing response mechanisms
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.15 Forest Fire Hazard

7.15.1 Understanding Disaster Risk
Forest Fire Hazard Understanding Disaster Risk
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Maintaining preventive measures as per norms
Observation Networks, Information
Systems, Monitoring, Research, FD*, SDMA/RD$, SLRTI, PRIs/ Short Term (T1)
1.
Forecasting & Early Warning and Zoning/ DoUD, DDMA • Mapping of human settlements in fire-prone forest areas
Mapping • Monitoring fire-prone forest areas
• Identify areas prone to forest fires and monitor them closely in the
months when fires usually occur

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Medium Term (T2)

• Establish and maintain community based networks for early
detection and reporting to the nearest authorities
• Promoting community-based forest monitoring system

Long Term (T3)

• Establishing and maintain arrangements to communicate
effectively with people living within and near forests
• Establish and maintain a system of mutual aid among nearby fire
services and forest offices for sharing/ pooling of resources
Recurring/ Regular (RR)
• Updating HRVCA
• Identification and listing of population clusters prone to forest
fire risk
• Identification of population clusters within forests requiring urgent
Hazard Risk Vulnerability and FD*, SDMA/RD$, DSJE, PRIs, DoUD,
2. attention
Capacity Assessment (HRVCA) DDMA
• Conduct audit of equipment and manpower requirements

Short Term (T1)

Constitute/ strengthen the mechanisms for consultation with
experts and stakeholders
Short Term (T1)
Create awareness for forest fire prevention as most fires are caused
by humans, deliberately or inadvertently
Dissemination of warnings, data, and SDMA/RD$, FD, SLRTI, PRIs/ DoUD,
3.
information DDMA Medium Term (T2)
Establishing reliable system to pass on the correct information on fire
situation to communities and responders
Recurring/ Regular (RR)
Disaster Data Collection and
4. SDMA/RD$, All Depts. Systematic data management of data on disaster damage and loss
Management
assessments

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Short Term (T1)

Disaster Damage and Losses 2005-2015 baseline
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.15.2 Inter-Agency Coordination

Forest Fire Hazard Inter-Agency Coordination
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
• Preparation and implementation of DM plans and ensure the
Overall disaster governance FD*, SDMA/RD , PRIs, DoUD,
$ functioning of agencies with DM tasks
1.
(Forests are in the concurrent list) DDMA • All aspects of disaster risk management and mainstreaming DRR
• Ensuring coherence and mutual reinforcement of DRR, CCA and
development
Recurring/ Regular (RR)
FD*, SDMA/RD$, PRIs, DoUD,
2. Response • Organising and coordinating the immediate response
DDMA
• Coordinate with central agencies
Recurring/ Regular (RR)
Warnings, Information, Data FD*, SDMA/RD$, PRIs/ DoUD, Coordinating the dissemination of warnings to all, down to the last
3.
Dissemination DDMA mile – remote, rural or urban; Regular updates to people in areas at
risk
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a noda l or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.15.3 Investing in DRR – Structural Measures

Forest Fire Hazard Investing in DRR – Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility

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Recurring/ Regular (RR)

• Strengthening various forest fire prevention measures
• Communication network of wireless system
Strengthening forest-fire fighting FD*, SDMA/RD$, PRIs, DoUD, • Effective transportation
1.
systems DDMA • Specialised equipment to fight forest fires
• Improved fire-resistant clothing
• Strengthening the network of watch towers
• Expanding fire detecting systems
Recurring/ Regular (RR)
FD*, SDMA/RD$, PRIs, DoUD, Ensure incorporation of fire and multi- hazard resistant features in
2. Social Housing Schemes
DRDA, DDMA the planning and execution of social housing schemes in the
settlements within and adjacent to forests.
Hazard resistant construction, Recurring/ Regular (RR)
strengthening, and retrofitting of all Collaboration with technical agencies and implementation
FD*, SDMA/RD$, PRIs, DoUD,
3. lifeline structures and critical
DDMA
infrastructure near forest area and in
forest villages
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.15.4 Investing in DRR – Non-Structural Measures

Forest Fire Hazard Investing in DRR – Non-Structural Measures
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Strengthen the laws and regulations for forest fire prevention and
Techno-Legal FD*, SDMA /RD$, DRD, DDMA, control
1.
regimes PRIs, DoUD • Improve the institutional arrangements for forest fire prevention
and control
• Promote use of insurance/ risk transfer
2. Risk Transfer DoF*, SDMA/RD $ Recurring/ Regular (RR)

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Implementation of Risk Transfer Arrangements including multi-hazard

insurance for life and property
Short Term (T1)
Policy Framework
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

7.15.5 Capacity Development

Forest Fire Hazard Capacity Development
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Training and orientation programs for state govt. staff, and other
stakeholders such as: CDEF, civil society, volunteers, elected
FD*, GIPARD/DSDE, SDMA/RD$, representatives.
1. Training
DDMA, , SDRF/DF&ES
Short Term (T1)
Incorporating prevention and management of forest fires in the
training programs of village volunteers
Short Term (T1)
Update curriculum relating to forestry management courses and
2. Curriculum Development FD*, DHE, GIPARD, GU/ SCERT
training programmes to include topics relevant to forest fire
prevention and control
Recurring/ Regular (RR)
• Promoting awareness, alertness and preparedness
• Training programs for public, PRIs/DoUD
3. Awareness Generation FD*, SDMA /RD , DoIP, DDMA
$ • Carry out mass media campaigns in forest fire prone areas
• Create awareness of forest fire prevention and control
• Strengthening network of community involvement in forest fire
reporting, prevention and assistance to controlling

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Recurring/ Regular (RR)

FD*, SDMA/RD , DDMA,
$ • Involving forest communities’/ forest village committees, JFM
4. Mock Drills/Exercises SDRF/DSDRF/DF&ES, CDEF, Goa committees
Police • Joint execution of emergency drills with local bodies – urban and
rural in areas prone to forest fires
Recurring/ Regular (RR)
• Conduct training programmes
5. Vocational Training/Skill Development GIPARD/DSDE*, SDMA/RD$, DDMA • Creating ToT teams for different trades relevant to fire-resistant
construction in forest fire prone areas for different types of housing
and infrastructure
Recurring/ Regular (RR)
Empowering women, marginalised
DSW*, FD, SDMA, GIPARD, DDMA, Incorporating gender sensitive and equitable approaches in capacity
6. communities, and persons with
PRIs, DoUD development covering all aspects of disaster management at the
disabilities
state, district, and local levels
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indir ect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.
7.15.6 Climate Change Risk Management
Forest Fire Hazard Climate Change Risk Management
Sub-Thematic Area for DRR State Agencies and their Responsibilities
Department/Agency Responsibility
Recurring/ Regular (RR)
Research, Forecasting, Early Warning,
1. FD*, SDMA/RD$, DDMA, GU, DSLR • Support and cooperate with central agencies
Data Management, Zoning, Mapping
• Sponsor and support State specific and local efforts
Recurring/ Regular (RR)
Incorporate GACC information in DM plans/ reviews
Hazard Risk Vulnerability and Capacity FD*, DoE & CC, GSCCC,
2.
Assessment (HRVCA) SDMA/RD$, WRD, GU
Medium Term (T2)
Assess GACC risks of vulnerable and marginalised sections
Recurring/ Regular (RR)
FD*, DoE & CC, GSCCC, • Sensitisation and awareness creation
3. Climate Change Adaptation (CCA)
SDMA/RD$, DDMA, PRIs, DoUD • Support national CCA efforts
• Coordination with central agencies

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• Sponsor and promote state specific efforts and local efforts

for GACC mitigation and adaptation

Short Term (T1)

• Strengthen ecological monitoring of forests to improve the
understanding of risks from GACC
• Develop local adaptation strategies and pilot projects

Medium & Long Term (T2, T3)

• Sponsor and promote state specific efforts and local efforts
• Implementation of GACC adaptation programs
• Integrate adaptive measures in social protection programmes for
the vulnerable groups
Recurring/ Regular (RR)
4. Vocational Training/Skill Development GIPARD*, SDMA/RD$, DDMA Incorporating gender sensitive and equitable approaches in capacity
development for coping with heat wave emergencies
Notes: (#) Every department or agency of the State Government not specifically mentioned will also have both direct and indirect supporting role depending on the disaster,
location and context. (*) The Department or Agency with this symbol has or is deemed to have a nodal or lead role, while others mentioned have a direct or explicit supporting
role. ($) RD—Revenue Department: The State Government Department acting as the Nodal Department for disaster management in the State.

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Chapter-8
Preparedness and Response

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8 Preparedness and Response

8.1 Background
Response measures are those taken immediately after receiving early warning from the relevant
authority or in anticipation of an impending disaster, or immediately after the occurrence of an event
without any warning. The primary goal of response to a disaster is saving lives, protecting property,
environment, and meeting basic needs of human and other living beings after the disaster. Its focus is
on rescuing those affected and those likely to be affected by the disaster. The UNISDR (2016) defines
response as:
Actions taken directly before, 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.

8.2 Institutional Framework

The section will lay emphasis on functions and responsibilities of Departments and agencies that have a
key role to play in disaster response as per current guidelines. The plan will be updated periodically to
reflect any changes in the key roles envisaged to Departments and agencies. It is pertinent to mention
that no single agency or department can handle a disaster situation of any scale alone. Therefore,
different departments must work together to manage the disaster with an objective to reduce its
impact. Section 39(d) of the DM Act, 2005 mandates that It shall be the responsibility of every
department of Government of a State to respond effectively and promptly to any threatening disaster
situation or disaster in accordance with the State plan, and in accordance with the guidelines or
directions of the National Executive Committee and the State Executive Committee. Sections 22{2(g)(h)}
of the DM Act, 2005 have clearly laid down various duties relating to DM to be performed by various
agencies.
The institutional arrangements for the response system consist of the following elements:
a) Line Departments of Government of a State with disaster-specific responsibilities for State-level
coordination of the response and mobilization of all the necessary resources
b) Central agencies with disaster-specific responsibilities for Early Warning Systems and alerts
c) National Disaster Response Force (NDRF)
d) State Disaster Response Force (SDRF)

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Currently a State Emergency Operation Centre (SEOC) is functional in the Secretariat Porvorim Goa and
coordinates with District Emergency Operation Centres for daily situation reporting. It will be
connected to the following control rooms:
• All agencies designated to provide hazard-specific early warnings
• District Emergency Operations Centre (DEOC)
• NDRF
• SDRF/DF&ES
• Goa Police

8.3 State Level Early Warning System

The State Government takes inputs from the following GOI designated and State specific agencies (Table
8 -1) to monitor the onset of different natural disasters, set up adequate Early Warning Systems (EWS),
and disseminate necessary warnings/ alerts regarding any impending hazard, for all those hazards where
early warning and monitoring is possible with the currently available technologies and methods. These
agencies provide inputs to the Goa SDMA, which will issue alerts and warnings through various
communication channels. The agencies responsible for EWS will maintain equipment in proper
functioning order and conduct simulation drills to test their efficacy. On their part, the relevant
Departments of the State Government and District Administration shall disseminate such alerts and
warnings on the ground through all possible methods of communications and public announcements.
Table 8-1: Central/State Agencies Designated for Natural Hazard-Specific Early Warnings
Hazard Agency
Cyclone India Meteorological Department (IMD)/ Meteorological Centre, Panaji Goa
Floods Central Water Commission (CWC)/WRD
Landslides Geological Survey of India (GSI)
Heat Wave India Meteorological Department (IMD)/ Meteorological Centre, Panaji Goa
Fire DF&ES
Forest Fire FSI
Drought Crop Weather Watch Group (CWWG)
Earthquake India Meteorological Department (IMD)
Epidemics MHFW Ministry of Health and Family Welfare (MHFW)/DHS
Tsunami India National Centre for Oceanic Information Services(INCOIS)
Goa SDMA uses the Common Alert Protocol-CAP which is a location based Integrated Platform for
dissemination of Disaster Warnings/Alerts especially Red Alerts to the public as SMS, Browser and
Mobile App. notifications. Besides, Print and Electronic Media, e-mail, WhatsApp groups, Social media
platforms such as X (formerly Twitter) and Facebook, SMS to Fishermen, Websites are also used for
dissemination of the Warnings/Alerts.

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As per instructions of National Disaster Management Authority, Government of India, Government has
issued a Press Release on 05th April 2024 to popularize the usage of SACHET Application launched by
among general masses to stay updated with the location based live weather forecast, necessary do’s
and don’ts on all disasters including Heatwave and an emergency button (Dial 112) to seek any
emergency support. Other Important Applications included in the Press release which have been
recommended by Ministry of Home Affairs, Government of India that the public can make use of include:
Mausam (Weather Forecast), Meghdoot (Agricultural Forecast) and Damini (Lightening Alert).

Early Warning Dissemination System (EWDS):

Government has installed 37 Early Warning Dissemination System-EWDS Towers along the coastal line
of Goa including 14 Concrete Spun Towers (15 and 20 Meters), 12 BSNL Towers on Beach Locations and
11 Monopoles on MPCS (5 Meters):

List of Tower Locations

Multi-Purpose Cyclone Shelters (MPCS):

Government has constructed 11 Multipurpose Cyclone Shelters (MPCS) 04 in North Goa and 07 in South
Goa with all basic facilities for providing temporary accommodation to the disaster affected victims.

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Additionally, Government has identified 259 schools and 132 community halls as emergency centers in both North and South districts with all basic facilities.

List of MPCS Locations

Sr. Address Village District Coordinates
No.
1. Survey No. 129/1-A in V. P. Penda De Franca
of Bardez Taluka, Porvorim North Goa N15°31’22.75”
E73°49’46.16”

2. Survey No. 115/1 in Saligao village Bardez Goa Pilerne North Goa N15°53’29.42”
E73°79’38.72”

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3. Junaswada under Survey No. 297/1, of Junaswada North Goa N15°67’11.91”

Mandrem village in V.P. Mandrem of Pernem Mandrem E73°71’35.42”
Taluka, North Goa

4. Chalta No 18 of P.T Sheet no, 122 at Althino Althino North Goa N15°48’ 61.70”
of Panji city in Tiswadi Taluka, North Goa E73°82’32.19”

5. Survey No. 53/1 of Dabolim in V.P Chicalim Dabolim South Goa 15°23’22” N
of Mormugao Taluka, South Goa 73° 51’04” E

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6. Survey No. 117/1 of Cuelim in V.P Cuelim of Cuelim South Goa 15°21’28.84” N
Mormugao Taluka, Sourth Goa 73° 54’ 9.84” E

7. Survey No. 137/17, of Mahalwada, V.P. Mahalwada South Goa 14°58’26.2” N

Poinguinim of Canacona Taluka South Goa 74°04’15.8” E

8. Survey No. 76/1 of Chapoli in V. P Shristal of Chapoli South Goa 15°01’27.61” N

Canacona Taluka, South Goa 74°02’38.61” E

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9. Survey No. 128/2 of Nagarcem in the Nagarcem South Goa 15°00’40.82” N

jurisdiction Council Canacona Taluka South 74°02’03. 62” E
Goa

10. Survey No. 134/1 of VP Sancoale in Sancoale South Goa 15°23’28.46” N

Mormugao Taluka, South Goa 73° 53’08.42” E

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11. Chalta No 41 in the jurisdiction of Margao Aquem South Goa 15°16’10.14” N

Municipal Council Aquem Salcete Taluka. 73°58’10.08” E
South Goa

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8.4 Coordination of Response at State Level

The State Government will activate the IRTs at State or District level and ensure coordination with the
SEOC. The SDMA will provide the technical support needed to strengthen the response system. It is
essential that the first responders and relief reach the affected areas in the shortest possible time. O ften,
there are inordinate delays due to real constraints imposed by the location, nature of disaster and, most
regrettably, due to inadequate preparedness. In many situations, even a delay of six to twelve hours will
prove to be too late or unacceptable. To make matters worse, relief tend to arrive in a highly fragmented
or uncoordinated form with multiple organisations acting independently of each other w ithout a
cohesive plan, without mechanisms to avoid overlaps and without proper prioritization of different
aspects of relief such as shelter, clothing, food, or medicine. From an operational perspective, the
challenges are similar across most hazards. Government of Goa has notified State and District Level
Incident Response System as per National Level Guidelines on IRS and in consultation with National
Disaster Management Authority and National Institute of Disaster Management for a robust, timely and
effective response to. The Government has notified Incident Response System-IRS for the effective,
efficient, and comprehensive management of all notified State
Specific Disasters (Table 8-2).
The Department of State Government and District Administration shall identify sites for establishment
of various facilities as mentioned in the IRS guidelines such as Incident Command Post, relief camp, base,
staging area, camp, and helipad, for providing various services during the response. The District and local
administration must widely disseminate and publicise information about these arrangements as
mandated in the SDMP and DDMP. Since disaster response operations are multifaceted, time -sensitive,
extremely fast moving, and mostly unpredictable, it requires rapid assessment, close coordination
among several departments, quick decision-making, fast deployment of human resources and
machinery as well as close monitoring. To prevent delays and eliminate ambiguities regarding chain of
command, the SDMP and DDMP has been clearly spell out the response organisation as per IRS. These
plans shall clearly identify the personnel to be deputed various responsibilities in the IRT at various levels
of administration along with proper responsibility and accountability framework. Provision for
implementation of unified command in case of involvement of multiple agencies such as Army, NDRF,
CAPF, and International Search and Rescue Advisory Group (INSARAG) shall be spelt out in the SDMP.
From time to time the DM plan shall be tested and rehearsed by carrying out mock exercises.

8.5 Goa Fire and Emergency Services

The Directorate of Fire and Emergency Services has 16 Fire Stations and 01 Logistic Centre
(Headquarters) across the State of Goa and all the personnel of various ranks are trained in Search and
Rescue techniques. All the Fire Stations are equipped to attend the emergencies like

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Cyclone/Floods/Heavy Rains. All the Fire Stations across the State are functional 24x7and can be
deployed to attend various emergencies at short notice. The DFES can depute the SAR Team of the State
to the Neighbouring State during the Emergency Period. In accordance with the initiatives taken by
Government of India, the State Government shall comply for institutional reforms and organizational
restructuring of F&ES in the State and shall implement the major changes for the modernization of the
F&ES to make them more effective under Modernisation of Fire Services Scheme from Government of
India.
Besides, Government has trained 400 Aapda Mitra volunteers including 70 Aapda Sakhi (Female
Volunteers) through Directorate of Fire and Emergency Services to assist the responding agencies during
the disaster related incidents like, Floods, Drowning, Cyclone, Earthquake, Landslides, Heatwave, Fire,
Tsunami, etc. All 400 Aapda Mitra Volunteers have been insured under Aapda Mitra Policy by New India
Assurance Co. Ltd, Panaji and their individual policies have been issued. Purchase of Emergency Essential
Resource Reserve (EERR) Equipment under the Scheme has also been completed.

8.6 Requisition of Central Assistance during Disaster Situations

Disaster management is generally the responsibility of the State Government, and hence the primary
responsibility for undertaking rescue, relief and rehabilitation measures during a disaster shall be with
the State Government. The State shall request the Central Government to supplement the efforts
through logistic and financial support during severe disasters. As such emergencies may stretch the
resources of district and State administration to the utmost therefore, as and when necessary, the State
Government shall seek the assistance of Central Ministries/ Departments and agencies like the NDRF,
Armed Forces, CAPF, and Specialized Ministries/ Agencies for responding to such emergencies in a timely
and effective manner. Catastrophic disasters like floods, cyclones and tsunami result in large casualties
and inflict tremendous damage on property and infrastructure. The State Government shall seek the
Government of India assistance whenever hit hard by a severe disaster with its established flexible
response mechanism for a prompt and effective delivery of essential services as well as resources.

8.7 Management of Disasters impacting more than one District

At times, the impact of disasters occurring in one District may spread over to the other one as well.
Similarly, preventive measures in respect of certain disasters, such as floods, etc. may be required to be
taken in one district, as the impact of their occurrence may affect another. The administrative hierarchy
of the Goa consisting of State and District level arrangements presents challenges in respect of disasters
impacting more than one District. Management of such situations calls for a coordinated approach,
which can respond to a range of issues quite different from those that normally present themselves –
before, during and after the event. The State Crisis Management Group will play a major role in handing

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such multi-state disasters. The SDMA will encourage identification of such situations and promote the
establishment of mechanisms for coordinated strategies for dealing with them by the departments of
the State Government, District Administration and other relevant agencies.

8.8 Incident Response System

The Incident Response System (IRS) is an effective mechanism for reducing ad-hoc measures in
response. It envisages a composite team with various Sections to attend to all the possible response
requirements.
The IRS designates officers to perform various duties and get the m trained in their respective roles. It
also emphasises the need for proper documentation of various activities for better planning,
accountability and analysis. This will greatly help in reducing chaos and confusion during the response
phase. Everyone will know what needs to be done, who will do it and who is in command.
The RD (Revenue Department, i.e., the State’s nodal dept. for DM) and SDMA are lead agencies at the
state level for coordination of response. The DDMA is the lead agency for coordination of response at
District level. Various departments of State Governments, agencies, and District Administration must
prepare their own hazard specific response plans as per SDMP. They must always ensure preparedness
for response and must carry out regular mock drills and conduct tests of readiness periodically, and
departments, DDMAs must report the status to the SDMA. Agencies responsible for disaster response
should develop their individual scenario-based plans and SOPs considering multiple hazards and
envisaging different scenarios ranging from least to the worst cases. The scenario-based planning
exercises should be part of the preparedness of response agencies at all levels. The major tasks of
disaster response given in the responsibility framework and li sted alphabetically for easy reference are:
1. Communication
2. Data Collection and Management
3. Disposal of animal carcasses
4. Drinking Water/ Dewatering Pumps/ Sanitation Facilities
5. Early Warning, Maps, Satellite inputs, Information Dissemination
6. Evacuation of People and Animals
7. Fodder for livestock in scarcity-hit areas
8. Food and Essential Supplies
9. Fuel
10. Housing and Temporary Shelters
11. Management of the dead people
12. Media Relations
13. Medical care

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14. Cultural Heritage Sites, their Precincts and Museums — Protection & Preservation
15. 15. Power
16. Public Health
17. Rehabilitation and Ensuring Safety of Livestock and other Animals, Veterinary Care
18. Relief Employment
19. Relief Logistics and Supply Chain Management
20. Search and Rescue of People and Animals
21. Transportation

Table 8-2: Notified Incident Response System at State Level

State Level Incident Response System
IRS Position Designation of Officers Roles / Responsibilities
(1) (2) (3)
Responsible Officer (RO) Chief Secretary 1. Overall Incharge;
Government of Goa 2. Issue Standing Order in advance to different
departments and agencies for mobilization of
resources in times of emergency;
3. Activate Incident Response Team (IRT) at State
Headquarter when the need arises;
4. Coordinate with the Central Government for
mobilisation of Armed Forces, Air Support etc.
as and when required;
5. Link Officer appointed by the Government shall
officiate as the Responsible Officer (RO) in the
absence of the permanent incumbent.
COMMAND STAFF
Incident Commander Secretary (Revenue) 1. Establish immediate priorities , including search
(IC) & rescue and relief distribution strategies;
2. Brief higher authorities and request for
additional resources, if required;
3. Establish appropriate Incident Response
System (IRS) organisations based on the span of
control and scale of the incident;
4. Establish Incident Command Post (ICP) at a
suitable place and to designate concerned
officers;
5. Ensure that the Incident Action Plan (IAP) is
prepared;
6. Approve and authorise the implementation of
IAP;
7. Ensure that planning meetings with section
heads are held at regular intervals;
8. Authorise release of information to the media;
9. Recommend demobilisation of the Incident
Response Team (IRT), when appropriate;
10. Deputy Incident Commander shall officiate as
the Incident Commander in the absence of the
permanent incumbent.

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Deputy Incident Secretary 1. Will carry out any kind of assignment given by
Commander Urban Development the Incident Commander;
2. Shall officiate as the Incident Commander in the
absence of the permanent incumbent;
3. Link Officer appointed by the Government shall
officiate as the Deputy Incident Commander in
the absence of the permanent incumbent;
Information & Media Secretary (Information 1. Prepare and release information about the
Officer (IMO) & Publicity) incident to the media agencies and others with
the approval of Incident Commander (IC);
2. Jot down decisions taken and directions issued
in case of sudden disasters when the I RT has
not been fully activated and hand it over
to the Planning Section (PS) on its activation
for incorporation in the IAP;
3. Monitor and review various media reports
regarding the incident that may be useful
for Incident Planning;
4. Disseminate necessary information to all
concerned;
5. Link Officer appointed by the Government
shall officiate as the Information & Media
Officer (IMO) in the absence of the permanent
incumbent.
Liaison Officer (LO) Secretary 1. Maintain a list of concerned line department
Housing agencies (NGOs, etc.) and their representatives
at various locations;
2. Carry out liaison with all concerned agencies
including NDRF and Armed Forces and line
department of State Government;
3. Keep the IC informed about the arrivals of all
the Government and Non-Government
agencies and their resources;
4. Help in organising briefing sessions of all
Government and Non-Government agencies
with the Incident Commander;
5. Maintain record of various activities performed
by each authority / agency;
6. Link Officer appointed by the Government
shall officiate as the Liaison Officer (LO) in the
absence of the permanent incumbent.
Safety Officer (SO) Secretary 1. Recommend measures for assuring safety of
Health responders and hazardous unsafe situations
and review at regularly;
2. Review the IAP for safety implications;
3. Review and approve the Site Safety Plan, as and
when required;
4. Conduct Hazard Specific Mock drills on a regular
basis for capacity building;
5. Link Officer appointed by the Government shall
officiate as the Safety Officer (SO) in the absence
of the permanent incumbent.

GENERAL STAFF
OPERATIONS SECTION Inspector General of 1. Manage all field operations for the
CHIEF (OSC) Police accomplishment of the incident objectives;
Goa Police Department 2. Deploy, activate, expand and supervise

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organisational elements;
3. Maintenance of On Duty Officers list;
4. Brief the personnel in Operation Section (OS) at
the beginning of each operational period;
5. Prepare Section Operational Plan in accordance
with the IAP, if required;
6. Consult the IC from the time to time and keep
him fully briefed;
7. Determine the need for additional resources
and place demands accordingly with planning
section chief and ensure their arrival;
8. Ensure record of various activities performed
by concerned authorities, units, groups and to
maintain it;
9. Link Officer appointed by the Government
shall officiate as the Operations Section Chief
(OSC) in the absence of the permanent
incumbent.
Staging Area Manager Director 1. Establish the Staging Area (SA) with proper
(DFES) layout;
2. Organise storage and despatch of resources
received and dispatch them as per IAP;
3. Report all receipts and despatches to
Operations Sections Chief and maintain their
records;
4. Establish check in function as appropriate;
5. Ensure that communications are established
with the ICP and other required locations e.g.
different SAs, Incident Base, Camps, Relief
Camps, etc.;
6. Maintain and provide resource status to PS and
LS;
7. Demobilise Staging Area in consultation with IC;
8. Link Officer appointed by the Government
shall officiate as the Staging Area Manager in
the absence of the permanent incumbent.
Nodal Officer (Air Director 1. Coordinate with concerned authorities for
Operations) Civil Aviation air operations;
2. Project the type of Air support required to
the appropriate authorities based on the IAP
and place the demand at least 24 hours in
advance or as early as possible;
3. Inform the IC and OSC about the Air
movements and landing schedules in their
respective areas;
4. Ensure that relevant Maps of the incident
locations are available with all agencies
involved in the Air Operations to give the
correct coordinates etc. of the locations
where Air support is required;
5. Determine the suitability of Helipads or
Helibases in coordination with the Air Force
authorities and the State authorities;
6. Maintain communication with Air Traffic
Control and the ground support staff
regarding the Air movements and other
related activities;

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7. Assist the IC and the LSC in the procurement
of required ATF etc.;
8. Report on Air Operations activities to the
RO;
9. Perform any other duties assigned by the RO
and IC;
10. Link Officer appointed by the Government
shall officiate as the Nodal Officer (Air
Operations) in the absence of the
permanent incumbent.
Transportation Branch Director 1. Activate and manage different Operation
Director Transport Groups like Road, Rail, Water and Air;
2. Coordinate with the Logistic Section (LS) for
required resources and activate Groups of his
Branch;
3. On placement of resources / requisition,
Coordinate with railways, road transport,
waterways and airport authorities for support
as required;
4. Ensure that Organisational Assignment List is
circulated among the Group-in-charge (s) and
other responders of his branch;
5. Provide ground support to the air operations
and ensure appropriate security arrangements;
6. Report to the Operation Section Chief and
Incident Commander about progress of the
Transportation Branch;
7. Prepare transportation plan as per the IAP, if
required;
8. Ensure the maintenance of the Status of hired
resources, their full utilization and timely
release;
9. Ensure that the record of various activities
performed by different operational groups
(Road, Rail, Water and Air) are collected and
sent to the Section concerned;
10. Link Officer appointed by the Government
shall officiate as the Transportation Branch
Director (TBD) in the absence of the permanent
incumbent.
All functional Groups (Road, Rail, Water and Air) of the Transport Branch-TB are managed by the Transport
Branch Director-TDB. Since the air transportation is to be coordinated at the State and District levels, the
TBD also needs to function in close coordination with Responsible Officer-RO, Incident Commander-IC and
Nodal Officer-NO for Air Operations. He will collect the details of all related flights from the concerned NO
and organise the ground support requirement. The TBD will also be responsible for the activation and
expansion of various functional Groups as per the IAP.
Group-in-Charge Dy. SP 1. Ensure transportation of resources by Road
(Road Unit) Traffic Police to the affected sites;
(North/South) 2. Requisition additional personnel support, if
required;
3. Attend planning meetings on the direction
of OSC;
4. Determine coordination procedures with
various destinations as per IAP;
5. Ensure proper parking locations;
6. Resolve conflicts of the Group, if any;
7. Update Road Operations plan as required
and share them with higher authorities;

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8. In case of accidents, inform the TBD, the
local police and provide assistance in
investigation, if required;
9. Ensure that mechanics are available for
repair of vehicles and also ensure adequate
availability of Petrol, Oil and Lubricants
(POL);
10. Maintain the records of all important
activities related to the number of vehicles
deployed, source of vehicles (i.e.
Government or private), locations where
vehicles are deployed along with resource
details they are carrying, etc.;
11. Support and coordinate the Road
Operations part of the Rail, Water and Air
Operations as required;
12. Collect record of various activities
performed by coordinator and other
members and send to TBD or OSC;
13. Perform any other duties assigned by the
TBD or OSC;
14. Link Officer appointed by the Government
shall officiate as the Group-in-Charge (Road
Unit) in the absence of the permanent
incumbent.
Group-in-Charge Regional Railway 1. Work under the TBD and coordinate all Rail
(Rail Unit) Manager Operations;
Railways 2. Organise crew for Loading and Unloading;
3. Ensure safe storage and warehousing of the
materials;
4. Evaluate storage locations, ensure safety and
obtain guidance from the TBD, if required;
5. Coordinate with Road Operations Group for
movement of resources;
6. Prepare and provide Rail Operations Summary
including time of departure and arrival,
destinations, resource details, etc. as and when
required by the senior officers;
7. Request for additional personnel support, if
required;
8. Update the TBD from time to time and seek
support, if required;
9. Resolve conflicts within his Group, if any;
10. Update Rail Operations Plan;
11. Establish and maintain communications with
various storage and warehousing areas,
destination points and railway officers;
12. Collect record of various activities performed
under IRS from Coordinator and other in-charges
and send to TBD or OSC;
13. Perform any other duties assigned by OSC or
TBD;
14. Link Officer appointed by the Government shall
officiate as the Group-in-Charge (Rail Unit) in the
absence of the permanent incumbent.
Group-in-Charge Captain of Ports 1. Ensure transportation of rescue teams and relief
(Water Unit) materials by motor boats / country boats or by

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Department of Captain any other water transport to the affected sites
of Ports with communication facilities and a local guide
for guidance with each team;
2. Requisition personnel support, if required;
3. Determine coordination procedures with various
destinations as per IAP;
4. Supervise all Water Operations and related
activities associated with the incident;
5. Evaluate and ensure docking or harbouring
locations;
6. Resolve conflicts, if any;
7. Update Water Operations plan and share it with
the higher authorities, including the LSC;
8. Arrange for an accident investigation team as
and when required and cooperate with the
appropriate investigating authorities;
9. Ensure availability of POL and other logistic
support for boat operations;
10. Attend to the needs of the personnel working
with him;
11. Collect record of various activities performed
from Coordinator and other in-charges and send
to TBD or OSC;
12. Perform such other duties as assigned by TBD or
OSC;
13. Link Officer appointed by the Government shall
officiate as the Group-in-Charge (Water Unit) in
the absence of the permanent incumbent.
Group-in-Charge Airport Director 1. Provide ground support to Air Operations as per
(Air Unit) Dabolim Airport the IAP;
& 2. Report to TBD the progress of Air Operations and
Chief Operations work in close coordination with the NO, IC, OSC
Officer (COO), MOPA and TBD;
Airport 3. Ensure resources and supplies required for the
Air Operations are available at the concerned
locations;
4. Keep appropriate Maps in order to provide
correct coordinates to the pilots and others
involved in the Air Operations;
5. Requisition of additional personnel support, if
required;
6. Ensure refuelling facilities are available at the
landing and take-off locations;
7. Ensure that Helibase and Helipad locations are
identified and approved by the appropriate
authorities;
8. Determine the need for assignment of personnel
and equipment at each Helibase and Helipad;
9. Ensure identification and marking of Helibases
and Helipads;
10. Ensure that the communication systems are in
place;
11. Update landing and take-off schedule of Aircrafts
and Helicopters as informed by NO;
12. Ensure preparation of the load manifest for
proper loading or unloading of relief supplies;
13. Arrange for unloading and despatch or storage of
relief materials that arrive at the airports,

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helipads and helibase. In order to keep airports
operational, special attention needs to be paid to
unsolicited relief supplies that may arrive. They
should be immediately cleared from the
operational area;
14. Ensure that proper packaging and weighing
facilities are in place and used for loading of
relief materials;
15. Liaise with the road operations group for the
road transportation needs;
16. Ensure the functionality of Aircraft rescue and
firefighting service at Helibases and Helipads,
security, proper lights, smoke candles/devices,
weighing facilities, wind direction socks, etc. are
in place;
17. Collect record of various activities performed
from Helibase and Helipad-in-charge and send to
TBD or OSC or IC;
18. Perform any other duties assigned by the TBD;
19. Link Officer appointed by the Government shall
officiate as the Group-in-Charge (Air Unit) in the
absence of the permanent incumbent.
Planning Section Chief Principal Chief 2. Coordinate with the activated Section Chiefs for
(PSC) Engineer planning and preparation of IAP in consultation
(PWD) with Incident Commander;
3. Ensure that decisions taken and directions
issued in case of sudden disasters when the PS
has not been activated are obtained from the
Information and Media Officer (Command
Staff) and incorporated in the IAP;
4. Ensure collection, evaluation and dissemination
of information about the incidents including
weather, environmental toxicity, avai lability of
resources etc. from concerned departments
and other sources. The Joint Secretary (Home)
must have a databank of available resources
with their locations from where it can be
mobilised;
5. Ensure that Incident Status Summary is filled
and incorporated in the IAP
6. Ensure that Organisational Assignment list
(Divisional / Group) is circulated among the unit
leaders and other responders of his Section;
7. Plan to activate and deactivate IRS
organisational positions as appropriate, in
consultation with the Incident Commander and
Operation Section Chief;
8. Determine the need for any specialised
resources for the incident management;
9. Provide periodic projections on incident
potential;
10. Report to the Incident Commander of any
significant changes that take place in the
incident status;
11. Compile and display incident status summary at
the Incident Command Post;
12. Oversee preparation and implementation of
Incident Mobilisation Plan;

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13. Maintain Duty Officers List for the day;
14. Ensure that record of various activities
performed by members of Units are collected
and maintained in the Unit Log;
15. Link Officer appointed by the Government
shall officiate as the Planning Section Chief in
the absence of the permanent incumbent.
Resource Unit Leader Director 1. Maintain and display the status of all assigned
(RUL) Planning, Statistics & resources (Primary and Support) at the incident;
Evaluation-PSE 2. Compile a complete inventory of all resources
available;
3. Ensure and establish Check-in function at various
incident locations;
4. Update the Planning Section Chief (PSC) and
Incident Commander about the status of
resources received and dispatched from time to
time;
5. Coordinate with the various activated Branches,
Divisions and Groups of OS for checking status
andutilisation of allotted resources;
6. Maintain record of various activities performe d
and send to Section concerned;
7. Link Officer appointed by the Government shall
officiate as the Resource Unit Leader (RUL) in the
absence of the permanent incumbent.
Situation Unit Leader Collector 1. Collect, process and organise all incident
(SUL) North & South information;
2. Prepare periodic future projections of the
development of the incident (along with maps
if required) and keep the PSC and Incident
Commander informed;
3. Prepare situation and resource status
reports and disseminate as required;
4. Provide authorised maps, photographic services
to responders, if required;
5. Attend IAP Meeting with required
information, data, documents and Survey of
India maps etc.;
6. Maintain record of various activities
performed and send to Section concerned;
7. Link Officer appointed by the Government
shall officiate as the Situation Unit Leader (SUL)
in the absence of the permanent incumbent.
Documentation Unit Under Secretary 1. Ensure that all the required forms and
Leader (DUL) (Home-II) stationary are procured and issued to all the
activated sections, branches, divisions, groups
and units;
2. Compile all information and reports related to
the incident;
3. Review and scrutinize records and various IRS
forms for accuracy and completeness;
4. Inform appropriate units of errors or omissions
in their documentation, if any, and ensure that
errors and omissions are rectified;
5. Store files properly for post incident analysis;
6. Maintain records of various activities
performed and send to sections concerned;

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7. Link Officer appointed by the Government
shall officiate as the Documentation Unit Leader
(DUL) in the absence of the permanent
incumbent.
Demobilisation Unit Under Secretary 1. Prepare Incident Demobilisation Plan;
Leader (DEMOB) (Home-I) 2. Identify surplus resources and prepare a
tentative IDP in consultation with the PSC and
give priority to demobilization of surplus
resources;
3. Develop incident check-out functions for
Sections, Branches, Divisions and units in
consultation with all Sections and send to the
PS;
4. Plan for logistics and transportation support for
Incident Demobilisation in consultation with LS;
5. Disseminate Incident Demobilisation Plan-IDP
at an appropriate time to various stakeholders
involved;
6. Brief the PSC on the progress of Demobilisati on;
7. Maintain record of various activities performed
and send to Sections concerned;
8. Link Officer appointed by the Government
shall officiate as the Demobilisation Unit Leader
(DEMOB) in the absence of the permanent
incumbent.
Logistics Section Chief Secretary 1. Provide logistic support to all Incident Response
(LSC) Panchayats effort including the establishment of Staging
Area. Incident Base, Camp, Relief Camp,
Helipad etc.;
2. Participate in the development and
implementation of the IAP;
3. Keep RO and IC informed on related financial
issues;
4. Ensure that Organisational Assignment List
(Divisional/Group) is circulated among the
Branch Directors and other responders of his
Section;
5. Request for sanction of Imprest fund, if
required;
6. Brief Branch Director and Unit Leaders;
7. Constantly review the Communication Plan,
Medical Plan and Traffic Plan to meet the
changing requirements of the situation;
8. Assess the requirement of additional resources
and take steps for their procurement in
consultation with the RO and IC;
9. Maintain on Duty Officers List for the day;
10. Ensure that record of various activities
performed by members of branches and units
are collected and maintained in the Unit Log;
11. Link Officer appointed by the Government
shall officiate as the Logistics Section Chief (LSC)
in absence of the permanent incumbent.

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Service Branch Director Director 1. Work under the supervision of LSC and
(SBD) Directorate of Health manage all required service support for
Services the incident manage me nt;
2. Manage and supervise various Units of the
Branch like Communic ation Unit, Medic al
Unit, Food Unit and any other activat e d
Unit;
3. Discuss with activated Unit leaders for the
materials and resources required and
procure the same through LS;
4. Ensure proper dispatch of personnel, teams,
resources etc. as per the IAP;
5. Keep the LSC informed about the progress of
Service Branch, from time-to-time;
6. Maintain record of various activities performed
and send to sections concerned;
7. Link Officer appointed by the Government
shall officiate as the Service Branch Director
(SBD) in absence of the permanent incumbent.
Communication Unit Director 1. Work under the direction of the SBD;
Leader (CUL) Information & 2. Provide Communications facility as and when
Technology required;
3. Ensure that all communications equipment
available are in working condition and that
the network is functional;
4. Maintain the records of all communicatio n s
equipment deployed in the field;
5. Ensure setting up of a message centre to
receive and transmit radio, telephone and other
messages from various activated Sections,
Branches, Units and higher authorities and
maintain their records;
6. Prepare an alternative communication plan for
execution in case of possible failure of the
normal communications network;
7. Prepare a plan for integration of the
communications set up of the central teams;
8. Maintain record of various activities performed;
9. Link Officer appointed by the Government shall
officiate as the Communication Unit Leader
(CUL) in absence of the permanent incumbent.
Medical Unit Leader Under Secretary 1. Work under the direction of the SBD;
(MUL) (Health -II) 2. Prepare the Medical plan and procurement of
required resources as per IAP;
3. Respond to requests of the OS for medical aid,
transportation and medical supplies etc. under
intimation to the SBD and LSC;
4. Maintain the list of medical personnel who can
be mobilised in times of need;
5. Prepare and circulate list of referral service
centres to all the medical team leaders;
6. Maintain minimum level of required medicines,
drug, equipment, etc. at all times;
7. Maintain record of various activities performed
and send to SBD;
8. Link Officer appointed by the Government shall
officiate as the Medical Unit Leader (MUL) in the
absence of the permanent incumbent.

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Food Unit Leader (FUL) Dy. Director 1. Work under the direction of the SBD;
WCD 2. Supply food to:
a) Personnel of IRT(s) at ICP, Camps, Incident
Base, SA, etc. and
b) Victims at the temporary shelters, relief
camps etc.,
3. Determine food and drinking water
requirements and their transportation, and brief
the SBD and LSC;
4. Maintain an inventory of receipt and dispatch of
resources;
5. Maintain record of various activities performed
and send to SBD;
6. Link Officer appointed by the Government shall
officiate as the Food Unit Leader (FUL) in the
absence of the permanent incumbent.
Support Branch Director Addl. Joint Secretary 1. Work under the supervision of LSC, and
(SBD) Home supervise the function of Resource Provisioning
Unit, Facility Unit and Ground Support Unit;
2. Procure and dispatch required tactical materials
and resources for operations with the
concurrence of the Section Chief;
3. Participate in the planning meeting of the LS;
4. Ensure that organisation assignment list
concerning the Branch is circulated to all Units
under him;
5. Keep the LSC informed about the progress of the
work;
6. Maintain record of various activities performed
and send to section concerned;
7. Link Officer appointed by the Government shall
officiate as the Support Branch Director (SBD) in
the absence of the permanent incumbent.
Resource Provisioning Under Secretary 1. Work under the supervision of Support BD;
Unit Leader (RPUL) GAD-I 2. Organise movement of personnel, equipment
and supplies;
3. Receive and store safely all supplies required for
the incident response;
4. Maintain the inventory of supplies and
equipment;
5. Maintain the records of receipt and dispatch of
supplies including equipment and personnel;
6. Organise repair and servicing of non-expandable
supplies and equipment;
7. Participate in the planning meeting of LS;
8. Monitor the ‘Kind’, ‘type’ and ‘quantity’ of
supplies available and dispatched;
9. Requisition additional human resource
assistance, if needed;
10. Maintain record of various activities performed
and sent to Support BD;
11. Link Officer appointed by the Government shall
officiate as the Resource Provisioning Unit
Leader (RPUL) in the absence of the permanent
incumbent.

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Facilities Unit Leader Chief Engineer (Bldg.) 1. Prepare the layout and activation of incident
(FUL) facilities, e.g. Incident Base, Camp(s), Relief
Camp(s), ICP, etc., and provide basic amenities
to the responders;
2. Report to the Sup. BD;
3. Locate the different facilities as per the IAP;
4. Participate in the planning meeting of the
Section, prepare list for each facilities and its
requirements in coordination with the LSC;
5. Maintain record of various activities performed
as per IRS and send to Sup. BD;
6. Link Officer appointed by the Government shall
officiate as the Facilities Unit Leader (FUL) in the
absence of the permanent incumbent.
Ground Support Unit Jt. Director 1. Work under the supervision of the Sup. BD;
Leader (GSUL) Transport 2. Provide transportation services for field
operations to TBD;
3. In case Air operations are activated, organize
and provide required ground support through
TBD;
4. Provide maintenance and repair services for all
the vehicles and related equipment used for
incident management;
5. Develop and implement the Incident Traffic Plan
6. Inform Resource Unit about the availability and
serviceability of all vehicles and equipment;
7. Arrange for and activate fuelling requirements
for all transport including Aircrafts in
consultation with the Sup. BD;
8. Maintain inventory of assigned, available and off
road or out of service resources;
9. Ensure safety measures within his jurisdiction;
10. Maintain record of various activities performed
as per IRS and send to Sup. BD;
11. Link Officer appointed by the Government shall
officiate as the Ground Support Unit Leader
(GSUL) in the absence of the permanent
incumbent.
Finance Branch Director Addl. Jt. Secretary 1. Work under the LSC;
(FBR) Finance 2. Attend planning meetings;
3. Prepare a list of resources to be mobilised,
procured or hired in accordance with the IAP;
4. Obtain orders of the competent Authority as per
financial rules and take steps for their
procurement without delay;
5. Ensure that time records of hired equipment,
personnel and their services are accurately
maintained as per Government norms for
payment;
6. Examine and scrutinize cost involved in the
entire response activity including the
demobilisation, analyse the cost effectiveness
and keep the LSC informed;
7. Ensure that all obligation documents initiated at
the incident are properly prepared, completed,
verified and signed by the appropriate Section
Chief and BD;

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8. Brief the LSC or IC on all incident related
financial issues needing attention or follow-up;
9. Maintain record of various activities performed
as per IRS and send to Sections concerned;
10. Link Officer appointed by the Government shall
officiate as the Finance Branch Director (FBR) in
the absence of the permanent incumbent.
Time unit Leader (TUL) Director 1. Maintain time recording of hired equipment and
Directorate of Accounts personnel and ensure that it is maintained on a
daily basis and according to Government norms;
2. Examine logs of all hired equipment and
personnel with regard to their optimal
utilization;
3. Maintain record of the activities performed as
per IRS and send to FBD;
4. Link Officer appointed by the Government shall
officiate as the Time unit Leader (TUL) in the
absence of the permanent incumbent.
Compensation/ Claim Joint Director 1. Collect all cost data and provide cost estimates;
Unit Leader (CUL) Directorate of Accounts 2. Prepare and maintain a list of requisitioned
premises, services, resources and vehicles, etc.
with correct date and time of such requisition;
3. Follow appropriate procedures for preparation
of claims and compensation;
4. Maintain record of various activities performed
as per IRS and send to FBD;
5. Link Officer appointed by the Government
shall officiate as the Compensation/ Claim Unit
Leader (CUL) in the absence of the perma nent
incumbent.
Cost Unit Leader (CUL) Under Secretary 1. Develop incident cost summaries in
Finance (Exp.) consultation with the FBD on the basis of Cost
Analysis Report;
2. Make cost-saving recommendations to the FBD;
3. Complete all records relating to financial
matters prior to demobilization;
4. Maintain record of various activities performed
as per IRS and send to FBD;
5. Link Officer appointed by the Government
shall officiate as the Cost Unit Leader (CUL) in
the absence of the permanent incumbent.
Procurement Unit Under Secretary (GAD- 1. Attend to all financial matters pertaining to
Leader II) vendors and contracts;
2. Review procurement needs in consultation with
the FBD;
3. Prepare a list of vendors from whom
procurement can be done and follow proper
procedures;
4. Complete final processing of all bills arising out
of the response management and send
document for payment with the approval of the
FBD, LSC, IC;
5. Brief FBD on current problems with
recommendations on outstanding issues and
follow up requirements;
6. Maintain record of activities performed and
send to FBD;

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7. Link Officer appointed by the Government
shall officiate as the Procurement Unit Leader
(PUL) in the absence of the permanent
incumbent.

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INCIDENT RESPONSE TEAM-STATE LEVEL

Responsible Officer
Chief Secretary,
Government of Goa
Nodal Officer NO
(Air Operation) Director Civil Aviation
Incident Commander (IC) Deputy Incident Commander (Dy. IC)
Secretary (Revenue) Secretary (Urban Development)
Safety Officer
Secretary (Health)

Goa
Liaison Officer (LO)
Information & Media Officer Secretary (Housing)
Secretary (Information & Publicity)

Operation Section Chief (OSC) Logistic Section Chief (LSC)

Planning Section Chief (PSC)
Director General of Police Secretary (Panchayat)
Principal Chief Engineer (PWD)

Transportation Branch Dir.

Staging Area Manager (SAM)
(TBD) Finance Branch Director (FBD)
Director(DFES) Service Branch Director (SBD) Support Branch, Director
Director Transport Resource Unit Leader (RUL) Addl./ J.S. Finance
Director DHS (SBD)
Director (PSE)
Addl./ J.S. Home
 Flood Road Unit
 Earthquake Dy. SP Traffic Police
Time Unit Leader (TUL)
 Fire Dy. Dir. (DFES) (North/South) Communication Unit Leader
Situation Unit Leader (SUL) Resource Provisioning Unit Director (DoA)
 Landslides Collector North and South Director (CUL) Leader (RPUL)
Rail Unit (Information & Technology) Under Secretary (GAD-I)
Regional Railway
 Health Hazard
Manager Compensation Unit (CUL)
 Epidemic Dy. Dir.(DHS)
Jt. Director (DoA)
Documentation Unit Leader (DUL) Medical Unit Leader (MUL) Facilities Unit Leader
Water Unit
 Law & Order Under Secretary (Home-II) Under Secretary (Health-II) Chief Engineer (Bldg.)
Captain of Ports
 Man – made Dy. IG. Police
Disaster
Air Unit Cost Unit Leader (CUL)
Division (Geographical) Airport Director Ground Support Unit Under Secretary Finance(Exp.)
Food Unit Leader(FUL)
Demobilization Unit Leader (DLU) Leader
Dabolim Airport Dir. WCD
Under Secretary (Home-I) Addl. Director Transport
Single Resource & Procurement Unit Leader
R.T.O Chief Operation (North/ South) (PUL)
 Task Force/Strike Team Officer, Under Secretary (GAD-II) 249
R.T.O MOPA Airport
 State Disaster Management Plan-2024

Chapter-9
Recovery and Building Back
Better

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9 Recovery and Building Back Better

9.1 Scope
Recovery is defined as:

"The restoring or improving of livelihoods and health, as well as economic, physical, social, cultural
and environmental assets, systems and activities, of a disaster-affected community or society,
aligning with the principles of sustainable development and "build back better", to avoid or reduce
future disaster risk." (UNISDR 2016)

The recovery task of rehabilitation and reconstruction begins soon after the emergency phase ends, and
should be based on pre-existing strategies and policies that facilitate clear institutional responsibilities
for recovery action and enable public participation. The focus of recovery is on restoring livelihoods,
shifting to a path of sustainable development that reduces disaster risk. Recovery should be conceived
as an integral part of ongoing developmental process at appropriate levels: national, regional, and local.
The context in which it will take place will be necessarily shaped by the prevailing social and economic
conditions and the vulnerability of the affected states and communities. Recovery processes are aimed
at restoring the capacity of the government and communities to recover from the disaster, strengthen
the capabilities to cope with disasters and reduce future disaster risk. Building back better envisages
seizing the opportunity to rebuild to reduce development deficits of the affected areas going beyond
restoration to the pre-disaster ‘normal’. 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.

Globally, the approach towards post-disaster restoration and rehabilitation has shifted to one of building
back better. While disasters result in considerable disruption of normal life, enormous suffering, loss of
lives and property, global efforts consider the recovery, rehabilitation and reconstruction phase as an
opportunity to “Build Back Better” (BBB) integrating disaster risk reduction into development measures
and making communities resilient to disasters.

The Sendai Framework expects that after a disaster, the stakeholders will be prepared for BBB. Existing
mechanisms may require strengthening to provide effective support and achieve better
implementation. Disaster recovery tends to be very difficult and long-drawn out. The reconstruction will
vary depending on the actual disaster, location, pre -disaster conditions, and the potentialities that
emerge at that point of time. The NDMP provides a generalized framework for recovery since it is not
possible to anticipate every likely element of building back better.

The plan for reconstruction and rehabilitation is designed keeping in view the worst -case scenarios in
which the capacity of the State and District administration would be overwhelmed and require
assistance from the Central Government for re-establishing normalcy in the disaster affected areas. This
chapter provides a general framework for the role of Government and its development partners in
restoring after a disaster, various essential and basic services. Much of this support will involve the
coordinated working of multiple agencies – government and non-government. All the agencies are
required to closely monitor response activities and to obtain valuable data regarding the severity and
intensity of the event, the affected geographical area and the potential unmet critical needs of the
affected population while evolving a comprehensive recovery plan.

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9.2 Approach
The approach to reconstruction and recovery is guided by the NPDM 2009. Its salient clauses/ sections
are given below:

Para 9.1.1 of the NPDM states that - the approach to the reconstruction process must be comprehensive
to convert adversity into opportunity. Incorporating disaster resilient features to ‘build back better’ will
be the guiding principle.

The appropriate choice of technology and project impact assessment needs to be carried out to establish
that the projects contemplated do not create any side effects on the physical, socio –cultural or
economic environment of the communities in the affected areas or in their neighbourhood. Systems for
providing psycho-social support and trauma counselling need to be developed for implementation
during reconstruction and recovery phase.

Para 9.2.1 of NPDM states that - Reconstruction plans and designing of houses need to be a participatory
process involving the government, affected community, NGOs and the corporate sector. A fter the
planning process is over, while owner driven construction is a preferred option, contribution of the NGOs
and corporate sector will be encouraged. Reconstruction programme will be within the confines and
qualitative specifications laid down by the Government.

Para 9.3.1 of NPDM states that essential services, social infrastructure and intermediate shelters/camps
will be established in the shortest possible time. For permanent reconstruction, ideally, the work
including the construction of houses must be completed within two to three years. Relevant Central
Ministries/Departments and the State Governments should create dedicated project teams to speed up
the reconstruction process.

Para 9.3.2 of NPDM states that plans for reconstruction in highly disaster-prone areas need to be drawn
out during the period of normalcy, which may include architectural and structural designs in consultation
with the various stakeholders.

Para 9.5.1 of NPDM suggest that state governments should give emphasis to restoration of permanent
livelihood of those affected by disasters and to pay special attention to the needs of women-headed
households, artisans, farmers and people belonging to marginalised and vulnerable sections.

9.3 Recovery Process

Effective post -disaster recovery usually has the following three broad aspects:
a) Physical aspects of recovery, i.e. restoration and reconstruction of damaged community
infrastructure, critical infrastructure, private houses and cultural heritage buildings
b) Economic aspects of recovery, i.e. livelihoods, productive activities and market services
c) Social recovery, i.e. social and psychological aspects of personal, family and community functioning
and wellbeing
The key interventions under recovery programmes can be classified under four broad heads:
 Physical
 Economic
 Social
 Cross Cutting Sectors
After a disaster, a Post-Disaster Needs Assessment (PDNA) must be undertaken, which will be a
government-led exercise. Depending on the disaster, this may be undertaken by the state government
and through joint efforts of the central and state governments. The PDNA will also provide a platform
for the international community to assist in recovery and reconstruction, where such assistance is

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required. A systematic PDNA will provide a credible basis for recovery and reconstruction planning that
incorporates risk reduction measures.
Typically, the PDNA comprises of a ‘Damage and Loss Assessment’ (DALA), a ‘Human Recovery Needs
Assessment’ (HRNA) and a ‘Recovery Framework. The DALA is quantitative in nature that can be used to
value damages arising from a hazardous event, and the subsequent economic losses caused by the
event. The DALA highlights the possible consequences on the growth of the economy, the external
sector and the fiscal balances, as well as the impact due to decline of income and livelihoods of
households or individuals. The HRNA focuses on the social impact of disasters, analysing how disasters
affect local pa􀅌erns of life, social structures and institutions. A HRNA includes analysis of primary data
from household or other units of analysis and provides insight into the recovery and reconstruction from
the viewpoint of the affected community. The Recovery Framework summarizes the recovery
recommendations from the sectoral assessments within the PDNA. It outlines the short, medium and
long-term priorities for the recovery including plans for financing the BBB.
The UNISDR consultative document on building back better (UNISDR 2017) in support of the Sendai
Framework, states the following: Recovery is the most complex of the disaster management functions,
involving the greatest number and variety of stakeholders and affecting the greatest long-term impact
on a community’s social and economic success. There are numerous relationships that must be formed
and dependencies that must be fostered, many of which are wholly unfamiliar to the recovery
stakeholders that typically operate outside of the post-disaster context. An inclusive and comprehensive
disaster recovery framework serves as an agreed way forward to simplify the recovery process thereby
maintaining or even improving development trajectories while ensuring adherence to Build Back Be tter
principles.
Recovery is most successful when the wide-ranging needs of communities, organizations, and
individuals are addressed in the coordinated manner that recovery frameworks enable.
Disaster recovery process is rarely a set of orderly actions. It will consist of several related activities such
as the following:
 Damage and needs assessments (PDNA, DALA, HRNA)
 Developing a recovery framework including institutional arrangements and financing plan
 Measures to ensure socially inclusive recovery
 Focus on sustainable development and climate change adaptation
 Demolition of damaged structures, debris clearance, removal and its environmentally safe
disposal
 Restoration and even upgrading utilities including communication networks
 Re-establishment of major transport linkages
 Temporary housing and detailed building inspections
 Redevelopment planning
 Environmental assessments
 Reconstruction
 Integrating DRR into various development initiatives
 Financial management
 Economic impact analyses
The major steps/ processes of the recovery process and the processes involved are summarized in
Table 9-1:
Table 9-1: Major Steps of the Recovery Process and the Key Processes Involved
Major Step Process
1. Post-Disaster Needs  Preliminary assessment reports
Assessment and Credible  Compilation and transmittal of damage and loss data
Damage Assessment  Disaster damage assessments led by government and
assisted by humanitarian response agencies, and the ini tial
damage surveys leading to a comprehensive assessment

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 Quantitative and qualitative baseline for damage, loss, and

needs across sectors, blocks (taluka) and districts
 Results monitoring and evaluation plan for recovery
program
 Select the most appropriate and achievable processes and
methodology for conducting early and credible damage and
needs assessments
2. Developing a vision for  High level meetings as well as broad-based, wider
Build-Back Better (BBB) consultations with experts, civil society, and key Stakeholders
 Build consensus among the range of stakeholders within and
outside government
3. Ensure coherence of BBB  Discussions at top level to align the recovery vision with the
with the development government’s broader, longer term development goals and
programs and goals growth and poverty reduction strategies
4. Incorporating resilience Consultations and background studies on:
and BBB in recovery  Disaster resistant physical recovery
vision  Options for fast economic recovery
 Gender and equity concerns
 Vulnerability reduction
 Natural resource conservation and environmental
protection
 Social recovery
5. Balancing recovery  Balance public and private sectors BBB programs
across sectors  Promote norms for non-discriminatory and equitable asset
disbursement among individuals and communities
 Prioritize infrastructure reconstruction
 Address the recovery of the lives and livelihoods of disaster-
affected communities
 Show sensitivity to the needs of the affected population
 with regard to public expectations from recovery
6. Prioritising sectors for  Determine relative importance of various sectors such as
recovery housing, water and sanitation, governance, transport, power,
communications infrastructure, environment, livelihoods,
tourism, social protection, health, and education.

9.4 Early, Mid and Long-term Recovery

UNISDR notes that recovery programmes, coupled with the heightened public awareness and
engagement after a disaster, provide a valuable opportunity to develop and implement disaster risk
reduction measures and to apply the BBB principle. It is an important component of risk reduction
strategy and if implemented systematically, the recovery process prevents the affected community from
sliding into further poverty and deprivation. While the DM Act 2005 mandates the government to carry
out rehabilitation and reconstruction activities, it does not explicitly refer to ‘recovery’ as a component
to be used as a part of disaster management strategy. However, the NPDM 2009 recognizes ‘recovery’
as one of the six elements within the disaster management continuum where it is linked to physical,
social and economic assets within the overall context of ‘safe development’.
The disaster recovery programmes usually proceed in three distinct stages to facilitate a sequenced,
prioritized, and flexible multi-sectoral approach. Three recovery stages, in which appropriate policies
and programmes tend to be planned and implemented are: a) Early, b) Mid -Term, and c) Long-Term,
which are described briefly in Table 9-2

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Table 9-3: Important aspects in mobilizing and managing the funds of a recovery
programme
Recovery Stage Duration Brief Description
Early Within 18 Months Cash for work, resumption of markets, commerce and
trade, restoration of social services, transitional and
temporary shelters
Within 5 Years Recovery plans for assets and livelihoods, reconstruction
Mid-Term (concurrent with plans for housing, infrastructure, public buildings and
early recovery) cultural heritage buildings
Long-Term Within 10 Years Implemented along with developmental plans:
infrastructure strengthening, environmental, urban and
regional planning

The salient provisions of the recovery framework include the following:

1) Institutional arrangements: Ensuring institutional mechanisms at the national, state, district, and local
(urban and rural) levels that clearly defines roles and responsibili ties in recovery
2) Coordination: There is considerable interdependence between stakeholders – government,
international agencies, private sector, civil society organizations – in realizing the objectives of recovery
and inter-agency coordination is extremely important
3) Public-Private Partnerships (PPP): Participation of the private sector must be leveraged for larger
public good and the Public-Private Partnerships is one effective way to facilitate the private sector
involvement in recovery
4) Information and Communication Technology (ICT): Effective use of ICT in recovery programme,
disseminating messages among all stakeholders, and providing information on all aspects of recovery
programme
5) Decision Support System (DSS): Se􀅌ng up an adequate DSS that includes Management Information
System (MIS), databases, deployment of spatial data management technologies
6) Pool of Expertise: Pooling of professional skills and expertise in diverse areas
7) Community Participation: Ensuring the pro-active involvement of communities, proper community
outreach, empowerment, and gender equity in programme formulation and implementation
8) Monitoring and Evaluation (M&E): M&E is an important component required for promoting
transparency in the recovery processes and it should include technical and social audits.

9.5 Reconstruction
Long term recovery efforts must focus on redeveloping and restoring the socio-economic viability of the
disaster area(s). The reconstruction phase requires a substantial commitment of time and resources by
the Governments (State and Central) and other agencies. It is important to note that much of this
commitment would be beyond the scope of tradi tional emergency management programmes. The
reconstruction challenge involved would most often be the result of a catastrophic event that has caused
substantial damage over a very large area and/or affected a very large population. These reconstruction
efforts include:
 Reconstruction of public infrastructures and social services damaged by the disaster, which can be
completed over the long-term
 Re-establishment of adequate housing to replace that which has been destroyed
 Restoration of jobs/ livelihood that was lost
 Restoration of the economic base of the disaster areas

9.6 Co-ordination of Reconstruction

Recovery efforts require the coordination at several levels of government and the stakeholder
institutions having specific responsibilities for central, state, private sector, voluntary organizations, and
international aid agencies.

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9.6.1 State Government

The damage assessment and all the phases of recovery and reconstruction (early to long-term) are the
responsibility of the State/UT government. Some of the key tasks are:
 Lead in and support need and damage assessment operations
 Provide relevant data regarding the severity of the disaster and assessment of individual needs
 Participate in and support public information and education programmes regarding recovery
efforts and available Central/ State Government assistance
 Coordinate with the Central Government and other stakeholders for reconstruction Management.

9.6.2 Private Sector

There is a need for facilitating the involvement of private sector in disaster management and for
businesses to integrate disaster risk into their management practices. There is a need to involve the
private sector in the areas of:
 Technical support
 Reconstruction effort
 Risk management including covering risks to their own assets
 Financial support to reconstruction efforts
 Risk-informed investments in recovery efforts

9.6.3 Voluntary Organizations and International Aid Agencies

They may participate in the following activities:

1. Joint need and damage assessment

2. Support government effort in reconstruction process especially in so far as the mandate requires
them
3. Provide technical support to reconstruction and recovery efforts
4. Assist the government in disseminating public information regarding reconstruction and
rehabilitation plan
5. Training and capacity development of local communities

9.7 Rehabilitation

9.7.1 Background
Rehabilitation, an integral part of disaster recovery; other being reconstruction, could be defined as an
overall dynamic and intermediate strategy of institutional reform and reinforcement, reconstruction
and improvement of infrastructure and services; aimed towards support to the ini tiatives and actions of
the affected populations in the political, economic and social domains, as well as reiteration of
sustainable development. Generally, rehabilitation package includes reconstruction of damaged
physical infrastructure and measures to address disaster-induced psychological problems, as well as
economic and social rehabilitation of the people in the affected region. The rehabilitation is classified
into the following:
 Physical
 Social
 Economic and
 Psychological

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9.7.2 Physical Rehabilitation

Physical rehabilitation is a very important facet of rehabilitation. It includes:

 Reconstruction of physical infrastructure such as houses, buildings, railways, roads,

communication network, water supply, electricity, and so on
 Short-term and long-term strategies towards watershed management, canal irrigation, social
forestry, crop stabilization, alternative cropping techniques, job creation, employment generation
and environmental protection
 Rehabilitation of agriculture, artisan work and animal husbandry
 Adequate provision for subsidies, farm implements, acquisition of land for relocation sites,
adherence to land-use planning, flood plain zoning, retrofitting or strengthening of undamaged
houses, and construction of model houses

9.7.3 Relocation

Relocation is a very sensitive part of the physical rehabilitation process and it must be ensured that need
based considerations and not extraneous factors should drive the relocation policy. The local authorities,
in consultation with the affected population and under the guidance of the State Government shall
determine relocation needs employing criteria relevant to the nature of the calamity and the extent of
damage. Relocation efforts should invariably include activities such as the following:

 Avoid secondary displacement as far as possible

 Ensure that relocation when it is unavoidable is undertaken in a socially inclusive manner
 taking the marginalised communities belonging to SC and ST into confidence
 Making the processes as gender-sensitive as possible and giving due consideration to the
 needs of sexual and gender minorities
 Gain consent of the affected communities
 Clearly define land acquisition and allocation process ensuring transparency and providing
 adequate grievance redressal as well as negotiation mechanisms
 Take into consideration urban/ rural land use planning before moving ahead
 Provide customized relocation packages
 Decentralize powers for undertaking the relocation process
 As far as possible, ensure relocation site is near to their agricultural lands and/or sources of
 livelihood, as applicable
 Ensure provision of livelihood rehabilitation measures for relocated communities, wherever
 necessary, to the extent possible

9.7.4 Social Rehabilitation

Social rehabilitation is also an important part of disaster rehabilitation. The vulnerable groups such as
the artisans, elderly, orphans, single women and young children would need special social support to
survive the impact of disasters. The rehabilitation plan must have components that do not lose sight of
the fact that the victims have to undergo the entire process of re -socialization and adjustments in a
completely unfamiliar social milieu.

9.7.5 Revival of Educational Activities

Educational facilities may suffer greatly in a major disaster placing considerable stress on children.
Therefore, the following steps will be helpful in helping children to recover and cope with the situation:

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 Give regular counselling to teachers and children

 Encourage children to attend the schools regularly
 Provide writing material, and workbooks to children
 Make children participate in all activities pertaining to resurrection of normalcy in the school
 Try to inculcate conducive attitudes to enable the students to play a positive role in self
development
 Establish village level education committees
 Identify local groups that could conduct smooth functioning of education activities

9.7.6 Rehabilitation of the Elderly, Women, Children and PWD

The elderly, women, and children are more vulnerable after a major disaster. Hence the following
measures will help in their rehabilitation:

 Identify familiar environs to rehabilitate elderly, women and children

 Make efforts to a􀅌ach destitute, widows and orphans with their extended family, if that is
 not possible then identify foster families
 Organize regular counselling to strengthen the mental health of women and children
 Initiate various training programmes to make the women economically self-sufficient
 Measures to support PWDs including providing facilities and health care
 Give due attention to health, nutrition and hygiene in the long-term rehabilitation package
 for women and children
 Activate/reactivate the Anganwadis (day-care centres), and old-age homes within the
 shortest possible time
 Set up at least one multi-purpose community centre per village
 Make efforts to build residential female children homes at the block level
 Set up vocational training camps to improve the skills of orphans and children
 Promote self-help groups

9.7.7 Economic Rehabilitation

The major components of economic rehabilitation are livelihood restoration and ensuring the continuity
of businesses, trade, and commerce. Restoring employment and income generating opportunities to
disaster affected communities is a vital component of post -disaster reconstruction.
Livelihood opportunities are severely disrupted by the destruction or loss of essential assets; with the
result that people are unable to engage in normal income generating activities; become demoralized
and dependent on humanitarian aid. Economic recovery should be based on:

 Analysis of existing livelihood strategies and sustainability of businesses

 A comprehensive analysis of existing and future risks
 The vulnerabilities of the affected families’ knowledge
 Access to functioning markets

As per the para 9.5.1 of NPDM, the state governments must give due importance to the restoration of
permanent livelihood of those affected by disasters and special attention to the needs of women -
headed households, artisans, farmers and people belonging to marginalized and vulnerable sections.

9.7.8 Psychological Rehabilitation

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Another crucial dimension of disaster rehabilitation is psychological rehabilitation. Dealing with victim’s
psychology is a very sensitive issue and must be dealt with caution and concern. The psychological
trauma of losing relatives and friends, and the scars of the shock of disaster event can take much longer
to heal than the stakeholders in disaster management often realize. Thus, counselling for stress
management should form a continuous part of a disaster rehabilitation plan.
Efforts should be made to focus more on:

 Psycho-therapeutic health programmes

 Occupational therapy
 Debriefing and trauma care
 Tradition, values, norms, beliefs, and practices of disaster -affected people

9.7.9 Restoration of Damaged Cultural Heritage Sites, their Precincts and Museums

Post disaster repairs and reconstruction of damaged sites/precincts should always be undertaken based
on sound documentation and assessment practices. Poor reconstruction practices cause further physical
damage to heritage structures, may worsen its structural vulnerability and carries the risk of erasing the
heritage features. Reconstruction and rehabilitation approaches need to consider the legislative
frameworks already in place for different typologies of heritage sites and precin cts. In general, the
following principles should be followed:

 An approach of minimal intervention should be undertaken for sites of historic and archaeological
importance and any intervention should be based on sound documentation and research. Aspects
of authenticity and visual integrity should form the basis of any reconstruction, repair, and
retrofitting attempt.
 As far as possible, traditional skills and technologies where they still exist should be employed in
the repair and restoration of damaged structures. This helps ensure continuity of building and crafts
traditions.
 Many cultural heritage sites and precincts hold strong cultural/ socio-economic associations with
the local population and restoring them instils a sense of normalcy after a disaster.
 These considerations should facilitate the conservation/ reconstruction of heritage within the
overall recovery plan.
 The notion of ‘build back better’ applied to cultural heritage must not undermine the archaeological
and/ or cultural aspects, which means that retrofitting measures for improving the structural
stability of cultural heritage sites, should be undertaken cautiously paying due attention to
restoration of the original.
 All restoration and retrofitting of the cultural heritage must be undertaken only after carrying out
due consultation among stakeholders to preserve the cultural, archaeological and heritage aspects.
 The impact of retrofitting on integrity and cultural value of heritage structures must be discussed
and properly evaluated with due weightage for restoration to pre -disaster status as closely as
possible
 Restoration or reconstruction of heritage after disasters should go beyond buildings and it should
look at heritage livelihood, traditional trades/ crafts etc.

9.8 Fund Mobilization

9.8.1 Background

Reconstruction and rehabilitation projects after a major disaster are usually highly resource intensive.

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Such projects are typically financed through the State exchequer. Recently, large funds have been raised
from multilateral/ bilateral funding agencies/ international agencies in close coordination with the
national Governments. The State Government, through the relevant ministry of the Central
Government, shall finalize the fund mobilization strategy, incorporating appropriate conditions
governing flow of funds, its disbursement, and usage as per norms decided by the Central Government.
This will include:

• Estimation of funds required based on the detailed damage assessment reports and consolidation of
the same under sectoral and regional heads and
• Contracting with funding agencies and evolving detailed operating procedures for fund flow and
corresponding covenants

9.8.2 Mobilizing, Disbursement and Monitoring

The domestic or internal sources of on-budget government funds usually consist of the following:

 Government operational and capital budgets

 Reallocation among the budget items to disaster-hit sectors
 Special levies or taxes; additional taxes or surcharge for recovery
 Contingency financing arrangements
 Issuing sovereign reconstruction or development bonds
 Introducing policy incentives for the private sector to share recovery costs
 Voluntary contributions from civil society and private philanthropies
 Insurance/ risk transfer mechanisms

External resources for post-disaster reconstruction can be sourced from multilateral development
banks, regional development banks, bilateral development partners, international NGOs, private
philanthropies and charities, and remittances. The possible multilateral financing resources for post -
disaster recovery and reconstruction consist mostly of the following types:

 Credits or loans from multilateral development banks

 Reallocation of existing portfolio of international development institutions
 Multi-donor Trust Funds
 Debt relief
 Ex-ante contingent component of standard investment operations
 Risk Insurance
 Standby financing
 Catastrophic development Deferred Drawdown Option (DDO)

Some of the important aspects of mobilizing and managing the funds of a large recovery programme
consist of the following and are summarised in Table 9-3:

1. Review of the Damage and Loss Assessment (DaLA)

2. Developing a vision and specific time-bound goals for BBB
3. Estimate financial requirements of the recovery programme
4. Identify likely sources of funds and examine various options
5. Defining and enforcing robust financial norms for the financial management

Table 9-3: Important aspects in mobilizing and managing the funds of a recovery programme
Major Step Description

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1. Review of the Damage & Loss Quantitative and qualitative baseline for damage, loss, and
Assessment needs across sectors, blocks (taluka) and districts
2. Developing a vision and Develop the scope and goals of BBB
specific time-bound goals for Disaster resilient physical recovery
BBB Options for fast economic recovery
Set phase-wise betterment targets
3. Estimate financial
requirements of the recovery Prepare sector-wise and phase-wise financial estimates
programme Consultations and evaluation of various options
Finalization of financial estimates
4. Identify likely sources of • Domestic resources:
funds and examine various – From the state (on budget) and additional fund-raising
options options (off budget)
– Central grants and other options – on and off the budget
International including borrowing from IFI – facilitated by the
central govt.
• Other Sources:
– Donors
– Community contribution
– Private sector CSR, PPP
5. Defining and enforcing  Setting norms and rules to allocate funds for new
robust financial norms for the  development, retrofitting, owner-driven reconstruction
financial management  (mainly homes),
 Defining norms efficient disbursement along with the degree
of flexibility needed in recovery programs
 Implementing mechanisms for monitoring proper utilization
 including an appropriate MIS

The funds raised through funding agencies are usually accompanied by stringent disbursement and
usage restrictions. It is therefore important to monitor the disbursement of funds to ensure that none
of the covenants are breached. The fund disbursal shall be monitored by:
 Prioritizing resource allocation across approved projects
 Establishing mechanisms for disbursement of funds to the beneficiaries
 Strengthening the monitoring mechanisms for fund utilization and progress of implementation

9.8.3 Recovery of Reconstruction Costs

The State Government, in consultation with the relevant Ministry of the Central Government, can
finalize and implement select cost recovery measures such as:

 Imposing special tax/ surcharge (State Government)

 Imposing local taxes
 Issuing tax free Government bonds

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Chapter-10
Capacity Development- An
Overview

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10 Capacity Development – An Overview

10.1 Background
This chapter provides an overview of the capacity development measures described in
appropriate contexts in the previous chapters presenting both a summary and a perspective to
the capacity building aspects of the plan. The previous chapters describe specific aspects of
capacity development in respective responsibility frameworks and discussion. The list given in
this chapter is not exhaustive but indicative and illustrative supplementing the details present
in the previous chapters. While the themes included are broadly in consonance with na tional,
regional, and global practices, inevitably there will be changes that must be incorporated in the
periodic revisions of the plan and during its implementation. All efforts must be made to follow
the emerging best practices.

Capacity development covers strengthening of institutions, mechanisms, and capacities at all

levels of
all stakeholders. UNISDR defines 'Capacity Development' for DRR as follows:
"Capacity development is the process by which people, organizations and society
systematically stimulate and develop their capacities over time to achieve social and
economic goals. It 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 enabling environment."
(UNISDR, 2016).

The Sendai Framework challenges all stakeholders to focus on establishing and increasing
capacity to manage their country’s disaster risk. It is an important component of investing in
disaster risk reduction. In the domain of disaster risk management, the Sendai Framework
emphasizes the need for enhancing the technical, financial, and administra tive capabilities of
institutions, governments, and communities to deal with the identified risks at different levels.
The framework calls for reinforcing the capacity to implement and enforce risk reduc tion
measures. Capacity development commonly refers to a process that is driven from the inside
and starts from existing capacity assets. The Sendai framework underlines the need for capacity
development of women in disaster management and building their ability to participate
effectively in managing disaster risk.

Investing in capacity development for DRR is a continuing process of enhancing the capability
of individuals, agencies, and communities to improve the performance of their DM functions.
The process of capacity building will include elements of human resource development, i.e.,
individual training, organizational development such as improving the functioning of groups,
and the strengthening of organizations, regulations, and institutions. Involving stakeholders
through participatory approaches is essential to establish ownership and commitment. The
sustainability of capacity development initiatives increases in direct relation to the level of
participation and ownership of the internal partners. Mainstreaming of DRR is incomplete

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without mainstreaming of capacity building on DRR by State and District level Stakeholders for
Disaster Management. Capacity building should also include creating enabling environment by
making relevant provisions in existing laws, rules and regulations etc. of the State.

As capacity development entails activities on various levels, i.e. legal and institutional
frameworks, systems of organisations, organisation and human and material resources, it is
necessary to address challenges on all of them by implementing a mix of activities across all
time frames – recurring, short, medium and long term. The reason for this is that changes at
one level often require changes at other levels too, as the levels are interdependent. Therefore,
the focus of many capacity development efforts for DRR must go beyond human resource
development paying enough attention to organisational and institutional issues. Partnerships
and collaborations are integral to institutional capacity building. In institutional capacity
development, emphasis should also be on use of state-of the- art technologies to upgrade the
existing system s. Public and private investment in disaster risk prevention and reduction
through structural and non-structural measures are essential to enhance the disaster resilience.
Investing in capacity development is the cost-effective way to save lives, prevent or reduce
losses and ensure effective recovery and rehabilitation.

The National Policy on Disaster Management-NPDM, 2009 underlines the need for a strategic
approach to capacity development and notes that the active and enthusiastic participation of
various stakeholders is necessary for it to be effective. The national policy notes that capacity
development must address the challenge of “putting in place appropriate institutional
framework, management systems and allocation of resources for efficient prevention and
handling of disasters.” The capacity development being a continuous process, it must address
challenges of staff turnover, task of educating new recruits, keeping pace with technical
changes and incorporating the rapid advances in scientific knowledge.

The NPDM 2009 envisages capacity development in the domain of DM at all levels of
government including ministries, line departments and across various autonomous ins titutions.
It also stresses the importance of capacity development efforts to promote community -based
DM efforts. The policy notes that to sustain DRR, it is necessary to undertake capacity
development across the education sector covering schools to professional institutions. It
recognizes that skill development in all sectors to incorporate multi-hazard resistant features
along with strengthening of relevant licensing, certification, and standards.

10.2 SIDM, SDRF and Other Institutions

The State shall establish SIDM on the lines of NIDM, and shall partner with other research
institutions for capacity development as one of its major responsibilities, along with training,
research, documentation and development of a State level information base. It will network
with other knowledge-based institutions and function within the broad policies and guidelines
laid down by the NDMA/SDMA. It will organise training of trainers, for DM officials and other
stakeholders. The SIDM will strive to emerge as a ‘Centre of Excellence’ in the field of Disaster
Management. The SIDM will play an important role in developing and facilitating the
implementation of a National/State training schedule for DM. It will also be the nodal ins titution
for State and National cooperation for training.

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The State shall raise State Disaster Response Force-SDRF on the similar lines of National Disaster
Response Force-NDRF. The SDRF shall be trained by NDRF 5 th Bn. Pune to respond effectively
to any disaster situations in the State and can also support capacity development and training
needs of Aapda Mitra Volunteers, Civil Defence, National Cadet Corps (NCC), National Service
Scheme (NSS) and Nehru Yuva Kendra Sangathan (NYKS), community and volunteers in
preparedness and response. It is important that the SDRF and other agencies involved in
response mechanism are able to work harmoniously for which NDRF must have a role in the
training of all responders. The renowned institutes in the State including GIPARD, imparting
training in DM shall be strengthened with skilled resource persons and financial assistance. Also,
the DM cells in the Training Institutes, Police Academies, Goa Institute of Public Administration
and Rural Development-GIPARD, Directorate of Fire and Emergency Services-DFES,
Airport/Seaport Authorities, Indian Coast Guard-ICG, Indian Navy, Captain of Ports and other
institutes/Departments will contribute most significantly in developing DM related skills. The
capacity of existing institutes needs to be upgraded in accordance with regional and local
requirements. Other training institutions belonging to various Ministries/ Departments/
Agencies/ PSUs at the State level, must include DRR in their training programmes and
departmental examinations.

10.3 Capacity Development of Local Bodies – Rural and Urban

The capacities of PRIs and ULBs must be developed in the sphere of disaster management.
Without adequate capacity development, the local bodies cannot contribute effectively to
disaster management or in ensuring the proper implementation of DM plans. Capacity
development is also necessary for true empowerment of the bodies of local self-governance.
The elected leaders and officials of PRIs and ULBs should be trained to competently handle
different types of crises, contribute to disaster preparedness, make proper use of available
warnings, organize operations such as search, rescue, relief, medical assistance, and carry out
damage assessment. They should also have sound understanding of the needs of proper post-
disaster rehabilitation. The local leadership can play a big role in disaster management in all
stages and in DM planning. Capacity development must aim at increasing the competence of
local bodies in all aspects of disaster management, mainstreaming DRR, and in promoting a
culture of disaster prevention and DRR. The capabilities of the local bodies must be developed
in financial, technical, and managerial spheres. The State Level Training Ins titutes (GIPARD, and
others) will develop need-based training programs for the capacity development of rural and
urban local bodies.

10.4 Training of Communities

Enhancing the capacity of communities, as they are the first responders to disasters, is a
significant part of the capacity development process. The Sendai Framework notes the need to
build the knowledge of civil society, communities, and volunteers on disaster risk reduction.
Capacity building must include awareness, sensitisation, orientation, and developing skills of
communities and community leaders. Assistance from SDRF/DFES, Civil Defence, civil society
organisations, local community - based organizations, and Self-Help Groups will be encouraged.
The overall responsibility to give impetus to leadership and motivation will rest with local
authorities, PRIs and ULBs under the overall guidance of State and District authori ties.
Community training programmes should be socially inclusive, and they should place special
emphasis on building the capacities of women, children, elderly, SC/ST and PWD.

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10.5 Disaster Resource Networks –State and District

India Disaster Resource Network (IDRN) is a portal providing nation -wide inventory of DM-
related resources covering almost all the basic needs. It is a web-based platform, for managing
the inventory of equipment, skilled human resources and critical supplies for emergency
response. Primary focus of IDRN portal is to enable the decision makers to find answers on
availability of equipment and human resources required to combat any emergency. At the state
-level, as encouraged by Government of India, the state shall establish its own State Disaster
Resource Network (SDRN) portal on the pattern of IDRN. The resource network shall cover
state-level and district level agencies involved in disaster risk management.

10.6 Capacity Development Themes

The capacity development is applicable to all aspects of disaster management. The State
Government/Departments and agencies will take actions for capacity development of different
stakeholders. It must be noted that the division of responsibilities for the state level
stakeholders are described in greater detail in the responsibility framework given in separate
chapters. The capacity development themes for DRR and related responsibilities are
summarised in Table 10-1. The specifics corresponding to each Sub-Thematic Area are
mentioned in the chapters shown in the last column of the table.

Table 10-1: Capacity Development for DRR Themes - Centre and State
Chapter (s) where
Sr. No. Thematic Area Sub-Thematic Area Responsibilities are
described
 Adopting the best global technologies
Deploying advanced  Identifying technology needs based on hazard
1. technology and risk and vulnerability and experiences 3, 4, 5, 7, 8, 9
equipment  Procurements of best and most appropriate
equipment
 Maintaining the resource network
 Monitoring and maintaining the resource data
 Regular updating the resource data
 Developing fail-safe communications with
advance technology
 National and state level disaster informa tion
Disaster
2. system
Information 3, 4, 5, 7, 8, 9
 Improve data flows across Central Ministries/
System
Dept./ States and other authorised users
 Integration of HRVCA data with disaster
information systems
 Ensuring reliable and credible database on
disaster losses (direct and indirect) and post-
disaster reconstruction
 Mainstream and integrate DRR and strengthen
institutional mechanisms for DRR
Disaster Risk  Promote participatory approaches,
3. 12
Governance partnerships and networks
 Promote quality standards, certifications, and
incentives

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 Promote, encourage and facilitate appropriate

risk transfer instruments by collaborating with
insurance companies and financial Ins titutions
 Design and implement social safety-net
mechanisms, including community-based
systems
Disaster Risk  Disaster resilience of health care systems by
4. 3, 4, 5, 7, 8, 9
Management integrating disaster risk management into
primary, secondary and tertiary health care
 Business resilience, and protection of
livelihoods and productive assets throughout
the supply chains, ensure continuity of services
and integrate disaster risk management into
business models and practices
 Trainings in DRR at different levels of local
governance
DM and DRR
 Improve awareness and preparedness of
5. capacities at local 3, 4, 5, 7, 8, 9
stakeholders at all levels
levels
 Preparing DM plans, regular upda ting, and
mock drills
 Incorporate subjects of relevance to DRR in
curriculum
 Introduced specialized programs, degrees,
DRR– in education, courses and diplomas
research and  Promote relevant research projects, programs
6. 3, 4, 5, 7, 8, 9
professional within institutes and through research grants
disciplines  Technical and professional programs relevant
to various specialized aspects of DRR
 Develop ToTs
 Research in diverse areas of DRR
 Deploy the state of art methods and
technologies
 Up-grade technical infrastructure and systems
7. Early Warning  Improve EW dissemination and ensure the last 7
mile connectivity to the most remote parts
 Improve the alerts system to make it more
relevant to different regions and sections
 Enhance emergency response capabilities
 Strengthen EOCs, improve infrastructure,
upgrade equipment, adopt best available
technologies
 Improve capabilities based on experience after
Emergency
each disaster event
Operation
8.  Deploy best of ICT 7, 8
Centres -
 Conduct capacity audits of EOCs
Strengthening
 Set up State and District level EOCs with
adequately trained manpower
 Regular reviews and improvement of SOPs,
protocols, etc.
 Mobile control rooms
Global  Recognise and address climate change risks in
9. Anthropogenic DRR 3, 7
Climate Change Risks  Strengthen adaptations to GACC
 Incorporating DRR into development plans and
10. Mainstreaming DRR 5
programs

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 Incorporating PM’s Ten Point Agenda for DRR

into development plans
 Making DRR as an inherent part of all ministry,
department, state development plans
 Extending convergence to the domain of DRR
 Institutional arrangements, policies, legal
support, and regulatory framework
 Revision of building codes and standards for
rehabilitation reconstruction practices both for
Non-Structural
11. urban and rural areas 3, 4, 5, 7, 8, 9
Measures for DRR
 Norms and incentives for retrofitting
 Reinforce systems to implement, monitor, and
enforce regulations for DRR to promote
disaster-resistant built environment
 Understanding post 2015 global frameworks
and their implementation for DRR
Post-2015 Global  Understanding Sendai Framework and its
Frameworks – integration into the implementation of DMP at
coherence and different levels
12. 3
mutual  Understanding DRR aspects of SDG and its
reinforcement across implementation for DRR
DRR themes  Understanding COP21 (Paris Agreement on
Climate Change) and the integration of climate-
related concerns into various DMPs
 Institutional reforms, modernization, and
changes in legal framework
 Strengthening of Fire and Emergency Services
 Strengthening of the Fire and Emergenc y
Service through revamping, institutional
reforms, and modernization
 Comprehensive revamping of Fire and
Emergency Services with institutional reforms
and modernization
Preparedness  Adoption and adaptation of emerging global
13. 8
and Response good practices
 Rigorous training and HRD of first responders
 Table-top exercises, simulations, and mock
drills to improve operational readiness of the
plans
 Rescue equipment at all levels
 Systems to provide basic services in
emergencies
 Preparedness and response plans at all levels
 Community-based DRR and DM
 Post-Disaster Needs Assessment (PDNA)
systems and expertise
 Credible damage assessment mechanisms and
expertise
Recovery and  Planning capabilities to ensuring coherence of
14. 9
Build Back Better BBB with overall development efforts and goals
 Studies and research for incorporating
resilience into BBB models
 Studies on past disasters and recovery to draw
useful lessons

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 Training and skill development for masons and

other artisans
 Promoting community-based DM considering
specific needs, regional diversi ties and multi-
hazard vulnerabilities
Skill Development  Training on CBDR and preparedness at local
15. for Disaster levels 3, 4, 5, 7, 8, 9
Resilience  Address gender issues, and special needs of
children, disabled,
 aged, etc. holistically in the DM context
 Promote private sector and civil society
involvement
 Promote PPPs
Gender-based vulnerabilities
Scheduled Castes and Scheduled Tribes
Social Inclusion
16. Elderly 4,7
in DRR
Children
Persons with Disabilities
 Observation Networks,
 Information Systems,
 Research
 Forecasting
17. Understanding Risk 7
 Zoning/ Mapping
 Monitoring
 Hazard Risk Vulnerability and Capacity
Assessment (HVCA)

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Chapter-11
Financial Arrangements

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11 Financial Arrangements

11.1 Background
XV Finance Commission has recommended the creation of funds for disaster mitigation along with
disaster response, which will now together be called National Disaster Risk Management Fund
(NDRMF) and State Disaster Risk Management Funds (SDRMF). 12
In order to set up recovery, reconstruction, preparedness and capacity building facility to address
activities of immediate nature within SDRF/ NDRF have been subdivided into funding window by the
15th Finance Commission. The SDRF would receive 80 per cent of the total SDRMF, while SDMF would
get 20 per cent of the allocation. Within the SDRF allocation, there would be three sub-allocations.
While the funding windows of SDRF and SDMF are not inter-changeable, there could be flexibility for
re-allocation within the three sub-windows of SDRF for that financial year. Distribution of total SDRF
allocation among sub-window is given as under:
(I) Forty percent (40%) of the annual allocation of SDRMF i.e. equal to 50% of SDRF allocation for the
year is kept for Response and Relief activities. These activities would be administrated as per GOI
approved items & norms.
(ii) Thirty percent (30 %) of the annual allocation of SDRMF i.e. equal to 37.50% of SDRF allocation for
the year is kept for Recovery and Reconstruction activities. These activities would be administrated as
per GOI approved items & norms.
(iii) Ten per cent (10%) of the annual allocation of SDRMF i.e. equal to 12.50% of SDRF allocation for
the year is kept for Preparedness and Capacity-building activities. These activities would be
administrated as per GOI approved items & norms.

State Disaster Response Fund

The State Disaster Response Fund (SDRF), constituted under Section 48 (1) (a) of the Disaster
Management Act, 2005, is the primary fund available with State Governments for responses to notified
disasters. The Central Government contributes 75% of SDRF allocation for general category State. The
annual Central contribution is released in two equal instalments as per the recommendation of the
Finance Commission. SDRF shall be used only for meeting the expenditure for providing immediate relief
to the victims.

Disaster (s) covered under SDRF: Cyclone, drought, earthquake, fire, flood, tsunami, hailstorm, landslide,
avalanche, cloudburst, pest attack, frost and cold waves.

Local Disaster: A State Government may use up to 10 percent of the funds available under the SDRF for
providing immediate relief to the victims of natural disasters that they consider to be ‘disasters’ within
the local context in the State and which are not included in the notified list of disasters of the Ministry of
Home Affairs subject to the condition that the State Government has listed the State specific natural

12 Disaster Management Division, Ministry of Home Affairs, Government of India

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disasters and notified clear and transparent norms and guidelines for such disasters with the approval of
the State Authority, i.e., the State Executive Authority (SEC).
The State Disaster Response Fund shall be used only for mee ting the expenditure for providing
immediate relief to the victims of cyclone, drought, earthquake, fire, flood, tsunami, hailstorm,
landslide, avalanche, cloud burst, pest attack, frost and cold wave. While the State can draw from State
Disaster Response Fund for the emergency response and relief, there are provisions to adjust a portion
of the expense against funds released from National Disaster Response Fund between the fiscal year in
which National Disaster Response Fund is released and the expenses incurred by State in the previous
fiscal year under State Disaster Response Fund. In case the same State faces another severe disaster
during the same year, no reduction will be made while releasing assistance from the National Disaster
Response Fund. The State-specific disasters within the local context in the State, which are not
included in the notified list of disasters eligible for assistance from State Disaster Response Fund and
National Disaster Response Fund, can be met from State Disaster Response Fund within the limit of
10 per cent of the annual funds allocation of the State Disaster Response Fund. The two funds have
provisions for the following:
 Gratuitous Relief
 Search and Rescue operations, as per actual cost incurred
 Relief measures
 Air dropping of essential supplies
 Emergency supply of drinking water
 Clearance of affected area, including management of debris
 Agriculture, Animal husbandry, fishery, Handicraft, artisans
 Repair/ Restoration (of immediate nature) of damaged Infrastructure
 Capacity development
The default period of assistance is as per norms prescribed. However, based on assessment of the
ground situation, the SEC may extend it beyond the prescribed time limit subject to the condition that
expenditure on this account should not exceed 25 per cent of State Disaster Response Fund alloca tion
for the year. The SEC will organize contributions from the relevant State Government, administer the
State Disaster Response Fund and invest the accretions to the State Disaster Response Fund in
accordance with the norms approved by GOI from time to time. State must meet the capacity
development expenses from the State Disaster Response Fund and not National Disaster Response
Fund, subject to a limit of 10 per cent of the State Disaster Response Fund.

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11.3.1 Capacity Development covers the following:

 Setting up/strengthening of Emergency Operation Centres (EOCs) in the State
 Training/Capacity Building of stakeholders and functionaries in the State
 Supporting disaster management centres in the State
 Preparation of Disaster Management Plans based on Hazards, Risks, and Vulnerability Analysis
 Strengthening of SDMA and DDMA
In most cases, the SEC and, if necessary, a central team will carry out need assessment. The State
Government shall take utmost care and ensure that all individual beneficiary -oriented assistance is
disbursed through the beneficiary’s bank account. The scale of relief assistance agai nst each item for all
disasters including ‘local disaster’ should not exceed the norms of State Disaster Response Fund/
National Disaster Response Fund. Any amount spent by the State for such disasters over and above the
ceiling would be borne out of the resources of the State Government and not from State Disaster
Response Fund.

For disasters needing central support over and above the State Disaster Response Fund, the MHA
processes the request of the State Government for support from the Government of Ind ia. The Ministry
of Finance will make the budgetary provisions for the relief funds required for strengthening response
mechanisms, disaster management institutions, capacity development of stakeholders, and DRR. The
effective implementation of these statutory provisions would place Goa on a firm footing for effectively
managing disasters and minimising their negative socio -economic consequences. Another important
aspect of disaster management is financial resilience. This requires a systematic approach, combining
an optimum mix of ex ante and ex post financing mechanisms based inter alia on the country’s current
economic status.

State Disaster Mitigation Fund (SDMF)

In view of the provision of the Disaster Management Act, 2005, and the recommendations of X V Finance
Commission, Government of India framed Guidelines for administration of State Disaster Mitigation
Fund-SDMF at the State level and issued the same on 14th January 2022. In the light of the said
guidelines, Government of Goa took the necessary steps to set up the SDMF in the State on 09.09.2022.
In order to implement the measures aimed at reducing the risk, impact or ill effects of a disaster or
threatening disaster situation, the State Government shall utilize the State Disaster Mitigation Fund-
SDMF established as per the Section 48 (1) of the Disaster Management Act, 2005. It will help the State
in carrying out mitigation activities for reducing the impact of disasters.

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Scope of State Disaster Mitigation Fund (SDMF)

SDMF will fund mitigation projects at the State level. It will support and fund the following types of
projects:
i) All projects relating to mitigation measures: (a) for the notified disasters by the Government of India
namely cyclone, drought, earthquake, fire, flood, tsunami, hailstorm, landslide, avalanche, cloud burst,
pest attack and frost & cold wave; and (b) for the 'disasters' notified by the State Government within
the local context in the State, which are to be completed within the geographical jurisdiction of the
State, will be funded from the SDMF.
ii) The State Government may use up to 10% fund of the annual allocation of the SDMF for the purpose
of mitigation projects in respect of disasters that they consider to be 'disasters' within the local context
in the State as notified under SDRF guidelines.
iii) Projects which are of State-level significance, protecting assets, eco-systems and settlements within
the State.
iv) Projects which promote practices to reduce disaster risks and its impacts.
v) Projects which build community resilience through information and knowledge.
vi) Projects which focus on creating safe conditions of living for people from weaker socio -economic
categories, people with disabilities, and women.
vii) Regional projects which are initiated from the National Disaster Mitigation Fund (NDMF).
viii) Research and studies related to disaster mitigation through the small grants window.
ix) In case of flood mitigation projects, States should undertake the following non -structural measures:
a) Adopting Integrated Flood Management approach by considering river basin as a hydrological unit. b)
Real Time Hydro-meteorological Data Acquisition Network coupled with Decision Support System for
integrated or standalone operation of reservoir(s), as the case may be. c) Delineation and demarcation
of flood plain zones on certain notified stretch (es) of river(s) within the State and regulation of various
activities permissible therein.

Limitation of State Disaster Mitigation Fund (SDMF)

i) At least 10% of the SDMF each year should be earmarked for the non-structural measures.
(Components of non-structural measures in projects consisting of both the kinds of measures may be
counted towards this limit).
ii) In a year, not more than 50% of SDMF may be utilized for measures/projects to mitigate risks from a
single hazard. However, this stipulation may be relaxed by the Ministry of Home Affairs on the
recommendations of Sub Committee of National Executive Committee (SC-NEC), based on the written
request of the State with proper justification.

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iii) In a year up to 5% of the SDMF, funds may be earmarked for small grants window to support small
proposals related to innovation, technology, community leadership, research, studies and learning. The
NDMA and the SDMA will devise a mechanism to fund projects from this window.
iv) Funds available under SDMF shall not be used for general environmental improvement or landscape
beautification and for funding the existing Government programmes/ongoing schemes etc.
v) Mitigation Fund should generally not be used for maintenance and upkeep of any structure or
engineering measure aimed at mitigation. This fund should be used for developing and implementing
new projects. The mitigation measures that have been implemented, should be maintained through
other sources of funding.
vi) Resources under Mitigation Fund cannot be used towards the establishment expenditure such as
salaries, office expenditure etc. to be incurred by the Disaster Management Authorities or other entities,
except for payment of remuneration to technical staff included in the projects costs. Such payments will
be as per the GFR-2017 and extant Government of India guidelines.

Administrative Mechanism to be followed for processing of

proposals under State Disaster Mitigation Fund
(i) The SDMA will constitute an Appraisal Committee to be headed by a Member of SDMA with members
from line Departments of the State Government and State entities for appraisal of the proposals/
projects under SDMF.
(ii) The Departments/ Agencies of the State Government/ DDMA, who wish to take up projects from
SDMF, will submit the project proposals to the State Government Department dealing with the Disaster
Management, which in turn will refer the project proposal to the Committee headed by the Member,
SDMA for appraisal.
(iii) The recommendations of the Appraisal Committee of SDMA shall be placed before the SEC for
consideration/ sanction.

State Executive Committee (SEC)

i) SEC, constituted by the State Government as per provision of section 20 of the DM Act, 2005, will
decide on matters connected with the administration of SDMF including obtaining contributions from
the Central Government, investing the accretions to the SDMF in accordance with the prescribed norms
and approving the mitigation project from SDMF.
ii) SEC shall ensure that the money drawn from SDMF is actually utilized for the purpose for which the
SDMF has been set up.
11.4 The Goa State Disaster Management Rules 2007:
Provision of Disaster Management Fund in the Annual State Budget:
11.4.1 Constitution of Fund. - (1) The State Government, shall after due appropriation made by the
Legislature of the State by law in this behalf, make in its annual budget a provision relating to fund under

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the following Heads and contribute such some of money as it thinks fit for the purpose of carrying out
the activities and programmes set in the Disaster Management Plan by the various Authorities under
the Act. The funds shall be established under the following Heads, namely: -
(i) the State Disaster Response Fund;
(ii) the District Disaster Response Fund;
(iii) the State Disaster Mitigation Fund;
(iv) the District Disaster Mitigation Fund.
The State Executive Committee, the State Authority and District Authority, as the case may be, may
spend such as they think fit for performing their functions under the Act and all such sums shall be
treated as expenditure payable out of respective fund Head. The authority thereof shall maintain all the
expenditure in form as specified by the Government.

11.4.2 Form of Annual Report. - The State Authority shall during each financial year prepare annual
report in respect of the year last ended giving a true and full account of its activities during the previous
financial year furnishing particulars as specified in “Form A” (Annexure-V), appended to the rules. The
annual report shall be forwarded to the Government within three months from the end of the previous
financial year and the Government shall cause every such report to be laid before the State Legislature.
11.5.1 Financing Prevention, Mitigation, and Preparedness
The provisions relating to funding of prevention, mitigation, and preparedness, as per DM Act 2005
are listed below:
i. Section 18 (2) (f) provides that SDMAs may recommend provision of funds for mitigation and
preparedness measures;
ii. Section 38 (2) (d) provides that the State Government may allocate funds for measures for prevention
of disaster, mitigation, capacity -building and preparedness by the departments of the Government of
the State in accordance with the provisions of the State Plan and the District Plans;
iii. Section 39 (c) provides that the departments of the State Government shall allocate funds for
prevention of disaster, mitigation, capacity- building and preparedness.

11.6.2 Allocation by Ministries and Departments

Section 49 (1) states that: very Ministry or Department of the Government of India shall make provisions,
in its annual budget, for funds for the purposes of carrying out the activities and programmes set out in
its disaster management plan.
The provisions of sub-section (1) shall, mutatis mutandis, apply to departments of the Government of
the State.

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11.6.3 Provisions in the Act for Disaster Risk Reduction

Some of the statutory provisions incorporated in the Disaster Management Act, 2005 for
mainstreaming DRR and financing thereof are reproduced below.
i. Section 18 (2) (g) provides that the SDMA may review the development plans of the different
departments of the State and ensure that prevention and mitigation measures are integrated
therein;
ii. Section 22 (2)(b) provides that the SEC may examine the vulnerability of different parts of the
State to different forms of disasters and specify measures to be taken for their prevention or
mitigation;
iii. Section 23 (4) (b) provides that the State Plan shall include measures to be adopted for
prevention and mitigation of disasters;
iv. Section 23 (4) (c) provides that the State Plan shall include the manner in which the mitigation
measures shall be integrated with the development plans and projects;
v. Section 23 (4) (d) provides that the State Plan shall include, capacity-building and preparedness
measures to be taken;
vi. Section 30 (2) (iv) provides that the guidelines for prevention of disasters, mitigation of its
effects, preparedness and response measures as laid down by the National Authority and the
State Authority are followed by all departments of the Government at the district level and the
local authorities in the district;
vii. Section 30 (2) (xiii) provides that the District Authority may facilitate community training and
awareness programmes for prevention of disaster or mitigation with the support of local
authorities, governmental and non-governmental organisations;
viii. Section 30 (2) (xiv) provides that the District Authority may set up, maintain, review and upgrade
the mechanism for early warnings and dissemination of proper information to public;
ix. Section 31 (3) (b) provides that the District Plan shall include the measures to be taken, for
prevention and mitigation of disaster, by the Departments of the Government at the district
level and local authorities in the district;
x. Section 32 (a) provides that every office at the district level shall prepare a Plan se tting out:
• provisions for prevention and mitigation measures as provided for in the District Plan
and as is assigned to the department or relevant agency;
• provisions for taking measures relating to capacity-building and preparedness as laid
down in the District Plan;
• the response plans and procedures, in the event of, any threatening disaster situation
or disaster;

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xi. Section 38 (2) (e) provides that the State Government may ensure integration of measures for
prevention of disaster or mitigation by the departments of the Government of the State in their
development plans and projects;
xii. Section 38 (2) (f) provides that the State Government may integrate in the State development
plan, measures to reduce or mitigate the vulnerability of different parts of the State to different
disasters;
xiii. Section 39 (b) provides that the departments of State Government may integrate into its
development plans and projects, the measures for prevention of disaster and mitigation;

11.7 Implementation of DRR – Financial Aspects

11.7.1 Public Funded Schemes

The primary mechanism for funding DRR related schemes and projects in Ind ia are through Public
Funded Schemes at Central and State level. Various nodal Ministries play a key role in disaster
management as far as specific disasters are concerned. These nodal Ministries as well as other Ministries
and Departments have dedicated schemes, aimed at disaster prevention, mitigation, capacity building,
etc. within their particular domain. Existing examples include the scheme of MHA for Strengthening of
Fire and Emergency Services, Financial assistance to ATIs and other Training institutions for disaster
management, Integrated Coastal Zone Management programme of MOEFCC, and flood management
and flood forecasting programmes of MOJS. The DOS has a Disaster Management Support Programme
and MOES has a project on Tsunami and Storm Surge Warni ng System. NDMA is implementing an
important World Bank funded project for cyclone risk mi tigation. The National Cyclone Risk Mitigation
Project encompasses cyclone forecasting tracking and warning systems, capacity building and structural
measures.

Apart from this, many of the schemes, which are implemented by various ministries/ departments, have
embedded DRR components, as for example, those implemented by the MOEFCC. There are many other
programmes that improve societal resilience, which is a critical component of DRR, such as the National
Rural Health Mission, Mahatma Gandhi Employment Guarantee Scheme, and the Urban Development’s
Urban Renewal Mission.

Outlay for reconstruction activities are normally embedded in the schemes of the Union Government to
ensure that “Building Back Better” is in consonance with the approved programs. Post disaster
reconstruction work is funded by the Union Government through increased outlay for the on -going
infrastructure projects in the region and providing more untied grant to the affected State. The

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Centre/State may also utilize funds from international agencies for specific intervention in a particular
region in the form of an externally aided project.

11.7.2 Flexi Funds as a part of Centrally Sponsored Schemes

As per Department of Expenditure, Ministry of Finance, the NITI Aayog has issued instructions for
rationalization of Centrally Sponsored Schemes (CSS), vide OM No. O—11013/02/2015-CSS & CMC
dated August 17, 2016. As per para 6 of the said OM, flexi-funds available in each CSS has been revised
to 25% for States, and 30% for UTs, of the overall annual allocation under each scheme. The flexi –fund
component within the CSS can be used to achieve the following objectives:
a) To provide flexibility to States to meet local needs and requirements within the overall objective of
any given Scheme at the sub-head level
b) To pilot innovation to improve efficiency within the overall objective of any given Scheme at the sub-
head level
c) To undertake mitigation/ restoration activities in case of natural calamities, or to satisfy local
requirements in areas affected by internal security disturbances. The utilisation of flexi-funds for
mitigation/restoration activities in the event of natural calamity must be in accordance with the broad
objectives of the CSS. It is possible to combine flexi-fund component across schemes within the same
sector but the flexi-funds of a CSS in a particular sector however, shall not be diverted to fund
activities/schemes in another sector. The flexi -funds constitute a source of funding for mitigation
activities within overall objectives of the particular CSS(s) under which they are allocated and this would
still leave a gap in terms of funding purely mitigation related projects especially those addressing
crosscutting themes that cover multiple sectors. The latter would be covered by setting up of National
Disaster Mitigation Fund and State Disaster Mitigation Funds.

11.7.3 Externally Aided Projects

Besides the funds which are available through public funded schemes, efforts have also been made by
the centre to mobilize the resources from external funding agencies for vulnerabilities assessment,
capacity development, institutional strengthening of response mechanism and mitigation measures etc.
For reconstruction and rehabilitation measures in the aftermath of major disasters, the State
Government would seek the continuous support from Central Government.

11.8 Risk Transfer and Insurance

As of now Government of India is acting as a self-insurer for the purpose of maintaining relief funds
(National Disaster Response Fund and State Disaster Response Fund). The funds are monitored by MHA

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in consultation with Ministry of Finance. The amount committed for State Disaster Response Fund is
invested by the Union in government securities. MHA has issued guidelines in consultation with Ministry
of Finance for the maintenance and encashment of the securities as and when required. However, need
for projects or risk transfer instruments by private agencies, is also acknowledged by the Government.
The corresponding policy changes and fund requirement is to be deliberated in detail in consultation
with the IRDA, insurance sector and other stakeholders.

Goa Disaster Management Fund Scheme:

Minimum Standards of Relief-Ex Gratia assistance

The Ex-Gratia Assistance on account of loss of or damage to houses and restoration of means of
livelihood to the disaster victims shall be provided as per the Items and Norms of Assistance from
SDRF/NDRF issued by Ministry of Home Affairs, Government of India and Goa Disaster Management
Fund Scheme (GDMFS) spearheaded by Revenue Department Government of Goa. Also, whichever is
higher among the two, shall be considered as Minimum Standards of Relief as applicable. Furthermore,
whenever the Items and Norms of Assistance from SDRF/NDRF and GDFMS are revised, the Ex gratia
Assistance shall be provided as per the revised notification.

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Chapter-12
Strengthening Disaster Risk
Governance

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12 Strengthening Disaster Risk Governance

12.1 Background
Strengthening disaster risk governance is considered a cornerstone of the efforts to understand, reduce
and manage risks in global practices (UNDP 2015). Governance encompasses the exercise of poli tical,
economic and administrative authority in the management of a country’s affairs at various levels. It
comprises mechanisms, process and institutions through which groups articulate their interest, exercise
their legal rights, meet their obligations and mediate their differences. Governance transcends
government. It goes beyond governmental systems and powers by encouraging pro –active citizen
engagement. Risk governance encompasses the full range of risks recognized by human socie ties,
including health and medical, safety and security, and environmental risks, such as hazards and disasters.

The concept of governance has its origins partly in the recogni tion that many functions carried out by
public entities are now provided by several governmental as well as private -sector or civil society
entities. Such systems rely on the development and diffusion of various types of norms such as state
regulation, self-regulation and market mechanisms (Tierney 2012). It may also rely on other processes
such as negotiation, participation, and engagement, which facilitate collective decision making and
action. Disaster governance is nested within and influenced by overarching societal governance systems
and various aspects such as state-civil society relationships, economic organization, and societal
transitions have implications for disaster governance. Governance arrangements and stakeholder
participation could vary across different disaster phases, adding to the complexity of governance
challenges. Risk-spreading mechanisms, including insurance and reinsurance, are integral part of
disaster governance.

UNDP describes disaster risk governance as:

"The way in which public authorities, civil servants, media, private sector, and civil society at
community, national and regional levels cooperate in order to manage and reduce disaster and
climate related risks. This means ensuring that sufficient levels of capacity and resources are made
available to prevent, prepare for, manage and recover from disasters. It also entails mechanisms,
institutions and processes for citizens to articulate their interests, exercise their legal rights and
obligations, and mediate their differences." (UNDP 2013)

UNISDR defines it as:

“The system of institutions, mechanisms, policy and legal frameworks and other arrangements to
guide, coordinate and oversee disaster risk reduction and related areas of policy.” (UNISDR 2016)

The concept has evolved considerably, and the current thinking acknowledges that one cannot separate
governance of disaster risk from the governance of other types of risks, including those associated with
global climate change, environmental degradation, financial crises, and conflict situations (UNDP 2015).
From the mid-2000’s onwards, governance was commonly accepted as the crux of DRR, with
comprehensive efforts underway to increase the DRR capacity of national and local institutions; to
strengthen policy, legal and planning frameworks; to develop human and financial capaci ties; and to
promote multi-stakeholder and multi-disciplinary approaches. Effectiveness of disaster governance can
be judged from stakeholder participation, collaboration, accountability and transparency. There is now
greater emphasis on accountability, transparency, responsiveness to the needs of those most at risk,

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and ensuring the rule of law/compliance with adequate legal provisions. These are of crucial importance
in fostering development and promoting risk reduction.

The capacity of relevant individual actors and organisations comes into play when DRR policies – at
various levels from the top to bottom – are implemented. Participation, rule of law, transparency,
responsiveness, consensus orientation, equity, effectiveness, efficiency, accountability and strategic
vision are key factors when implementing a governance structure aimed at sustainable development
and disaster risk reduction (UNDP 2004).

12.2 Sendai Framework and Strengthening Disaster Risk Governance

The Sendai Framework emphasises the importance of governance at different levels for an effective and
efficient management of disaster risk. Effective risk governance requires clear vision, plans, competence,
guidance, and coordination within and across sectors, as well as participation of relevant stakeholders,
as discussed earlier. Strengthening disaster risk governance is necessary to fos ter collaboration and
partnerships for the implementation of disaster risk reduction and sustainable development. The Sendai
Framework lays emphasis on the following to strengthen disaster risk governance:

(a) Mainstream and integrate disaster risk reduction within and across all sectors and promote the
coherence and development of relevant laws, regulations, and public policies. It must guide both
the public and private sectors through the legal framework that clearly spells out the roles and
responsibilities. It must address disaster risk in publicly owned, managed, or regulated services
and infrastructures. It must encourage actions by persons, households, communities, and
businesses. It has to enhance relevant mechanisms and initiatives for disaster risk transparency.
It must put in place coordination and organizational structures.
(b) Adopt and implement disaster risk reduction strategies and plans, across different levels (local to
national) and timescales, aimed at preventing the creation of risk, the reducti on of existing risk
and the strengthening resilience – economic, social, health and environmental.
(c) Carry out assessment of the technical, financial and administrative disaster risk management
capacity to deal with the identified risks at different levels
(d) Promote necessary mechanisms and incentives to ensure high levels of compliance with the
safety-enhancing provisions of sectoral laws and regulations, including those addressing land use,
urban planning, building codes 13 , environment, resource management, health and safety
standards, and update them, where needed, for better disaster risk management
(e) Develop and strengthen mechanisms to periodically review and assess the progress on various
DM plans as well as encourage institutional debates, including by parl iamentarians and relevant
officials, on DRR plans.
(f) Assign clear roles and tasks to community representatives within disaster risk management
institutions and processes and decision-making through relevant legal frameworks, and
undertake comprehensive public and community consultations during the development of such
laws and regulations to support their implementation.
(g) Establish and strengthen government coordination forums composed of relevant stakeholders at
the national and local levels, such as national and local platforms for disaster risk reduction.
(h) Empower local authorities, as appropriate, through regulatory and financial mechanism to work
and coordinate with civil society, communities and indigenous people and migrant in disaster risk
management at the local level.
(i) Work with parliamentarians for disaster risk reduction by developing or amending relevant
legislation and setting budget allocations.

13 Building Codes: This implies the latest/updated Indian Standards

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(j) Promote the development of quality standards, such as certifications and awards for disaster risk
management, with the participation of the private sector, civil society, professional associations,
scientific organizations and the United Nations.
(k) Formulate relevant public policies and laws aimed at addressing issues of prevention or relocation,
where possible, of human settlements in disaster risk-prone zones.

12.3 Responsibility Framework for Strengthening Disaster Risk Governance

Based on these considerations, and the increased emphasis globally on strengthening disaster risk
governance to reduce disaster risk and to build resilience, the major tasks, agencies of the central and
state government are presented in a responsibility framework. India currently has in place many
institutions dedicated to disaster reduction, response, and for disaster risk governance at the centre and
within the states at various levels from local to the state. However, there is wide variation in the
functioning, structure, and capabilities. To strengthen disaster governance, a DM Cell will be established
in each Central Ministry and a nodal officer, not below the rank of Joint Secretary will be appointed.

The NDMP seeks to strengthen the entire system of disaster risk governance in the country using the
framework presented here. As discussed in chapter-1, the NDMP envisages the implementation of
various measures across the country over the short (T1), medium (T2), and long-term (T3), ending by
2022, 2027, 2030 respectively. Many of these are highly ambitious given the extremely uneven level of
institutional arrangements across various states and districts in the country. Based on the current status
of implementation of the DM Plans, each central Ministry, Department, and the State Government will
restructure the respective DM Plans into these time frames for implementation while preparing plans
or revising existing ones.

The generalized responsibility framework given in this section summarizes the themes for strengthening
DR governance and specifies agencies at the centre and state with their respective roles. The
responsibility framework has six thematic areas in which central and state governments must take
actions to strengthen disaster risk governance:

1. Mainstream and integrate DRR and Institutional Strengthening

2. Capacity Development, Empower Local Authorities and Strengthen Coordination Mechanism
3. Promote Participatory Approaches, Partnerships and Networks
4. Work with Elected Representatives
5. Grievance Redress Mechanism
6. Promote Quality Standards, Certifications, and Awards

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Major Themes Strengthening Disaster Risk Governance

State Agencies and their Responsibilities
1.  Mainstream and SDMA/RD, DDMA, Short Term (T1)
integrate disaster risk PRIs, ULBs, all • Empower local authorities
reduction within and departments • Carry out assessment of the technical,
across all sectors involved in financial and administrative capacity for
Disaster disaster risk management at all levels
 Institutional management within the state
Strengthening
Medium Term (T2)
• Improve work culture
• Promote the coherence and
development of relevant laws,
regulations, and public policies
• Adopt and implement disaster risk
reduction strategies and plans, across
different levels and timescale
• Make institutions efficient and
responsive
• Develop mechanisms, and processes to
ensure transparency and accountability
• Enhance relevant mechanisms and
initiatives for transparency
• Strengthen/ establish coordination and
convergence mechanisms at state,
district, and local levels

Long Term (T3)

Promote necessary mechanisms and
incentives to ensure high levels of
compliance with the safety enhancing
provisions
2.  Capacity SDMA/RD, DDMA, Recurring
Development PRIs, ULBs, Dept. Implementation in state ministries,
(Env. & CC), All departments, and agencies
 Empower local Departments
authorities involved in Short Term (T1)
Disaster Develop capabilities at state, district,
Management block, and local levels to understand
 Strengthen disaster risk, develop DM plans,
coordination implement relevant policies, laws, and
mechanisms ensure compliance with risk reduction
safety standards
Medium Term (T2)
• Involve communities, PRIs,
municipalities, urban local bodies, etc.,
elected
representatives, civil society
organizations, private sector, and
educational institutions

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• Develop necessary capacity to

understand and effectively enforce
regulatory norms and standards for DRR
• Sensitise all state departments and
agencies about the importance of social
inclusion in DRR
• Create awareness of the role of
ecosystems and appropriate land-use in
DRR

Long Term (T3)

• Assess existing DRR capacities (all types)
at various levels and implement capacity
development programmes to address the
requirements
• Assess current capacities at the State
and local levels to address the challenges
posed by climate change and implement
programmes to develop the required
capacities
• Integrating environmental and
appropriate land-use management in all
DRR plans
3. Promote Participatory SDMA/RD, DDMA, Recurring
Approaches, Partnerships PRIs, ULBs, All Promote for participation of
and Networks departments communities, individuals, households,
involved in and businesses in all aspects of disaster
Disaster management
management,
especially DRD and Short Term (T1)
UDD Implement participatory approaches in
disaster management based on a multi-
hazard approach, with emphasis on
hazards more frequent in the region/
location
Long Term (T3)
Establish and strengthen government
coordination forums composed of
relevant stakeholders
4. Work with elected SDMA/RD, DDMA, Recurring
representatives PRIs, ULBs, All • Sensitize the political leadership
Departments • Involve the political leadership at state,
involved in disaster district, block, and local levels in
management, discussions on DRR
especially DRD and
UDD
5. Grievance Redress SDMA/RD, DDMA, Recurring
Mechanism (GRM) PRIs, ULBs, all  Ensuring the functioning of a sound
departments grievance redress mechanism in all
involved in disaster the ministries/ agencies involved in
response disaster response

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Short Term (T1)

 Review existing GRM applicable for
state and centre and within state
 Develop plans to strengthen GRM

Medium Term (T2)

 Implement plans for strengthening
GRM
6. Promote quality SDMA/RD, DDMA, Recurring
standards, such as PRIs, ULBs • Ensure implementation of standards
certifications and awards • Monitor compliance
for disaster risk
management Short Term (T1)
Formulate state-level regulations along
with wide public consultations

Medium Term (T2)

• Develop suitable by-laws specifically for
urban and rural areas
• Institute systems of certifications and
awards for DRR
• Develop enforcement mechanisms

Long Term (T3)

• Implement Techno-Legal regimes
• Establish institutional arrangements for
monitoring compliance
RD-Revenue Department: Since Revenue Department in the State is the nodal department for disa ster management, so
SDMA/RD can be synchronised accordingly

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Chapter-13
International Cooperation

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13 International Cooperation

13.1 Participation in International Efforts

Goa is committed in playing a pro-active role in the India’s International Disaster Risk Reduction
Initiatives. Goa SDMA has implemented the Sendai Framework for Disaster Risk Reduction Scheme and
is committed to achieve the priorities and the objectives through systematic and institutional efforts.
The priorities for action under SFDRR are exercised to achieve the results on 07 Global through the 10
deliverables set for the SFDRR Scheme by National Disaster Management Authority in the MoU with
the Government of Goa. With multi-dimensional initiatives and expertise, Goa remains committed to
playing a leading role in strengthening local and national cooperation efforts in mitigating and reducing
the effects from disasters. Goa SDMA was honoured with DRR Award in World Congress on Disaster
Management (WCDM) by The Hon'ble Union Minister of Tourism, Culture and Development of North
Eastern Region, Government of India held by Disaster Management Initiatives and Convergence Society
(DMICS) on 21st June 2022 at India International Centre (IIC), New Delhi. The Award is given by WCDM
for recognizing champions in DISASTER RISK REDUCTION (DRR) for rendering their selfless service and
bringing innovation in managing the natural and man-made disasters including pandemics and
biological disasters and in mitigating their impact on the society. Goa does cooperation in the field of
disaster management with neighbouring Coastal States. Goa has been working closely with many States
for the exchange of ideas and expertise in disaster management. The State successfully conducted the
safe and secure G 20 Summit 2023 related meetings in the State in an organised and peaceful manner.
As per the directions given by National Disaster Management Authority, New Delhi, Government of
India, Goa SDMA conducted Table Top Exercises and Mock Exercises on CBRN Emergencies at all G-20
Venues (Grand Hyatt and Taj Convention Centre/Cidade-de-Goa) on 10th and 15th April, 2023
respectively for a safe and secure G-20 events in Goa. The Table Top Exercise cum Mock Exercise
conducted at the above venues was attended by representatives from Goa State Disaster Management
Authority-SDMA, District Disaster Management Authority-DDMA North and South, Goa Police,
Directorate of Fire and Emergency Services-DFES, Directorate of Health Services-DHS, National Disaster
Response Force-NDRF (5th Bn. Pune), Department of Atomic Energy-DAE, Anti-Terrorist Squad-ATS and
Bomb Detection and Disposal Squad-BDDS, Emergency Response Teams-ERT of both Grand Hyatt and
Taj Convention Centre/Cidade-de-Goa.

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13.2 Accepting Foreign Assistance:

The State of Goa adheres to the policy matter on accepting foreign assistance by the Government
of India wherein the Central Government does not issue any appeal for foreign assistance in the wake
of a disaster. However, if the national government of another country voluntarily offers assistance as a
goodwill gesture in solidarity with the disaster victims, the decision on acceptance of all such offers vests
solely with the Central Government. The primary responsibility for reviewing such foreign offers of
assistance rests with the Ministry of External Affairs which will consult and coordinate with the Ministry
of Home Affairs.
All offers of assistance from foreign governments will be routed through the Ministry of External
Affairs. Offers of assistance in-kind, including technical assistance, emergency rescue teams,
reconstruction assistance, etc. will be evaluated on a case-by-case basis, in consultation with the
Ministry of Home Affairs, which will assess the requirements based on inputs from the concerned State
government.
In the case of contributions from NRIs, PIOs and foreign non-governmental bodies such as Foundations,
etc. such donations may be accepted by the State through the Chief Minister’s relief funds. All other
donations from foreign non-governmental entities to Indian non-governmental entities must be
compliant with extant regulations, including the Foreign Contribution (Regulation) Act 2010.

13.3 Accepting Multilateral Assistance:

In the case of an offer of assistance from UN Agencies, the State will rely upon the Government
of India to evaluate and consider all such offers on its merits. The State will coordinate with the
concerned UN agency only on the directions of the GOI to accept such offers. In accordance with the
applicable norms and protocols of the Government of India, the State will permit only those UN agencies
and international NGOs already operating in the country at the time of the disaster event to continue
render their humanitarian assistance to people in the affected area of the State.

13.4 Fostering Partnerships:

Goa is keen to share expertise and work with other countries in the areas of disaster management.
Goa is on the International map and can play a major role for capacity building initiatives of the country
in the Asia Pacific region and looks forward to building sustained regional and international partnerships
under the Sendai Framework. The State has hosted various prestigious domestic as well as international
events like G 20 Summit 2023 and other Business, Tourism, Sports and Entertainments related events.
The State Government is committed in fostering the partnerships with the domestic as well as
international agencies regarding sharing of knowledge and best practices for capacity building in the

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domain of disaster management. Goa has the potential to work with countries in the region and beyond
in building resilient nations and communities, against disasters. Goa acknowledges the benefit of
engaging with the international community in providing humanitarian assistance in the State in
emergencies.
Since Goa is one of the most famous tourist destination in the country as well with the inflow of
both Domestic and International tourists; so tourist safety equally becomes important to the State in
wake of disaster/crisis situations. The State Disaster Management Authority is committed to extend best
possible support to the International tourists in the times of disaster emergencies. The SDMA believes
in proactive approach to mitigate the negative impacts of an inevitable disaster situation. SDMA believes
in establishing an appropriate liaising processes with the Consulates of the International Countries to
assist their respective citizen (foreign tourist) visiting the State of Goa. Accordingly, SDMA has initiated
the conduct of introductory meetings the representatives of the Consulate Generals of the other
Countries and conducted one meeting with Foreign Service Officers from Consulate General of the
United States of America Mumbai, India on 13th Feb 2024. Goa SDMA assured the best possible support
to assist all foreign tourists including U.S. citizens as well during unforeseen difficulties in the State.

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Chapter-14
Maintaining, Monitoring and
Updating the Plan

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14 Maintaining, Monitoring and

Updating the Plan
15.1 Background
Regular maintenance is critical to ensure the relevance and effectiveness of the DM plans. Plan
maintenance is the dynamic process. The plan must be periodically updated to make it consistent with
the changes in Government policies, initiatives, and priorities as well as to incorporate technological
changes and global experiences. Evaluating the effectiveness of plans involves a combination of training
events, exercises, and real-world incidents to determine whether the goals, objectives, decisions,
actions, and timing outlined in the plan led to a successful response. In this way, the emergency
preparedness exercises become an integral part of the planning process. The DM planners must be
aware of lessons and practices from various parts of State as well as lessons from across the country.
The trainings, mock drills and exercises are crucial to evaluating the operational aspects of the plan,
rectify gaps, and improving the efficiency of the plan. The likelihoods of emergencies and actual
occurrences are also occasions for evaluating the plan, making innovations, and for updating the plan,
SOPs and guidelines. At times, operations experience setbacks due to outdated information, ineffective
procedures, incorrect role assignments, and outdated norms. Further, the priori ties for a jurisdiction
may change over time as the makeup of the included communities change, as resources expand or
contract, and as capabilities evolve.

15.2 Training and Drills:

At different levels, the nodal agency tasked with developing respective DM plan must disseminate it to
all other agencies associated with the plan execution having specific responsibilities (State Ministries/
Departments, District Administration, etc.). These key stakeholder agencies are required to train their
personnel, so that they have the knowledge, skills and abilities needed to perform the tasks identified
in the plan. Each agency shall assign nodal officers for DM and prepare adequate training schedule. Each
nodal agency for DM must hold, in accordance with a mandatory timetable, training workshops with
regular mock drills, at least twice a year. Such programs are crucial to ensure full preparedness and to
maintain operational readiness of the disaster response operation teams, institutional mechanisms, and
the equipment. Mock drills and trainings must be organized to test their readiness to deploy within the
shortest possible time following the activation of a disaster response. They shall be conducted in a
manner like that of the drills carried out by fire-fighting department or army units. These workshopsand
drills must be held at the pre-designated locations or base camps under the guidance of the designated
incident commanders and associated departmental heads. The objective of all these trainings and drills
would be to both familiarize the teams with the SDMP and to increase their operational efficiencies. The
trainings are crucial because they go beyond concepts and guidelines into inculcating in the individuals
the critical importance of working as a coherent team for emergency response with a clear chain of
command. The workshops and drills will also provide an opportunity to practice SOPs. These workshops
would also give the teams an opportunity to develop all the stakeholders into a cohesive response unit.

15.3 Testing the Plan and Learning to Improve

Evaluating the effectiveness of a plan involves a combination of training events, exercises and real- time
incidents to determine whether the goals, objectives, decisions, actions and timings outlined in the
plan led to a successful response. The purpose of exercises and drills is to promote preparedness by

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testing the plan with equal participation of all relevant stakeholders. The process of evaluation and
remedial actions will identify, illuminate, and correct problems with the SDMP. This process must
capture information from exercises, post -disaster critiques, self-assessments, audits, administrative
reviews, or lessons-learned processes that may indicate that deficiencies exist. Members of the
planning team should reconvene to discuss the problem and to consider and assign responsibility for
generating remedies across all mission areas. Remedial actions may involve revising planning
assumptions and operational concepts, changing organizational tasks, or modifying organizational
implementing instructions (i.e., the SOPs/SOGs). Remedial actions may also involve reassessment of
capabilities, revisiting assumptions made in the SDMP, and finding solutions to overcome the
deficiencies. The final component of a remedial action process is a mechanism for tracking and
following up on the assigned actions. As appropriate, significant issues and problems identified through
a remedial action process and/or the annual review should provide the information needed to allow
the planning team to make the necessary revision(s) to the plan.

14.4 Monitoring by State Ministries/Depts. and District Admin.

All the departments of the State Government and District Administration should prepare a checklist with
verifiable indicators to regularly monitor the progress of the implementation of respective DM plans.
The monitoring system must be aligned with the Sendai framework monitoring checklist (Annexure -III).
Keeping the Sendai framework as a reference, they must develop specific checklists relevant to various
hazards. The monitoring must include periodic reviews synchronised with the quasi -cyclic or recurring
nature of hazards such as cyclone, or flood. They must also regularly review preparedness for disasters
that tend to occur without warnings or are extremely rare such as earthquake or tsunami. For recurring
or frequent hazards, they should employ check lists to assess preparedness before the onset of the
season. For other hazards, this can be undertaken as an annual exercise. Ministries / Departments of
Government of Goa should also conduct periodic review on the extent of financial provisions required
for implementing their Plan.

14.5 Revise/ Update

This step closes the loop in the planning process. It focuses on adding the informa tion gained by
exercising the plan to the lessons learnt while executing and start the planning cycle all over again. All
the relevant stakeholders should establish a process for reviewing and revising the plan. Each DM plan
must be reviewed periodically and updated. It should also be reviewed and updated as indicated below:
 Major review and revisions after each major incident
 After significant change in operational resources (e.g., policy, personnel, organizational
structures, management processes, facilities, equipment)
 Subsequent to any notification or formal update of planning guidance or standards
 After every case of plan activation in anticipation of an emergency
 After the completion of major exercises
 A change in the district’s demographics or hazard or threat profile
 Enactment of new or amended laws or ordinances
In exceptional circumstances where the magnitude of the incidence or the situation demands/ needs
extra measures to be taken, appropriate authority will make necessary amendments. Various Ministries,
Districts, and Talukas will cooperate with the exercise of revising the plan as needed. As per section 11(4)
of the DM Act, SDMP is to be reviewed and updated annually.

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Annexure-I: List of SDMA’s Disaster Management

Guidelines/Plans/Notifications/Schemes/Projects
Source: --------------------(Goa SDMA Website) ---------------------(as on June. 10, 2024)
Schemes/Projects:
1. National Cyclone Risk Mitigation Project-NCRMP;
2. Upscaling of Aapda Mitra Scheme;
3. Goa Disaster Management Fund Scheme;
4. Sendai Framework for Disaster Risk Reduction Scheme;
5. Extension of Emergency Response Support System (Dial 112);
6. Common Alert Protocol-CAP Integrated Alert System
Notifications:
1. Notification of Incident Response System at State and District Level;
2. Notification of State Specific Disasters;
Plans:
1. District Disaster Management Plans;
2. Local Contingency Plan for Mass Rescue Operation at Sea-2023;
3. Heatwave Action Plan 2024
4. Airport Emergency Response Plan
5. Communication Plans

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Annexure-II:
Hazard Risk Maps for Goa
Vulnerability Atlas of Goa, Third Edition 2019, Building Materials and Technology Promotion Council
(BMTPC)
Earthquake Hazard Map
(https://bmtpc.org/DataFiles/CMS/file/VAI2019/eq-goa.html , accessed March 16, 2024)

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Wind Hazard Map

(https://bmtpc.org/DataFiles/CMS/file/VAI2019/WIND-goa.html , accessed March 16, 2024)

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Landslide Hazard Map

(https://bmtpc.org/DataFiles/CMS/file/VAI2019/ls-goa.html , accessed on March 16, 2024)

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Cyclone Hazard Map (2 Year Return Period)

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Cyclone Hazard Map (5 Year Return Period)

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Cyclone Hazard Map (10 Year Return Period)

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Cyclone Hazard Map (25 Year Return Period)

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Cyclone Hazard Map (50 Year Return Period)

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Cyclone Hazard Map (100 Year Return Period)

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Cyclone Hazard Map (250 Year Return Period)

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Cyclone Hazard Map (500 Year Return Period)

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Surge Hazard Map (2 Year Return Period)

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Surge Hazard Map (5 Year Return Period)

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Surge Hazard Map (10 Year Return Period)

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Surge Hazard Map (25 Year Return Period)

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Surge Hazard Map (50 Year Return Period)

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Surge Hazard Map (100 Year Return Period)

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Surge Hazard Map (250 Year Return Period)

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Surge Hazard Map (500 Year Return Period)

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Flood Hazard Map (02 Year Return Period)

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Flood Hazard Map (05 Year Return Period)

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Flood Hazard Map (10 Year Return Period)

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Flood Hazard Map (25 Year Return Period)

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Flood Hazard Map (50 Year Return Period)

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Flood Hazard Map (100 Year Return Period)

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Flood Hazard Map (250 Year Return Period)

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Flood Hazard Map (500 Year Return Period)

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Annexure-III: Sendai Framework Indicators

A set of 38 indicators was identified to measure global progress in the implementation of the Sendai
Framework for Disaster Risk Reduction. The indicators will measure progress in achieving the global
targets of the Sendai Framework, and determine global trends in the reduction of risk and losses.

Global target A: Substantially reduce global disaster mortality by 2030, aiming to lower
average per 100,000 global mortalities between 2020 2030 compared with 2005-2015.

A-1 Number of deaths and missing persons attributed to disasters, per

(compound) 100,000 population.
A-2 Number of deaths attributed to disasters, per 100,000 population.
A-3 Number of missing persons attributed to disasters, per 100,000
population.
The scope of disaster in this and subsequent targets is defined in paragraph
15 of the Sendai Framework for Disaster Risk Reduction 2015-2030 and
applies to small-scale and large-scale frequent and infrequent, sudden and
slow-onset disasters caused by natural or man-made hazards, as well as
related environmental, technological and biological hazards and risk.

Global target B: Substantially reduce the number of affected people globally by 2030,
aiming to lower the average global figure per 100,000 between 2020-2030 compared with
2005-2015.
B-1 Number of directly affected people attributed to disasters, per 100,000
(compound) population.
B-2 Number of injured or ill people attributed to disasters, per 100,000
population.
B-3 Number of people whose damaged dwellings were attributed to disasters.
Number of people whose destroyed dwellings were attributed to disasters.
Number of people whose livelihoods were disrupted or destroyed, attributed
to disasters.

Global target C: Reduce direct disaster economic loss in relation to global gross
domestic product (GDP) by 2030.

C-1 Direct economic loss attributed to disasters in relation to global gross

(compound) domestic product.
C-2 Direct agricultural loss attributed to disasters.
Agriculture is understood to include the crops, livestock, fisheries, apiculture,
aquaculture and forest sectors as well as associated facilities and
infrastructure
C-3 Direct economic loss to all other damaged or destroyed productive assets
attributed to disasters.
Productive assets would be disaggregated by economic sector, including
services, according to standard international classifications. Countries
would report against those economic sectors relevant to their economies.
This would be described in the associated metadata.
C-4 Direct economic loss in the housing sector attributed to disasters.
Data would be disaggregated according to damaged and destroyed
dwellings.

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C-5 Direct economic loss resulting from damaged or destroyed critical

infrastructure attributed to disasters.
The decision regarding those elements of critical infrastructure to be
included in the calculation will be left to the Member States and
described in the accompanying metadata. Protective infrastructure and
green infrastructure should be included where relevant.
C-6 Direct economic loss in the housing sector attributed to disasters. Data would
be disaggregated according to damaged and destroyed dwellings.

Global target D: Substantially reduce disaster damage to critical infrastructure and

disruption of basic services, among them health and educational facilities, including
through developing their resilience by 2030.
D-1 Damage to critical infrastructure attributed to disasters.
(compound)
D-2 Number of destroyed or damaged health facilities attributed to
disasters.
D-3 Number of destroyed or damaged educational facilities attributed to
disasters.
D-4 Number of other destroyed or damaged critical infrastructure units and
facilities attributed to disasters.
The decision regarding those elements of critical infrastructure to be
included in the calculation will be left to the Member States and
described in the accompanying metadata. Protective infrastructure and
green infrastructure should be included where relevant.
D-5 Number of disruptions to basic services attributed to disasters.
D-6 Number of disruptions to educational services attributed to disasters.
D-7 Number of disruptions to health services attributed to disasters.
D-8 Number of disruptions to other basic services attributed to disasters.
The decision regarding those elements of basic services to be included
in the calculation will be left to the Member States and described in the
accompanying metadata.

Global target E: Substantially increase the number of countries with national and local
disaster risk reduction strategies by 2020.
E-1 Number of countries that adopt and implement national disaster risk
reduction strategies in line with the Sendai Framework for Disaster Risk
Reduction 2015-2030.
E-2 Percentage of local governments that adopt and implement local disaster
risk reduction strategies in line with national strategies.
Information should be provided on the appropriate levels of government
below the national level with responsibility for disaster risk reduction.

Global target F: Substantially enhance international cooperation to developing countries

through adequate and sustainable support to complement their national actions for
implementation of this framework by 2030.
F-1 Total official international support, (official development assistance (ODA) plus
other official flows), for national disaster risk reduction actions.
Reporting of the provision or receipt of international cooperation for
disaster risk reduction shall be done in accordance with the modalities
applied in respective countries. Recipient countries are encouraged to
provide information on the estimated amount of national disaster risk
reduction expenditure.

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F-2 Total official international support, (ODA) plus other official flows), for national
disaster risk reduction actions provided multilateral agencies.
F-3 Total official international support, (ODA) plus other official flows), for national
disaster risk reduction actions provided bilaterally.
F-4 Total official international support, (ODA) plus other official flows), for the
transfer and exchange of disaster risk reduction –related technology.
F-5 Number of international, regional and bilateral programmes and initiatives for
the transfer and exchange of science, technology and innovation in disaster
risk reduction for developing countries.
F-6 Total official international support, (ODA) plus other official flows), for national
disaster risk reduction actions capacity building.
F-7 Number of international, regional and bilateral programmes and initiatives for
disaster risk reduction-related capacity-building in developing countries.
F-8 Number of developing countries supported by international, regional
and bilateral initiatives to strengthen their disaster risk reduction related
statically capacity.

Global target G: Substantially increase the availability of and access to multi-hazard early
warning systems and disaster risk information and assessments to the people by 2030.
G-1 Number of countries that have multi-hazard early warning systems.
(compound G2-G5)
G-2 Number of countries that have multi-hazard monitoring and forecasting
systems.
G-3 Number of people per 100,000 that are covered by early warning
information through local governments or through national
dissemination mechanisms.
G-4 Percentage of local governments having a plan to act on early warnings.
G-5 Number of countries that have accessible, understandable, usable and
relevant disaster risk information and assessment available to the
people at the national and local levels.
G-6 Percentage of population exposed to or at risk from disasters protected
through pre-emptive evacuation following early warning.
Member States in a position to do so are encouraged to provide
information on the number of evacuated people.

Source: https://www.preventionweb.net/sendai –framework/sendai-framework monitor/indicators

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Annexure-IV: Heatwave Advisory

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Annexure-V: Form “A”

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Annexure-VI: Contact Details of SDMA & Nodal Officers:

SDMA
Sr. No. Name & Officer’s Designation Office Phone Mobile Fax/Email
1. Dr. Pramod Sawant 2419841/42 9765599920 [email protected]
Hon’ble Chief Minister/
Chairperson (SDMA)
2. Shri Atanasio Monserrate 2419829/2419531 7057688096 [email protected]
Hon’ble Minister for Revenue/
Vice Chairperson (SDMA)
3. Shri Puneet Kumar Goel, IAS 2419401/24194908 9999892363 [email protected]
Chief Secretary/CEO (SDMA)
4. Shri Sandip Jacques, IAS 2419411 9822104807 [email protected]
Secretary (Revenue)/
Member Secretary (SDMA)
5. Shri Surendra Naik 2419314 9822142132 [email protected]
Joint Secretary (Revenue)
6. Kum. Vrushika Premanand Kauthankar 2419446 9657181083 [email protected]
Under Secretary (Revenue –I)
7. Shri Sandeep Sahadev Gawde 2419444 7798984311 [email protected]
Under Secretary (Revenue-II)
8. Shri. Gowhar Jeelani ---- 7889788784 [email protected]
Senior Consultant, Goa SDMA
9. State Control Room 2419550/2415583 -- --
10. ERSS (Disaster Emergencies) 112 -- --

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NODAL OFFICERS FOR DISASTER MANAGEMENT

Sr. No Name of the Department Name of the Nodal Designation Mobile No. email id
Officer
1. Collector – North Shri Pravin H Parab Additional Collector – II 9226398053 [email protected]
2. Collector – South Shri Uday Prabhu Additional Collector – II 9764480571 [email protected]
Dessai
3. Directorate of Health Dr. Prashant Epidemiologist/State 9011025052/ [email protected]
Services Suryawanshi Surveillance Officer, DHS 9422390965
4. Goa Medical College, Dr. Rajesh Patil Professor and I/c Trauma & 9970901121 [email protected]
Bambolim Emergency Medicine, GMC
5. Directorate of Fire & Shri Rajendra A. Deputy Director (Fire 9763717051 [email protected]
Emergency Haldankar Services) [email protected]
Central & South Zone,
Ponda & Margao
6. State Police Control Shri Ram Asre Dy. Superintendent of 7875756060/ [email protected]
Room, PHQ, Panaji Police 2428400
7. Public Works Department Shri Allan J. G. Pereira Superintending Engineer, 92712147504 [email protected]
Circle Office III, Altinho -
PWD
8. Water Resources Shri Krishnakant Patil Superintending Engineer, 9420690025 [email protected]
Department Circle I
9. IMD (Met Centre Goa) Dr. Rajasree V P M Scientist ‘C’, IMD 9821794140 [email protected]
10. Captain of Ports Shri Abhay A. Barve Dy. Hydrographic Surveyor 9422415721 [email protected]
11. Home Guard & Civil Shri Francisco X. Corte Junior Staff Officer Civil 7875756232 [email protected]
Defence Defence and District
Commandant Home
Guards
12. Electricity Department Rajiv Samant Superintending Engineer, 7350644000 [email protected]
Stephen Fernandes Circle – I, South, Margao
7719012626 [email protected]
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Superintending Engineer,
Circle – II, North, Panaji
13. Directorate of Fisheries Dr. Sunita Pauskar – Superintendent of Fisheries 9850764554 [email protected]
North 8806839645
Smt. Preetam Naik -
South
14. Directorate of Panchayats Shri Gurudatta Naik Block Development Officer 9764599548 [email protected]
(HQ)
15. Forest Department Shri Naveen Kumar, Dy. Conservator of Forests 7798986115 [email protected]
IFS (Working Plan)
16. Coast Guard Yogesh Singh Deputy Commandant 7358083769 [email protected]
9895693150
17. Animal Husbandry & Dr. Veena Kumar Dy. Director (Plan), AH&VS 9607918105 [email protected]
Veterinary Services
18. Department of Tourism Shri Dhiraj Vagle Dy. Director, Tourism 9822133053 [email protected]
19. Directorate of Transport Nancy Fernandes Dy. Director (Admn.) 9359272752/ [email protected]
2225606
20. Urban Development Shri GaneshV. Barve Additional Director (Urban 9637017751 [email protected]
.Devt)
21. Department of Civil Shri Amit Sawant Deputy Director 9284375081 [email protected]
Supplies and Consumer 0832-2226084
Affairs
22. Office of Commissioner, Dr. Shubhangi S. Administrative Medical 9423092520 [email protected]
Lab & Employment Lotlikar Officer
23. Labour Department Shri Satish S. Dy. Labour Commissioner 9823476636 [email protected]
Vaghonkar
24. Directorate of Settlement Shri Mandar M. Naik Dy. Director (Admn.) 7875352676 [email protected]
& Land Records
25. Inspectorate of Factories Shri Sanjay R. Naik Inspector of Factories 9923959733 [email protected]
& Boilers
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26. Corporation of the City of Shri Vivek A. Parsekar Municipal Engineer, Grade 9922541999 [email protected]
Panaji I - CCP
27. Department of Shri Anant P. Hoble Asst. Director (INM) 9623287239 [email protected]
Agriculture
28. Directorate of Higher Dr. Gervasio S.F.L. Additional Director 9421094271 [email protected]
Education Mendes
29. Directorate of Education Smt. Sylvia Fernandes Dy. Director _Education 9850108747 [email protected]
30. Technical Education Smt. Sanjana D. Dy. Director (Admn.) 9623834945 [email protected]
Bandodkar
31. Goa State Infrastructure Shri Dilip Joshi General Manager (Civil –I) 9011066777/ [email protected]
Dev. Corp. 2493550
32. Town and Country Shri Vinod Kumar Town Planner (HQ) 9423056571/ [email protected]
Planning Department Chandra 2437352
33. Information and Publicity Shri Kiran B. Munankar Assistant Information 9421874884 [email protected]
Officer
34. Directorate of Industries, Shri Himanchu Dy. Director (Adm.) 9423885859 [email protected]
Trade & Commerce Patnekar Functional Manager 8550916963
Shri Prashant Kamat
35. GIPARD Dr. Seema Fernandes Assistant Director 9822167364 [email protected]
[email protected]
36. National Institute of Dr. Anil Prathihary Principal Scientist 9420924812 [email protected]
Oceanography
37. Department of Science, Shri Nikhil Caerio Assistant Manager 7720856041 [email protected]
Tech. & Waste Mgmt.

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Annexure VII-List of Humanitarian Agencies/Organisation in Goa. Source: North and South Goa Collectorate
Name of Type of Organisation Name of Designation of Mobile No. E-mail Id Office
organization (NGO/CSO/CBO/FBO) Contact Contact Person Address
Person
Quepem NGO Shaikh Azim President 9850467765 NO Khushawati
Citizen Enterprises
Committee Quepem Goa
Quepem Civil NGO Dr Mahendra President 9822488727 [email protected] Marcus
Bale Dcunha H.No.
And
71 Condy
consumer
Quepem Goa
Action
Network
Adivasi CBO Caitan President 9822132527 NO 1st floor
Sangatana Carvalho Zeferino
Kepem Commecial
Complex Opp
Bank of India
Quepem Goa
United Tribes CBO Prakash S. President 9822121740 No Saraswati
Association Velip Niwas,
Alliance Bharatkar
(UTTA) Marg
Quepem Goa

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Lions club of NGO Avin Naik President 9923280309 No Nil

curchorem
sanvordem
Rotary club of NGO Santesh President 9673587599 No Venktash
curchorem Savordekar Chamber 2nd
sanvordem floor
Curchorem
Canconkarach NGO Shri. Shirish - 7020974329 - -
o Ekvot Pai
Canconkarach NGO Shri. Manoj - 9823605007 - -
o Ekvot Prabhugaonk
ar
Canconkarach NGO Shri. Diogo - 8999865569 - -
o Ekvot D'Silva
Canconkarach NGO Shri. Pedro - 9284041243 - -
o Ekvot Ervilho
Barretto
Canconkarach NGO Shri. Jack - 9822165261 - -
o Ekvot Fernandes
Canconkarach NGO Shri. Vikas - 9881282445 - -
o Ekvot Bhagat
Canconkarach NGO Shri. Denis - 7887340350
o Ekvot Fernandes
Nil Nil Nil Nil Nil Nil Nil

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Madkai Nagrik NGO Shri President 9860187948 -- Marcaim Goa

Kruti Sangh Premanand
H. Gaude
Aasara NGO Anita Kavlekar 9011072079 1)[email protected] (personal) Room
Foundation 2) nari.shakti/[email protected] No.73,1st
Ladies Wing Floor Ponda
Narishakti commerce
Centre-
Ponda
Lions Club NGO 1) Sudesh 1) [email protected] Lion Club
Ponda Borkar 9370333637 Ponda Ponda
(Administrati 2)99231231 Commerce
on) 2) Dr 47 Centre 1st
Uday floor
Kudalkar
(President)
Dhatwada NGO Vassudev Secretary 7798103380 Gurunath
Usgao Citizen Gaude Devasthan
Forum Dhatwada
Usgao
Swabhimance NGO Rohan Naik President 9823584558 [email protected] 445, Tiral
Usgaonkar 9146954387 Usgao Goa
Goa First NGO Parshuram President 8806288934 ….. H.No.188-C,
Sonurlekar Nr.Jetty Post
Office,

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Harbour,
Mormugao.

Vasco Muslim NGO Hassan Ismail President 8087080147 [email protected] 04, Vasco
Social Trust Khan Residency,
Churc Road,
Sasmolem
Baina, Vasco.
Unumid A NGO Hassan Ismail President 8087080148 [email protected] H.No.53,
Drop of Hope Khan Nr.Khapresh
war Temple,
Patrong
Baina, Vasco,
Goa.
Zindagi Goa NGO Muskhan President 9168397139 [email protected] H.No.53,
Khan Nr.Khapresh
war Temple,
Patrong
Baina, Vasco,
Goa.
El Shaddai NGO Sunil Sharma Central Incharge 9225901276 [email protected] El Shaddai
Charitable Chartable
Trust Trust, EI
Shaddai
House Socol
Vaddo,
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Assogao,
North Goa.

Savera NGO (Private) Sr.Tara Kerkar Proprietor 9891749042 NA Flat No.04,

1st Floor, Our
Lady of Guia
Bldg., (RTO
Bldg.) Next to
BDO Office,
Vasco, Goa.
ARY ANYAY NGO (Private) Shri Arun Director 9422438109 [email protected] Flat No.04,
(Rahit Zindagi) Pandey 1st Floor, Our
Lady of Guia
Bldg., (RTO
Bldg.) Next to
BDO Office,
Vasco, Goa.
Presentation NGO (Private) Sr.Fatima President 9881897506 [email protected] Presentation
Society Rodrigues Society
Presentation
Convent,
Mangor Hill,
Vasco, Goa.

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El Shaddai NGO Sunil Sharma Incharge 9623398402 [email protected] El Shaddai

Charitable Charitable
Trust Trust EI
Shaddai
House Socol
Vaddo,
Assagao,
North Goa.
Nez Goenkar NGO Mr. Pascoal General 7775975304 Anthony [email protected] Nr. MPT
Fauz Costa Secretary Ground
Patrong Baina
Vasco-Da-
Gama
Betalbatim NGO Xavier Cota Convenor 9850101376 [email protected] H.No.39/A
Civic & Nagwaddo
Consumer Betalbatim
Forum
Colva Civic & NGO Judith Convenor 9823085206
Consumer Almeida
Forum
Desterro Eves NGO Celsa Antao, Chief Executive 956196648 [email protected] Head office
Mahila Pirni Nagoa (President) 21/Sapna
Mandal Terraces
Swatentra
Path Vasco da
Gama
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 State Disaster Management Plan-2024

Cavelossim NGO Prince Pereira President 9860733178

Villagers
Forum
Cuncolim NGO Santana
People's Piedade
Forum Afonso
Curtorim NGO Joaquim 9822670181 R/o. Bathora
Union Santan Curtorim
Rodrigues
Curtorkars NGO John D'Silva 9850467062 R/o.
Ekvot Fondegele
Curtorim
Bicholim

Life Line NGO Naravan Project 958848659 IlgoaQbsnl.in H.N0.509/2,

Foundation Nandiwale Manager above ICICI
Bank
Vithalapur
Karapur,
San uelim -
Goa
Aasth NGO Sidhi Prabhu 8830215207 Sidhi.rasha(ãgmail.com Housing
Board
Colony
Harvalem,
San uelim-
Goa

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Bardez
OPM NGO/SAA/Unwed Fr. Maverick Director 9423888255 [email protected] H. No.; 425,
Caritas Goa Mothers [email protected] OPM, Caritas
Goa,
Nachinola,
Aldona PO,
Bardez Goa.
Caritas NGO Fr. Maverick Director 98238 [email protected] Near
Centre for 50586 St.Anne's
Deaf & Blind Chapel, Tabra
Waddo,
Saligao Goa
403511
Victory NGO Julia Mathew Managing 7796082607 [email protected] Cottla vaddo,
House - Director muddawadi,
Project of EI saligao goa
Shaddai
Charitable
trust
Sethu - NGO Dr. Nandita Director 77200 https://sethu.in/# Hno 5/84,
Centre for D'Souza 13749 5/48, Dhon
Child vaddo,
Development saligao goa
and Family
Guidance
St. Joseph NGO Deepika - 9407407176 [email protected] Porta wada,
home for Dsouza siolim Bardez
aged Goa
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Green Cross NGO Suneel Chairperson 9822123042 [email protected] Office no. 10,
Korajkar 1st Floor, Om
Chamber,
Mapusa Goa
Asha NGO Rui da Gama President 9822166876 - Asha Center,
Charitable Sweet Home
Society building, 1st
Floor,
Rajwaddo,
Mapusa,
Bardez Goa
Goa NGO Robert Lyon Volunteer 9881787338 - H.No.
Outreach 4/88/Acoi,
Bardez Goa
WOW NGO Ketaki Parab Founder 9923312801 [email protected] Karaswada,
Foundation Mapusa, Goa
Goychi Nari NGO Sankalp Secretary 9764362794 - Next to
Shakti Bhonsle Vodafone
Gallery,
Mapusa Goa
Calangute NGO Mr. Secretary 9890288319 calanguteconstituencyforum@gmai C/O Mrs.
Constituency Premanand l.com Clotildes
Forum Diukar Braganca
'D' Block,
Maria Rosa,
Phase - I,
Naikavaddo
Calangute
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Jagrut NGO Mr. President 9822483456 [email protected] H. No. 17/76,

Sirsaikaranc Vidhyadhar Bella Vista,
ho Ekvott Bhagat Near Seza
Footbal
Academy,
Sirsaim,
Bardez Goa.

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ANNEXURE-VIII: LIST OF FACTORIES STORING HAZARDOUS MATERIAL

Sr. No Lic. No. Name & Address of the Factories
Fabrica de Gas Carbonica Pvt. Ltd,
1. GOA/0007 Survey Nos.87/6 & 87/7, Nuvem
Salcete, Goa- 403604.
2. GOA/0011 Hindustan Petroleum Corpn. Ltd.
F.L Gomes Road,
Vasco-da-Gama, Goa.
3. GOA/0012 Indian Oil Corporation Ltd.
Rua Francisco Luis Gomes,
Vasco, Goa.
4. GOA/0030 Goa Shipyard Ltd,
Vaddem, Vasco, Goa
5. GOA/0083 Goa Steel Limited,
Radhakrishnalndl, Esate,
Bicholim, Goa
6. GOA/0087 Goa State Co-op. Milk Producers
Union Limited,
Curti, Ponda, Goa.
7. GOA/0109 Chawgule & Co. Pvt. Ltd,
Shipbuilding Division
Survey No. 501, Near Borim Bridge,
Loutulim, Salcete, Goa-403718
8. GOA/0113 Essity Operation Goa Limited
(formerly Belladona Plasters Limited)
Survey Nos. 134-1A, 134-1B, 134-4, 134-6, 137-1A & 137-2,
Nirancal Road, Curti Ponda, Goa-403409.
9. GOA/0134 D.C.I Pharmaceuticals Pvt. Ltd.
Vidyanagar, Margao, Goa
10. GOA/0135 Opa Water Works,
W.D.III (PHE), P.W.D
Opa Khandepar, Ponda, Goa.
11. GOA/0152 Deccan Fine Chemicals (India) Pvt. Ltd.
Survey No.28/1 (Part)
Santa Monica Works,
Corlim Ilhas, Tiswadi Goa.

12. GOA/0153 M.R.F Limited (Unit-1),

Survey No. 258/0, Post Box No. 1,
Usgao, Tiska, Ponda, Goa-403401
13. GOA/0156 Zuari Agro Chemicals Ltd.
Jai Kisaan Bhawan,
Zuarinagar, goa
14. GOA/0159 United Spirits Ltd,
Sy. Nos, 164,165/1, 165/2,

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Bethora Ponda, Goa- 403401

15. GOA/0160 Dempo Shipbuilding & Engg. Ltd,
Bainguinim, Old GOA.
16. GOA/0170 Goa Carbon Ltd,
Margaolndl. Estat. St. Jose de Areal,
P.O. Curtorim, Goa – 403709
17. GOA/0180 GovindPoy Oxygen Ltd.
Arlem, Raia, Margao, Goa
18. GOA/0322 M/s. Procter & Gamble Health Ltd,
(Formerly Merck Limited)
Plot No. 11/1, Marvasado,
Usgaon, Ponda Goa
19. GOA/0335 Automobile Corpn. Of Goa Limited,
Honda, Sattari, Goa.
20. GOA/0365 Indian Oil Corporation Ltd.
Aviation Fuel Station,
Dabolim, Goa
21. GOA/0374 Marpol Pvt. Ltd, (Unit-1)
Plot Nos. 13, 14 & 15,
KakodaIndl, Estate, Kakoda, Goa
22. GOA/0393 Hindustan Petroleum Corpn. Ltd
(L.P.G. Bottling Plant)
Kundaim, Ponda- Goa
23. GOA/0421 Crompton Greaves Consumer Electrical Limited,
Plot No. 1, Bethoralndl. Estate,
Bethora, Ponda Goa.
24. GOA/0444 Polynova Industries Limited,
Plot No. 92 to 101
Kundaim Indl. Estate, Kundiam Goa.
25. GOA/0445 Indian Oil Corpn. Ltd,
(Marketing Divn)
New Aviation Fuel Station,
Dabolim, Goa
26 GOA/0456 Cadila Healthcare Ltd,
Plot No. 203-206, 211, 212 & 231,
Kundiam Indl. Estt. Kundaim Goa.
27. GOA/0459 Crompton Greaves Consumer Electrical Limited,
214-A, Kundiam Indl. Estate,
Kundim Goa.
28. GOA/0489 Automobile Cropn. Of Goa Limited,
(Bus Body Division)
Bhimpal, Sattari, Goa
29. GOA/0523 Proctor & Gamble Hygiene & Health Care Ltd,
Plot No, 173, 314 & 315, Kundaim Indl. Estate,
Kundaim, Goa

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30. GOA/0561 Advance Composites Pvt. Ltd,

Plot Nos. 77, 78, 89, 89A & 90,
Bicholim Indl. Estate, Bicholim Goa.
31. GOA/0614 M/s. C. G. Power & Industrial Ltd
(FHP Motor Unit)
Plot No. 196, 197 & 198,
Kundaim Indl. Estt. Kundiam, Goa
32. GOA/0617 Nestle India Limited,
Plot Nos. 294 – 297, Usgaolndl. Estate,
Usgao, Goa
33. GOA/0622 Marpol Pvt. Ltd, (Unit-1)
Plot No. 16, 17 & 18,
Kakodalndl. Estate, Kakoda, Goa,
34. GOA/0623 Vedanta Limited,
(Pig Iron Division-1)
Survey Nos. 39, 41, 36/1 (Part), 37 (Part),
42/1 (Part), 43/1 (Part),
Amona, Marcela, Goa – 403401
35. GOA/0627 Blue Cross Laboratories Limited,
Plot No. L-17,
Verna Indl. Estate, Verna, Goa – 403722.
36. GOA/0629 Vedanta Ltd.
(Met Coke Divn)
Survey Nos. 205 & 207,
Navelim, P. O Sanquelim, Bicholim, Goa- 403505
37. GOA/0638 Apex Packing Products Pvt. Ltd.
Plot No. 186, Kundaim Indl. Estate,
Kundaim, Goa.
38. GOA/0641 Goa Glass Fibre Ltd.
Village Colvate, Bardez, Goa
39. GOA/0643 HFCL Limited
L-35, 36, 37, Phase II,
Verna Electronic City,
Verna, Salcete, Goa – 403722
40. GOA/0648 Abbott India Limited,
Plot No. L-18 & 18,
Verna Indl. Estate,
Verna, Goa – 403722
41. GOA/0652 Himgiri Casting Pvt. Ltd.
Plot Nos. 291 to 296 & 305 to 309,
Kundaim Indl. Estt. Ponda, Goa – 403115
42. GOA/0654 Betts India Pvt. Ltd.
Plot No. L-78
Verna Indl, Estate, Verna Goa- 403722
43. GOA/0671 Nestle India Limited,

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 State Disaster Management Plan-2024

P. Box No. 1, Village Maulinguem,

Bicholim Taluka, Goa
44. GOA/0680 Goa Paints & Allied Products Pvt. Ltd
280, Kundaim Indl, Estate,
Kundaim, Goa
45. GOA/0682 Indoco Remedies Limited,
L-14, Verna Indl, Estate,
Verna, Goa – 403722
46. GOA/0693 Unichem Laboratories Ltd.
Plot No. 17 & 18, Pilernelndl. Estate
Pilerne, Bardez, Goa
47. GOA/0697 Mediziest Pharmaceuticals Pvt. Ltd
Plot No. L-40,
Verna Indl, Estate, Verna, Goa – 403722
48. GOA/0710 M/s. Orange Fox Steels Pvt. Ltd.
(Formerly Rukminirama Steel Rollings Pvt. Ltd)
Plot No. L-26, CuncolimIndl. Estt,
Cuncolim, Goa. – 403703
49. GOA/0714 Global Ispaat Limited,
Plot No. 16, M-18, 19 & 20, CucolimIndl, Estate,
Cuncolim, Goa – 403703
50. GOA/0727 Pentair Water India Pvt. Ltd,
Plot Nos, L/52 to 55, Verna Indl. Estt.
Verna, Goa – 403722.
51. GOA/0729 M/s. Malco Energy Limited
(Formerly, Nicomet Industries Limited)
Plot Nos. L-15, L-15 (Part), L-19 & L-20, Cuncolimlndl. Estt,
Salcete, Goa-403703
52. GOA/0732 Karthik Inductions Limited
Plot No. 120 to 122-A, Kundiam Indl. Estt.
Ponda, Goa-403115
53. GOA/0733 Berger Paint India Limited,
Plot No. 316 & 317, Kundaim Indl. Estate,
Kundaim, Goa.
54. GOA/0735 Finolex Cables Ltd, (Unit-III)
263/2, Belgaum Road,
Usgao Tisk, Ponda, Goa.
55. GOA/0736 Guala Closure India Pvt. Ltd.
Survey No. 60/2 (part) & 49/0 (part)
Harvale, Sanquelim, Goa.
56. GOA/0742 Dura Line India Pvt. Ltd.
Plot Nos. L-24/25,
Verna Indl. Estate. Verna, Goa- 403722
57. GOA/0745 Western Beverages Pvt. Limited,
M-10, Cuncolimlndl, Estate,

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 State Disaster Management Plan-2024

Cuncolim, Goa -403722,

58. GOA/0746 Scoop Industries Pvt. Ltd.
Plot No. 13, Corlimlndl. Estate,
Corlim, Ilhas, Goa
59. GOA/0756 IFB Industries Limited,
Plot No. L-1, Verna Indl. Estate,
Verna, Goa 403722
60. GOA/0781 Flipak India Pvt. Ltd.
Plat No. 46, 47 & 49-A
Pilernelndl. Estate, Pilerne, Bardez Goa.
61. GOA/0782 Ferrao Ice Factory,
Mazilwaddo, Dussa, Chinchinim, Salcete, Goa
62. GOA/0784 Astra Metal System Pvt. Ltd.
Plot No. L-75, Verna Indl. Estate.
Verna, Goa 403722
63. GOA/0791 Nestor Pharmacceuticals Ltd.
L-43, Verna Indl. Estate,
Verna, Goa 403722
64. GOA/0796 Sanofi India Ltd.
Plot No. L-121, Phase III, Verna Indl. Estate,
Salcete, Nagoa, Goa
65. GOA/0798 Encube Ethicals Private Ltd.
Plot Nos. C-1 to C-4, C-17 to C-20, D1 to D-3, D-15 & E2
Madkaimlndl. Estt. Ponda, Goa.
66. GOA/0890 Kineco Pvt. Ltd.
Plot No. 41, Pilernelndl. Estate,
Pilerne, Bardez,
67. GOA/0890 Fiemench Perfumes (India) Pvt. Ltd,
D2/1, Kundaim Indl. Estate,
Kundaim, Goa
68. GOA/0893 Hindustan Coca-Cola Beverages Pvt. Ltd.
M-2, M-11, Phase – III –B
Verna Indl. Estate, Verna, Goa – 403722
69. GOA/0916 FDC Limited (Unit-1),
Plot Nos. L-56 & L-57, Verna Indl. Estate,
Verna, Goa 403722
70. GOA/0932 Finolex Cables Ltd.
Plot No. L-117 & 118, Verna Indl Estate.
Verna, Goa- 403722
71. GOA/0963 Marksans Pharma Limited,
Plot No. L-82 & 83, Verna Indl. Estate,
Verna, Goa – 403722
72. GOA/0978 Real House Distillery Pvt. Ltd,
Sr. No. 31, Plot (A), St. Pedro, 50
Bainguinim, Goa

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 State Disaster Management Plan-2024

73. GOA/0979 Real Bottling Factory Private Limited

Plot No. (B), Sr. No. 31, St. Pedro,
Bainguinim, Goa
74. GOA/0987 National Industrial Corporation,
Tivimlndl. Estate, Tivim Goa
75. GOA/0991 John Distilleries Ltd.
Plot No. M-21, M-21A, M-21-B,
Cuncolimlndl. Estt.
Salcete, Goa-403703
76. GOA/0992 Marpal Pvt. Ltd. Unit II,
Plot No. A, B, C Kakodalndl. Estt,
Kakoda, Goa.
77. GOA/1002 Ulka Sea Foods,
74/1, Orgao, Marcela, Ponda, Goa
78. GOA/1020 Mandavi Distilleries & Breweries Pvt. Ltd,
D-8, Madkaimlndl. Estt. Madkaim, Goa
79. GOA/1027 Cipla Ltd,
Plot No, L-139, L-140A, L-140B, L-141, l-142, L-143, L-144A, L-
144B, L-145 & L-1,46,
Verna Indl. Estt. Salcete, Goa – 403722
80. GOA/1022 New Millennium Bakers,
Plot No. 107/ 108, Verna Ind, Estate,
Verna, Goa -403722
81. GOA/1027 Pfizer Ltd,
Plot No. L-137, Phase IIIA
Verna IndlEstt. Verna. Goa- 403722
82. GOA/1036 Indoco Remedies Ltd, (Plan II)
Plot No. L-32, 33 & 34,
Verna Indl. Estt. Verna, Goa – 403722
83. GOA/1038 Esteem Industries Pvt. Ltd,
Plot Nos. 76, 77, 103, 108 & 131,
Pissurlemlndl. Estt.
Sattari, Goa – 403506
84. GOA/1044 Bharat Petroleum Corporation Ltd,
Plan No. M-19 to M-35, Phase III-B,
Verna, Lndl. Estate, Verna, Goa -403722
85. GOA/1045 Cipla Ltd. (Unit II)
Plot No. 103 to 105 & 107 to 112, L-138,
L-147, L-147/1, L-147/2, L-147/3 &L-150,
Verna Indl. Estt. Salcete, Goa – 403722.
86. GOA/1047 Chowgle & Co. Pvt. Ltd,
Ship Buiiding Divn,
Survey Nos. 310/1 & 310/2,
Rassaim, Loutulim, Salcete, Goa-403718.
87. GOA/1050 Goan Bounty,

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Plot No. 51-B, Dulapi, Corlim Goa

88. GOA/1089 Aparant Iron and Steel Pvt. Ltd,
Village, Costi, Sanguem, Goa
89. GOA/1093 Colorcon Asia Pvt. Ltd,
Plot No. M 14 to 18, Verna Indl. Estate,
Verna, Salcete, Goa – 403772.
90. GOA/1100 Real Food Exporters Pvt. Ltd,
House No. B/64, Shed D, Bainguinim.
91. GOA/1133 Zuari Indian Oil Tanking Pvt. Ltd,
Oil Terminal at Sancoale,
Zuarinagar- Goa
92. GOA/1147 Microlabs Limited
Plot Nos, S-155 to S-159 Phase III-B & N1 Phase IV, Verna Indl.
Esate, Verna, Salcete, Goa -403722
93. GOA/1150 Berger Becker Coating Pvt, Ltd,
Plot No. 114, Pilernelndl. Estate. Pilerne, Goa
94. GOA/1155 Glenmark Pharmaceuticals Ltd (Unit-I),
Soil & Semi Solid Dosage Plant,
S-7, Govate Indl. Estt. Colvate, Bardez, Goa -403513
95. GOA/1156 FDC Ltd, (Unit-II)
L-121 B, Phase III,
Verna Indl, Estate, Verna Goa – 403722
96. GOA/1157 Shraddha Ispat Pvt. Ltd,
Survey No. 53/1, Village Santona,
Sanguem -Goa
97. GOA/1159 Cipla Limited, (Unit-III)
M-62 & M-63, Verna Indl, Estate,
Verna Goa -403722
98. GOA/1160 Goa Sponge & Power Ltd.
Village Santona, Sanguem, Goa
99. GOA/1164 Lupin Limited,
15-B, Phase 1 A, Verna Indl, Estate.
Verna, Goa- 403722
100. GOA/1175 Glow Paints Pvt. Ltd
Plot No. 121, Bethoralndl, Estate,
Bethora, Ponda, Goa
101. GOA/1176 Shaiv Distilleries Pvt. Ltd.
Plot No. 101-104, Bicholim, Indl. Estate,
Bicholim Goa
102. GOA/1177 Roberlet Goldfield (I) Pvt. Ltd
(Formerly Gold Field Fragrances Pvt. Ltd).
Plot No. 85 & 86, Pilernelndl, Estate,
Pilerne, Bardez, Goa
103. GOA/1179 Intech Qragnic Ltd,
Survey No. 33/A,

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Dhargal, Village Pernem, Goa

104. GOA/1216 Srithiklspat Pvt. Ltd
Plot No. 3, Sanguem, Goa.
105. GOA/1221 Global Spirits & Foods,
P-59, B-5, Pilernelndl, Estate,
Pilerne, Bardez, Goa
106. GOA/1226 Kineco Kaman Composites India Pvt. Ltd,
Plot No. 60, Pilernelndl, Estate,
Bardez, Goa -403511
107. GOA/1228 Quality Foods,
Plot No. SB 39 & SB 50 A, Cuncolimlndl, Estate, Cuncolim, Goa –
403703.
108. GOA/1248 Tevapharm India Pvt. Ltd,
Plot No. A-1, Phase 1-A, Verna Indl Estate,
Verna, Salcete, Goa- 403722
109. GOA/1250 Sharddha Ispat Pvt. Ltd,
Plot No. M-1, Concolimlndl. Estate,
Cuncolim, Goa – 403703.
110. GOA/1252 Omni Impex Pvt. Ltd,
Plot No. 65, Pissurlemindl, Estate,
Honda, Sattari, Goa
111. GOA/1255 Watson Pharma Pvt. Ltd,
Plot No. A3 to A6, Phase 1 A,
Verna Indl, Estate,
Verna, Goa – 403722
112. GOA/1259 Chowgule & Co. Pvt. Ltd,
Shipbuilding Division,
Survey No. 137/1, Plot No. 24/25, Near Golden Marble Sancoale,
Mormugao, Goa
113. GOA/1262 Model Infra Corporation Pvt. Ltd,
L-13, Verna Indl Estt,
Verna, Goa, - 403722
114. GOA/1275 Commscope India Pvt. Ltd,
Plot No. 2, Phase IV Vernalndl. Estt
Verna, Goa – 403722
115. GOA/1281 Quality Exports,
Plot No. SB-64 to 71, Cuncolimindl. Estt, Cuncolim, Goa- 403703
116. GOA/1286 Atlas Fisheries Private Limited,
42/ 3A, Dauji, Old Goa, Goa.
117. GOA/1291 CG Power and Industrial Solutions Limited,
Plot Nos, S-14 & S-15, Colvale Industrial Estate,
Colvale, Bardez, Goa
118. GOA/1294 Indospirit Beverages Private Limited,
L-22, Cuncoim Industrial Estate,
Cuncolim, Goa – 403703.

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 State Disaster Management Plan-2024

119. GOA/1297 Putzmeister Concrete Machines Pvt. Ltd,

Plot No. N-4, Phase, IV, Vernalndl, Estt. Verna, Goa- 403722
120. GOA/1302 Mandovi Dry Docks,
Survey Nos. 224/22, 225/0,
Tariwada, Piligao, Bicholim Goa.
121. GOA/1308 Sanofi Healthcare India Pvt. Ltd.
GIDC, Plot No, L-121
Phase IIIA, Verna Indl. Estt. Verna, Goa – 403722
122. GOA/1309 Hitek Brass Producre Pvt. Ltd,
Plot No. 174, Kundiam Indl, Estt.
Kundaim Goa
123. GOA/1317 Hindustan Petroleum Corporation Limited
Plot N. A-10 & A-11, Murgaon Co-op. Industrial Estate, Chicalim,
Vasco, Goa.
124. GOA/1334 Lgloo Dairy Services Pvt. Ltd,
Plot No. 144/145, Kundaimlndl. Estate,
Kundaim, Ponda, Goa
125. GOA/1335 Blue Ocean Beverages Pvt. Ltd,
Plot No. A-1, Phase-II, Margaolndl, Estt,
St. Jose de Areal, Salcete, Goa – 403709
126. GOA/1338 Devyani Food Industries Ltd,
Survey No. 295, Tisk Usgao,
Pondoa, Goa.
127. GOA/1342 Sipping Spirits Pvt. Ltd,
Plot No. 56 B, Colvale Indl. Estt.
Bardez Goa.
128. GOA/1345 CiplaBoiotec Ltd.
Plot No, L-147/4, Verna Indl. Esttt,
Verna, Salcete Goa- 403722
129. GOA/1349 Mohitlspat Ltd,
Plot No, 1 Navelim Village, Bichoimilndl, Estt,
Bicholim, Goa
130. GOA/1350 Birla Furukawa Fibre Optics Pvt. Ltd,
Plot No. L-62 to L-64, Veralndl, Estt,
Verna, Salcete, Goa – 403722
131. GOA/1358 Alphagam Coating Solutions Private Limited,
Shed NOS,D2/9, D2/17 to D2/21, Bicholim Industrial Estate,
Bicholim Goa
132. GOA/1387 Borkar Packaging Pvt. Ltd,
Plot No. P1-B Margaolndl. Estt.
St. Jose de Areal, Nessi, Curtorim,
Salcete, Goa – 403709
133. GOA/1399 Leela Distilleries Pvt. Ltd,
Plot Nos. A-16, 17 & 18, Madkaimlndl, Estt,
Ponda, Goa-403401

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 State Disaster Management Plan-2024

134. GOA/1402 Vedanta Limited

(Pig Iron Division Unit-II)
Survey Nos. 177 & 120 (Part), Biholim Industrial Estate, Navelim P.
O Sanquelim, Bicholim, Goa
135. GOA/1403 United Marine Products,
Plot No, L-28, Cuncolim Industrial Estate,
Salcete, Goa 403722
136. GOA/1411 Cazcar,
Plot No. 520 & Part of 519,
Pent, Nanora,
Assanora, Biclolim, Goa.
137. GOA/1425 Tech- Force Composites Private Limited,
Plot Nos. 48/ A & 48/B, Survey No. 73,
St. Jose De Areal, Nessai,
Salcete, Goa – 403709
138. GOA/1428 P.K, Composites Private Limited,
Shed Nos. D2-1 & D2-2 in Plot Nos 22 & 23,
Bicholim Industrial Estate, Bicholim, Goa
139. GOA/1433 Universal Cables Limited,
Plot Nos, L-58 to L-60
Verna Industrial Estate,
Verna, Salcete, Goa -403722
140. GOA/1485 Sagar Feeds & Food Processing Industries
Plot No. L-27, Cuncolimlndl. Estate,
Salcete, Goa – 403703
141. GOA/1488 A.W. Faber Castell (India) Private Limited,
Plot No. 24/1-d-1, Molago De Orora,
Corlim, Ilhas, Goa- 403002
142. GOA/1532 Fortune Distillers & Vintners Pvt. Ltd,
Plot No, M-5, Cuncolimlndl. Estate,
Salcete, Goa- 403703,
143. GOA/1536 Indotech Ice & Cold Storage,
Plot No. U-10, GIDC, CuncolimIndl. Estate,
Salcete, Goa – 403703,
144. GOA/1546 Gagan Wine Trade & Financers Ltd,
Plot No. 62, Pissurlemindl. Estate,
Sattari, Goa.
145. GOA/1561 VerGo Pharma Research Laboratories Pvt. Ltd,
Plot No. B5, B22, B23, B23(A), Phase, 1-A, Verna Indl. Estt, Salcete,
Goa – 403722
146. GOA/1584 Esteem Industries Pvt. Ltd (Unit III),
Plot No. 155, Bicholimlndl, Estate,
Bicholim, Goa -403529,
147. GOA/1604 West Coast Shipyard,
Survey Nos. 306/0 (Part) & 29/0,

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Russiam, Loutolim
Salcete, Goa -403718
148. GOA/1614 Hindustan Waste Treatment Private Limited,
Survey No. 47/1, Village Calangute,
Near Pilerne Fire Station,
Calangute, Bardez, Goa.
149. GOA/1640 Reliance Industries Limited,
Survey No. 10/1, Chicalimlndl. Area,
Vasco, Mormugao, Goa-403726
150. GOA/1642 Aquarius Shipyard Pvt. Ltd,
Survey No. 25/1, H. No. 505,
Sao, Mathias, Naroa,
Tiswadi, Goa-403403
151. GOA/1666 Ion Exchange (India) Limited,
Plot No. U-05/04, Phase IV,
Verna, Industrial Estate,
Verna, Salcete, Goa – 403722
152. GOA/1684 Seahath Canning Company.
Plot No. 8 & 7 (Part),
Margaolndl, Estste, St. Jose de Areal, Margao,
Salcete, Goa – 403709
153. GOA/1686 Fullarton Distilleries Pvt. Ltd.
Survey No. 71/0 & 72/1
Khandepar, Ponda, Goa
154. GOA/1707 Pinto’s Cold Storage and Ice Plant
Plot No. L-5, Cuncolimlndl, Estate,
Cuncolim, Salcete, Goa
155. GOA/1712 M/s. IFB Industries Ltd,
Plot No. N-7, Phase IV, Vernalnd. Estate,
Verna, Salcete, Goa
156. GOA/1719 Bharat Petroleum Corporation Ltd,
Plot No. A4, Aviation Fuelling Station,
Mormugoa Co. Operative Indle Estate,
157. GOA/1732 Hughes Precision Manufacturing Pvt. Ltd,
Plot No. 99-102, Verna IndlEstt,
Verna Salcete Goa 403722
158. GOA/1736 Syngenta Biosciences Pvt, Ltd,
Survey No. 28, Subdiv No. 1 Santa Monica Works, Corlim Tiswadi
Goa.
159. GOA/1741 Joecons Marine Export Pvt. Ltd,
Plot No. L4 & M23, Cuncolindl. Estate,
Cuncolim, Salcete, Goa.
160. GOA/1754 City Metal Works & Coats,
Plot No. B3-4, B3-5, D3-7, Margaolndl. Estate,
San Jose De Areal, Salcete, Goa

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161. GOA/1757 Shakti Chemicals

Plot No. C-10, Survey No. 391,
Sub Div. 1, Madkaimindl. Estate,
Madakim, Ponda, Goa
162. GOA/1760 M/s. Apex Packing Products Pvt. Ltd,
Plot No, B33, B33A & B34, KundaimIndl, Estate,
Kundaim, Ponda, Goa 403115

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Annexure-IX
Emergency Operation Centre (E.O.C.)

a) Establishment and location of EOCs

 The EOC is set up at State, District and Taluka Level

b) Concept of Operation of EOC at the State Level

 The SEC headed by Chief Secretary at the State level & Collector at the district level or
his/her designee will initiate the activation of emergency services of the EOC.
 The EOC will be manned by a skeleton staff throughout the year. In the event of
emergency, it will be fully activated with participants from key departments like Health,
Agriculture
Veterinary, Police, Civil Defence etc., apart from the personnel belonging to the Revenue
Department
 The SEC/ DC will announce the alternative location in case the State/District EOC is
affected by any eventuality/ emergency.
 Nodal officers of various Depts. posted at the EOC will be responsible for maintaining
communications through radio and telephone with their respective departments at the
District and Block levels
 The SEC will requisition necessary staff as required for effective functioning of the EOC
during the time of emergencies

c) Organisational set up of EOC

1. EOC in charge: While the SEC will be overall in charge of the EOC, the day-to-day
Operations of the EOC will vest with an official in charge of Disaster Management Deptt.
& will be responsible for assisting the SEC and other nodal officers for overall
coordination and effective functioning of the EOC. Similar arrangement will be made by
Collector in the district EOCs.
2. The State Government will take steps for establishing EOCs as per GoI-MHA guidelines in
state and district H.Q., where all the Emergency Support Functions (ESFs) will be located
during emergencies
d) Communication Section:
The hotlines, V-SAT and wireless communication will be established at the EOC at the State level
with the following:
 Chief Minister
 Chief Secretary
 DG Police
 Collector
 Local Army and Air Force Command
 Related Departments (Primary Agencies)
 Information and arrival point at the State

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 Information and arrival point at the affected Districts

e) Tasks for all EOCs

 Determine policies during disaster and post disaster period Adjudicate conflicting, claims
and /or request for emergency personnel, equipment, and other resources;
 Designate responsibilities and duties, as necessary to maintain the optimal use of
resources;
 Provide operating units with requested resources for sustained operations Maintain
documentation of resource allocation and availability.

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Annexure-X
Assessment Report Format
The assessment report may include the following as far as practicable:
Extent of damage in terms of:
 Geographical area (administrative units and divisions)
 Expected affected population and effect on population (primary affected persons, dead,
injured missing, homeless, displace, orphans, destitute, traumatized population, children
under five, pregnant women, lactating mothers
 Districts/Areas worst affected
 Damage to infrastructure according to each ESF
 Buildings (Major and minor damage/destruction) Infrastructure (road damaged/
destroyed, bridge, communication network, electricity network, telecom network
 Health Facilities (Infrastructure damage, condition of equipment, staffs affected,
availability of medicines/drugs, vaccination/immunizations, major health problems
 Water & Sanitation (Availability of safe drinking water and sanitation facilities,
environmental sanitation, stock of disinfectants, condition of water supply system, repair
status of water supply system, potable water system
 Crop/ Agriculture (crop damage, livestock loss, health services for livestock, cattle feed/
fodder availability, damage to agricultural infrastructures)
 Food/nutrition (adequate availability of food for family, relief, PDS, Community Kitchen,
requirement of baby food
 Secondary threats (potential hazardous sites, epidemics etc.)
 Logistic and Distributions System (Availability of storage facilities, means of
transportation, availability of fuel, distribution of criteria)
 Priority needs (needs of search and rescue, need for team/ boats/special equipment and
shelter) Clothing (children clothing, adult clothing, winter clothing
 Food items (type of food, baby food, specialized food, cattle feed and fodder)
 Sanitation (potable water, chlorine powder and disinfectants, manpower for repair of
drinking water points and disinfections of water bodies
 Health (medical staff, drugs, IV fluids, ORS, equipment, Mobile unit, Immunization
vaccine, Cold chain system).
 Education (infrastructure both temporary and permanent, teacher kits, reading
materials)
 Crop/ agriculture (need of seeds, fertilizers, pesticides, implements)
 Equipment and manpower required for restoration of infrastructures

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Annexure-XI
Guidelines for preparing Disaster Management Plans by Departments of State Government
1. Introduction:
As per the section 40(1) of Disaster Management Act, 2005, every department of the
State Government should prepare a disaster management plan in conformity with the guidelines
laid down by the State government. The concerned subsections of the DM Act are annexed for
ready reference). This guideline has been prepared in order to facilitate the preparation of all
the disaster management plans by all the state departments under the umbrella of the State
Disaster Management Authority. The state Disaster Management Plan will be prepared in
conjunction with the disaster management plans of the departments and in consultation with
National Disaster Management Authority, Ministry of Home Affairs and other nodal agencies of
the government.
1.1 The preparation of plans will fulfil the statutory requirements as laid down in the Disaster
Management Act and would ensure that efforts have been made by the department to fulfil
statutory duties-failure of which invites stringent liabilities including criminal proceedings by the
law of the State. This planning exercise is an effort made to mainstream all issues concerned
with emergency preparedness, response and mitigation/risk reduction activities. The
department should include the following components in the department plan.
Planning on Emergency Response at all levels,
Planning on providing Relief and Recovery support (post disaster)
Planning on Prevention and Mitigation issues (Including mainstreaming mitigation into the
development programmes supported by schemes financed by the federal / state
government, multilateral/bilateral and donor institutions)
Planning for resources such as financial and human resource to fulfil the above three
components
The roles and responsibilities (in fulfilling the above four components) of all the actors
and agencies within the department should be clearly spelt out in the plan. This will avoid
ambiguity and confusion while executing the plan in the times of crisis. Thus, the roles and
responsibilities under the above listed heads/sections should be prepared and the
responsibilities assigned. Department plan must clearly identify and assess the current capacity
of the department. In other words, the department assess the availability of human resources
/manpower, equipment, need for training and further capacity building through human resource
development plan. In addition, existing resource allocation by the department on disaster
management functions and requirements of additional funds for a minimum period of next three
years must be indicated in the plan.
Each department disaster management plan shall begin with the introduction section
and will essentially cover the following points:
Goal: The goal of the Department Disaster Management Plan should be clearly spelt out.

Objective:

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The department should clearly indicate the objective of the departmental plan. For
example, the Health Department can state the following objectives:
To save lives of affected population by effective medical response
Prompt and effective treatment of injured in disasters
Provide medical emergency function support (ESF) to allied institutions / secondary ESF
Members such as Medical Response Teams at state, district and sub-divisional levels,
Indian Red Cross, Civil Defence, Fire Service, NGOs etc.
Prevention of health related outbreak and epidemics
To keep all health infrastructure, equipment and personnel in a state of readiness for
response
To ensure that all health facilities can withstand the actual disaster by adoption of
structural and non-structural measures and ensuring that every facility has All Hazard
Disaster Management Plan.
Preparation of Guidelines for State Health Contingency Plan (This may include typical
SOPs for Epidemics such as H1N1 etc.), Disease Surveillance System etc.
To conduct trainings and capacity building all identified staff including refresher
The above is only illustrative example and is not an exhaustive list for action. The department
can determine the scale of operations as per the functions allocated by the state and accordingly
align the objectives.

The process involved in preparing the plan shall include:

1. On receipt of the guidelines note the department shall identify experienced official(s)
and sector experts for preparation of the plan.
2. A Department Disaster Management Plan should aim to achieve the following objectives:
Prevention and Reduction of disaster impact by undertaking prevention, mitigation, risk
reduction measures by structural and non-structural measures (Prevention and
Mitigation Plan)
Preparation for effective response aimed to save lives, minimize loss and property damage
(Emergency Response Plan)
Quick recovery from disaster impacts. (Relief and Recovery)
Resource Planning (HRD Plan and Department Wise Investment Plan)
3. Department Plan should clearly define:
What actions should be taken in pre-disaster, during and post disaster situations (Define
this hazard wise - fast onset and slow onset disaster types)
Who should take action;
When should action be taken and completed;
What are the resources needed for taking action;
Whether additional training is needed for taking action. (Indicate this under the HRD Plan)

Organizational Framework:

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The next section should highlight details of the Organizational Framework which
describes the organizational matrix/structure for implementation of the plan and coordination
with all agencies.
The Organogram must be in the form of a flow chart which can define hierarchy of
actions, jurisdiction arrangements, area of operations/responsibility and communication plan.
Departmental wise actions for identified hazards and vulnerabilities:
This section should highlight on indicative (very broad) Hazard Risk and Vulnerabilities in
the State and broadly indicate the responsibility of the department to minimize the risks.
For example, the Public Health Department of the State could suggest the hazards as follows:
Determine the infrastructure vulnerability of the departments to slow and fast onset hazards
Medical assistance provision required for Quick Onset Hazards such as earthquake, landslide,
flash floods, lightening, forest fire, traffic accidents which rapid medical response and
deployment of medical first responders to the field to access and provide medical aid.
Epidemics and other health disasters which arise in during monsoon or dry seasons
The vulnerabilities in Health Department could include difficulties in access to health
facilities (then planning is needed for mobile teams or medical camps), improper or inadequate
networking within the health sector as seen during disasters, poor transportation arrangements
for emergency action, lack of communication plan/ inadequate communication facilitie s (then
use wireless or police wireless or district EOCs), medical storage and stock pile locations and
coverage issues etc.
The department must make a checklist of action to be taken in particular disasters (The
department can study the experience of past disasters to prepare the plan. Some of the
departments are required to prepare a report on losses and damages and for this methodology
should be clearly spelt out.
This is only an illustrative case and not all details are discussed. The final decision is left to the
department as the final responsibility for action will lie with department.

Roles of the Department and Roles of their Stakeholders:

This section shall clearly mention the Roles of the Department and their linkages with the
Stakeholders. Taking the example of Health Department, this section must first begin with the
role and responsibility enjoined (!) upon the health department during disaster and how this
responsibility will be discharged during disasters and how the other stakeholders will collaborate
in such an effort. The Department should identify all stakeholders who have a role to play in
disaster management. Role of each of the stakeholders should be defined. The role of each
agency can be specified in a table as follows:
Sl. Role supposed to be played during

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No Name Regular Role Emergency Relief & Prevention Mitigation Prepared

of the duty during response recovery ness
agency disaster (rescue,
situation medical
first aid,
shelter)

Mapping of Resources:
Mapping of Resources (that are currently available and those that can be brought to use
at short notice) that are available both within the department and outside at all levels is vital
part of the plan. Mapping of resources should include mapping of all Human Resources, taking
into account of all key assets within the government system and those outside the government
that can be utilized in case of need. For example, the mapping of resources in the health
department will include a comprehensive assessment of resources and should enlist as follows:
Sl.No. Men / Material/ Date of Qty in Qty in Availability
Equipment/ entry* Nos. Wt./Vol. Location
Services
Description/
Specification each
heading need to be
elaborated

1. Manpower

2. Services

3. Material

4. Equipment
* The resources shall be mapped twice in a year

Pre-contracts:
During a large scale disaster, the situation may demand large scale mobilization of
resources. In order to meet this surge, it is suggested that line departments enter into pre-
contracts with the local vendors/suppliers for immediate supply of materials which could be
mobilized in a short period of time. (for example: if the health department is in requirement of
additional 10000 saline bottles, the department can mobilize this with the support of the
medicine shops/suppliers. It is hereby suggested that the department enters into an

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agreement/contract with the suppliers with a payment commitment (say, within a maximum
period of three months or earlier). The details can be highlighted in the plan as specified in the
format below:
Sl.No. Men / Material/ Qty. in Nos. Qty in Pre-contract Pre-contract
Equipment/ Wt./Vol. Location valid up to
Services
Description/
Specification
each heading
need to be
elaborated
1.
Manpower

2. Services

3. Material

4.
Equipment

As mentioned above there should be separate chapters on the following:

Prevention and Mitigation Planning,
Emergency Response Planning,
Relief and Recovery Plan and
Resource Planning (Financial and Human Resource)
These are briefly discussed below:
Note that the section written earlier can be directly pulled out and inserted under the
following heads. Sections such as mitigation fund etc. should figure out in Resource Planning
Section.
a. Prevention and Mitigation Planning
This section may include the prevention and mitigation that departments are taking to
address the disaster risk management issues specially those mentioned in the Disaster
Management Act 2005.For example ,the UD& Housing may mention the efforts in amendment
of building bye laws to make the construction safe or Education department may mention the
training of teachers and students, preparation of school safety plans, incorporation of structural
safety features in construction of new schools or PWD may mention the incorporation of safety
measures in all its construction projects and training of engineers and architects etc.(All
examples suggested herewith can come in the form of bullet point) These are examples for the
convenience of illustration.

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Similarly, all the departments should make their own assessment of their roles and
responsibilities as per the Disaster Management Act and their role in the disaster and crisis
situations that they have been enjoined upon to play by the government. Another example is
that the departments may mention the need and effort being made to create the mitigation fund
within the department. Another example would be to assess the vulnerability of their
infrastructure to ensure that during serious crisis situation the functioning of the department is
not stopped and if the disaster is catastrophic, there is minimum disruption and plan is made to
ensure that services are continued. This section may also mention the efforts to repair,
strengthen, retrofit the physical infrastructure. And as far as human resources is concerned the
requirement of capacity building of the staff through training needs to be addressed to.
The dept. will need to examine the need to create fund within the dept. budget for addressing
disaster mitigation and response activities. Departments may recall that it was suggested earlier
by Revenue Department to keep aside the 10% of all developmental plan or nonplan budget for
disaster management issues. (The above paragraph also mentioned a bout the fund. It is
suggested to fuse them under one bullet point)
b. Emergency Response Planning
(i) Constitution and Deployment of quick response team (QRT) to disaster affected site/
region:
Every department would do an analysis of their domain and then decide on the deployment
of QRTs at the state, district, subdivision, block level and for various magnitude of the event.
Experiences has shown that deployment of QRT's is vital for early relief efforts. Once the
decision to constitute the QRT is taken the department should locate the manpower and train
them to mount a response suo motto. MENTION FROM THE MHA EXAMPLES OF QRT
On the receipt of information about the occurrence of the disaster, these QRT teams is
deployed quickly. For this the department should prepare a standard operation procedure
(SOP) required for deployment of these teams and the SOP should also indicate the course of
action if the QRT is not able to handle the situation on its own. In other words, the department
should lay down an elaborate sequence that will ensure mobilization and deployment of QRT
on the spot, sending of QRT to other line departments for assistance for handling their own
crisis situations or for carrying out a joint operation as per the need of the situation, type of
further response required, type of further support required from other departments and from
higher levels than being handled. The Department should clearly identify the person/s who
will start the wheels rolling and continuously moving till the situation is ha ndled. While the
situation is being handled by the QRTs, other level of the department may need to keep close
coordination with other line departments, SEOC, and concerned field level offices. The
response may also need the reverse way of action i.e. the department may need the support
from other line departments, SEOC and field offices to carry out joint operation under the
departmental jurisdiction. Another way of ensuring that these QRTs become the essential
part of the system of response is to publicize the details of these teams, their location, their
contact details with all the departments and with the press and public representatives. Care

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should be taken for disseminating information related to terrorist attack or anything matters
to security concerned for the State like publicizing may not always be good idea as terror
groups can use this information for their benefit).
(ii) Mobilization of resources within the department and from outside as per pre-contract
with the agencies: (During disaster, the situation may demand large quantity of materials,
manpower to be mobilized immediately. In this regard, the line departments should assess
whether they need to enter into pre negotiated contracts with the local vendors/suppliers for
immediate supply of materials during the crisis. This prevents the crisis in supplies. (For
example: if health Deptt. needs, additional 10000 saline bottles, these can be mobilized from
local medicine shops at a pre negotiated rate.
(iii) Immediately after the disaster all the departments are required to do rapid loss and damage
assessment. The department should devise formats and earmark men and machinery that
would automatically set in motion as per the devised methodology. This would prevent in loss
of time and would ensure obtaining supplies. It is possible that the state government may ask
the Revenue Department machinery to make the damage and loss assessment also but the
advance action by the concerned action will always save time and the information collected
by the department can be given to Revenue Department which can be easily consolidated .If
needed the damage assessment report can be sent to the EOC at the district and state level
.This will help state govt. to consolidate the report and send to Govt, on India if immediate
financial assistance is needed.

(iv) Relief operations:

The department which participates in the extension of relief either on their own or in
partnership with other departments will need to include in their plan the SOP of their
participation and involvement in extension of relief operations. For example, the health
department needs to include in their plan the mechanisms and manner of their participation
in relief operations say after floods. If the assessment can be done with district administration
about the requirements of possible supplies of medicines etc. Then health department can
make advance plans. In this the experience of assistance provided in last of couple of years
will greatly help. Even if the department does not participate in the relief operations directly,
planning should be done for deputing officials, placing the vehicles, use of department storage
facility at all levels and other possible uses for other available resources of the department.

(v) Quick restoration of public utility:

The departments like PWD, WRD, PHED, Power, Telecommunication etc. have the specific
responsibility for restoration of public utilities as early as possible. For this purpose, the
concerned departments should have their standard SOPs indicating the course for
undertaking restoration works so that life is brought back to near normal as early as possible
without any loss of time and without waiting for further directions from higher authorities.
The public utility departments like power, roads, water supply etc. need to have SOPs to

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ensure continuation of services. The department should have the planning done in a way that
some contingent funds are always available and are built into the budgetary heads.
A Table Indicating the Activity to be undertaken (Warning to communities, Evacuation
of communities etc.); Agency responsible; Time schedule; Manpower requirement; Equipment
requirement; Estimated Cost can be highlighted in this sub-section.
It is important to mention that Response Planning need to take into account of various
types of disasters. Some disasters give sufficient lead-time for preparation whereas some
disasters strike without warning. Therefore, the Disaster Management Information System has
to take into account of relay of early warning messages for events with sufficient lead time and
for the ones without warning the information system should be quick enough to plot the hazard
intensity of the event. Disasters such as floods, droughts and tropical cyclones are seasonal in
nature. The role and duties of the department should be worked out for seasonal events. If
there is a prior warning, the department must take the advantage to mitigate the possible
impacts or undertake prevention. If the disaster has a prior warning stage, various activities to
be undertaken before occurrence of the event should be mentioned (for example cleaning of
drains or water channels before the rainy season is an example observed in cities like Surat,
Mumbai or vaccination or immunization or pre-positioning of health officials and medicines at
pre-identified vulnerable locations before rainy or flood season etc. by the Health Department).
If the disaster has a warning stage then the department needs to adopt a method of alerting
the administrative machinery, communities, emergency responders, QRTs, volunteers etc. and
the detail procedure needs to be mentioned in the plan along with an evacuation plan if
necessary for the department. The plan also highlights to activate the departmental emergency
operation centre (control room) with dedicated telephone and other communication lines and
manpower to coordinate, collect and compile and sharing of information with field level
including the community and nodal agencies after receipt of warnings. The important numbers
of the control room and focal points need to be shared with public. Planning should be done
for adequate no. of vehicles, alternate transportation arrangements, POL, manpower,
equipment and other resources which would be required to be mobilized quickly. The
department must have an activation plan highlighting the measures to be taken with time
schedules
The thrust area of the response portion of the plan is post-disaster search, rescue and
relief. Therefore, the plan needs to clearly indicate what should be done, who will do it, when
and how it will be done. (If necessary, an activation matrix format can be used). These details in
this section will vary from departments to departments and should include general details and
details of mobilization of resources including man power and materials that are and may be
available within the department and those that can be requisitioned at short notice from
outsider from both from Govt. or private agencies as per pre-contractual agreement. The
departments should also consider including details of the central govt. agencies. The
departments should link with the district level database and inventory of resources namely
Indian Disaster Resource Network (IDRN) and should get their resources incorporated into the

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database. The literature of IDRN is enclosed with the write up. The State Govt has set up
Emergency Operations Centres (EOCs) at the district and state level and, co-ordination with the
EOC at District and State should be established. Departments should consider whether it is
required to set up a 24X7 EOC (at least during the monsoon period). For example, Health
Department in many states has their own SOP indicating opening of EOC. If the department
decides to have a provision of setting up an EOC then they must have a Standard Operating
Procedure (SOP) as well as a communication pan for smooth operations and for establishing
linkages with the State EOC.
It is understood among the disaster management practitioners that the first 72 hours are
most critical for mounting the search and rescue efforts, saving lives of trapped victims, providing
medical support to the critically/severely injured. The attention span thereafter shifts towards
specific relief and recovery efforts such as providing temporary shelters, food, medicines and
other essential supplies. Of course it is not to deny that essential support such as food and
medicines also continue to be given in the first 72 hours. Thus every department should lay down
an a Activation Matrix clearly laying down the time frame for activation and identification and
allocation/deployment of resources. - The task responsibility matrix shall spell out what actions
should be taken and who should take action 72 hours before and after the disaster strikes. One
such example of activation matrix table is given below;

Table : Activation Matrix for Slow Onset Hazards (this must be Hazard wise)

Time Specific Possible Activity Responsibility

Situation
T-72 hrs
T-48 hrs
T-24 hrs
T-12 hrs
T-4 hrs
T+15 min
T+30 min
T+1 hrs
T+4 hrs
T+6 hrs
T+12 hrs
T+24 hrs
T+36 hrs

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T+48 hrs
T+72 hrs
Table : Activation Matrix for Fast Onset Hazards (this must be Hazard wise)
Time Possible Situation Activity Responsibility
T+15 min
T+30 min
T+1 hrs
T+4 hrs
T+6 hrs
T+12 hrs
T+24 hrs
T+36 hrs
T+48 hrs
T+72 hrs
Relief and Recovery Plan
The next chapter of the response plan is towards addressing Relief and Recovery efforts.
This section should reflects the departmental intervention towards the process of mobilization
of relief materials as per need (if required), transportation and storage of relief materials
(perishable items like food, medicines etc., non-perishable items like clothes, tents, tarpaulins,
tents, utensils, shelter items etc./ allocation of funds to the departmental agencies and local
administrations etc., process of distribution of relief materials to the affected communities by
the department and departmental agencies. Many cases require air dropping of relief materials
particularly to the inaccessible areas which needs to take help of air force helicopters and airport
authorities. For this pre-agreement with the concerned department is required to carry out relief
operation without losing precious time.
The department needs to lay down the procedures for acceptance of relief materials
from other State Governments, foreign countries, donors and voluntary organizations. Issues on
humanitarian assistance like inappropriate distribution of relief materials, gender, religious and
unwanted materials have to be taken into consideration and long term relief operation should
not be encouraged unless cleared by the state or central Govt as applicable. The relief and
recovery plan should include reference to provisions of State Relief Norms or SDRF or any other
such documents adopted by the department. The department laid down policy on relief and
rehabilitation phases should be incorporated in the plan.
Relief activities of the department should be highlighted in terms of short, medium and
long term as per the practice and policy of the department.

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Department Recovery efforts in terms of restoration, rehabilitation and reconstruction

should be outlined in this sub-section. The Roles and Responsibilities of the department recovery
phase need to be highlighted clearly in bullet points/table. In this section, the department needs
to prioritize the recovery activities in various phases like immediate (within 72 hrs), short term
(3 days to 3 months) and long term (more than 3 months). The recovery activities should specify
the areas of intervention, fund and expertise required and time line for completion of the work.
Planning of restoration, rehabilitation and reconstruction activities may differ from department
to department.
While addressing disaster management issues there is a unanimous agreement that the
communities and the agencies involved towards rebuilding should not recreate the same risks
during the phases of reconstruction and long term rehabilitation. For example, there is need to
incorporate the disaster resilient elements/features while reconstructing the buildings in the
affected area. Another example would be to undertake mitigation efforts by all the agencies
involved and that there should be coordination amongst all the agenci es. This strategy was
adopted by the reconstruction agencies while undertaking works after Latur earthquake (1993)
and Bhuj earthquake (2001) and by the coastal states which was severely hit by the 26th Dec
2004 Tsunami. Some planning on these issues need to be taken by the departments and these
issues and policy would need to be mentioned in the plan so that other departments are involved
and informed.

Resource Planning (Financial and Human Resource)

The department needs to indicate in the plan the financial mechanism and options for all
the above 3 sub-sections (prevention & mitigation, emergency response and relief and
recovery). The estimated budget for each activity should be indicated along with the overall
budget for all three components. (it should be indicated whether funds are being sourced from
plan/non plan budget of the State Government or from regular schemes of Govt. of India or from
some other special funding provision). The departments are aware that Revenue Department,
has advised all departments to allocate 10% of budgetary provision towards disaster
preparedness, response and mitigation activities. This was meant to enable the department to
utilize the fund for regular activities like conducting various disaster management training
programmes and sending officials for training within and outside of the state, purchase of
equipment etc.
The department should also incorporate details regarding incorporating DM concerns
into developmental plans, programmes and projects to ensure that development planning is
linked to disaster management issues. Hence the details of mitigation and capacity development
measures must be clearly spelt out and elaborated in the plan itself and this will also ensure
compliance with the statutory provisions of the national Disaster Management Act ,2005/.
(Reflect the provision of adequate funds the requirements of relief materials when disaster
strikes, estimated on the basis for past experience. Care should also be taken to make full

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provision for the requirements of forces deployed on these occasions. Availability of funds for
the agencies within the department from the plan should be ensured.)
Regarding human resource planning, the department needs to identify disaster
management nodal officer, alternate nodal officer, quick response team (QRT), master trainers,
identification personnel for specialized skills and details of the contacts needs to be provided in
the plan. The specific roles and responsibilities should be laid down (suggested roles and
responsibility of the nodal officer and QRT are annexed).

Roles and responsibilities of the nodal officer are as follows:

 Act as the focal point for disaster management activities of the Department. The
department may ensure that he/ she have the mandate to work immediatel y without
waiting for directions from above. This will save time
 Provide his/ her contact and alternate contact details to Revenue Department,
 State and District Emergency Operation Centres, all line departments and agencies
 Accountable to any communication/ actions related to disaster management of the
department.
 Take lead to prepare the department disaster management plan, Emergency Support
Function (ESF) plan and Standard Operating Procedure (SOP).
 Constitute the Quick Response Team (QRT) in the department as per the need and
organize training for the members.
 Help the department to procure search & rescue, first aid and department disaster
management equipment for the QRTs and for the department if required
 Provide regular information on disaster or task assigned to him to SEOC/ Disaster
 Management Department during and after disasters in consultation with the department
head.
 Attend disaster management meetings, trainings, workshops or any related programme
on behalf of the department
 Identify an alternate nodal officer and build his/her capacity.
 As per the need of the department, set up Control room and assign other official(s) for
control room duty.
 Identification and staffs for deployment on site operation centres (on site control room
during a disaster)
 In consultation with the department, make arrangement of alternative communication
system for the department.
 Mobilize resources for disaster response activities as per the resource inventory put in
the department DM plan if it is needed by the department or other line departments.
 Organize regular awareness programmes in the department

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 Organize the periodic mock drills at least twice a year as per the suitability of the
department and update the plans at all levels and ensure participation of the department
in mock drills of other agencies and other departments.

Roles and responsibilities of QRT:

In QRT, one official should be designated as Team Leader.
The members of QRT should act as per the instruction of the team leader of QRT.
The QRT will assess whether equipment is required for carrying out of search & rescue and
first aid activities and accordingly the QRT will be equipped with the required equipment.
For purchase of equipment, department can utilize departmental fund for the purpose.
The department will finalize the type of equipment is required for the QRT. If assistance
is required for identification and finalization of equipment, the department may seek
that support from Revenue Department. However, the equipment required for search
and rescue and first aid activities for a QRT having 10 members is annexed for reference.
Attend training/ refresher courses how to respond after receiving of any information related
to disaster/ emergency. For the training of QRT members on First Aid and Searc h and
Rescue, the department will link up with ATI and SIRD
QRT should be made familiarize with SOP/ ESF/ DM plan of the department as well as
State DM plan and also about their roles and responsibilities
QRT should involve in preparation and periodic updation of plan, by incorporating their view
and suggestions for better effectiveness of the plan.
Organize mock drills minimum twice a year as per the suitability of the department. The
department will finalize/ fix up the dates of mock drill to be conducted. The date of
conducting mock drill will vary from department to department as per the general
involvement to the disasters.
After the mock drill, the department will evaluate the performance of QRT and effectiveness
of the Dept. DM plan and accordingly update the plan.
The department needs to plan to depute officials for the purpose or to plan new
recruitment of official if needed.
During disaster, the department may need additional man power to handle the situation
effectively. In this regard the department to plan to mobilize human resource support in
coordination with other line departments or outside agencies/ NGOs/ communities.

Testing, Review and Updating of the Departmental Plan

This section will outline the testing of the plan in terms of Mock drills or Table Top
exercises of the Plan. Mock drill will see whether the information given in the plan can work
effectively during a time of crisis or not. This will also enhance the efficiency of personnel who
will be involving on various activities as per the plan. It is suggested to conduct mock drill twice
in a year for which the department needs to fix two dates. The mock drill may be conducted
within the department and in coordination with the State Nodal Agency. Sometimes the mock

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drill also organized in combination with the other line department for sectoral responses and
based on the finding there has to be a fix timeline for review and updating the same.
Annexure:
The department needs to provide additional/ detailed information with annexure as
suggested below. But these are not limited as suggested.
a. Important emergency telephone/ contact number and address.
b. List of resources (man power, materials, equipment etc.)
c. Rules, policies (techno legal guidelines) , government orders etc. which are rel ated to
disaster management
d. Formats
e. Maps
f. List of agencies within the department
g. List of field level offices and contact details
h. Checklists

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Annexure -X
Checklist for DM/Deputy Commissioner for Disaster Preparedness in the District
Activities (Y/N) Remarks
Institutional Strengthening
Whether DDMA is functioning on quarterly basis
Whether district DM Cell, district nodal officer and Dept. Nodal
Officers have been identified and oriented
Whether the DM activities are delineated and assigned to the
concerned
Officials
Awareness
Whether regular awareness programme organized at all levels
Whether resource materials in CD/ DVDs shared with
ADC/SDMs/BDOs/
Schools/ Panchayat/ Depts
IEC materials like posters, hoardings handouts, resource materials
prepared/ collected and shared with ADC/SDMs/ BDOs/ Schools/
Panchayat/ Depts
Whether line Depts like health, education etc. incorporated disaster
safety components in their awareness programms.
Whether flood awareness programme conducted at all levels in the
district
Whether print and electronic media been involved for dissemination
of warnings, awareness to the public
Whether Dy. Commission / ADC/ SDM/ BDO given flood/ flash flood
preparedness talk in radio/ DDK etc.
EOC (Control Room)
Whether District EOC is functioning round the clock
Whether other control rooms like hospitals, police, fire service,
water resource, CWC linked up with the DEOC.
Whether OIC-DEOC identified and his/her contact no. shared with all
stakeholders
Whether four digit telephone (1077) and IP phones other than the
normal telephone installed in DEOC and publicised

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Whether weather report, rainfall info, river flow info etc.are being
received from IMD, CWC, Water Resource Depts. on daily basis
Whether the DEOC has communication redundancy (telephone,
wireless phone, VHF, UHF, IP phone, internet, mega phone, mobile
phone)
Whether daily situation report is being sent to SEOC
Whether the DEOC receives daily weather report from IMD by email/
fax/ phone
Whether the district level hazard and risk maps, maps showing
resources, equipment, safe shelters etc.available and displayed in
EOC
Equipment
Whether the equipment available in the district have been physically
tested

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ANNEXURE-XI
Format for Helipads/Landing Grounds in Goa

Sl/No. Name of Co-ordinates Size (length x Altitude Remarks

helipad /landing breadth) (Metres)
Latitude Longitude
group (Metres)
(A) NORTH GOA DISTRICT
1.
2.
3.
4.
5.
(B) SOUTH GOA DISTRICT
1.
2.
3.
4.
5.
6.
7.
N.B. - Accuracy of co-ordinates and latest status & condition of helipads/landing grounds to be
ascertained before conduct of flying operation by any operator. Details of helipads collected from
Deputy Commissioners and Public Works Department, Government of Goa.

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Annexure-XII

Mock Drill - Concept and Process

What is Mock drill?

It is process
- To get acquainted with a plan prepared for the specific purpose.
- To evaluate the practicability and suitability of the plan.
- To get prepared for any on to do situations.
Where?
The concept has been used by the Armed forces/ Para Military Forces.
It is needed because;
Perfection/accuracy is need to save loss of life and property.
In war there is no second chance, means kill or get killed.
War Fitness.
To get acquainted with situations, mass destructive weapons and commands.
Why mock drill in Disaster Management?
To achieve accuracy for saving lives and property.
To make Response more cost effective.
To minimize response time.
To create trained manpower to deal with disasters.
Awareness generation leads to acceptance by the community.
To evaluate suitability/ practicability of the DM plan.
To get acquainted with the roles and responsibilities.
Requirements
A complete Response/ESF plan
Incident/ event
Managers/ Teams
Venue/ place of occurrence
Any fixed date
Organizers
Observers/Evaluators/ experts from external agencies.
Documentation team.
Process
Meeting of the DMC members/ command heads.
Discuss and draw a plan for mock drill.

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When, where, on which event, area of coverage, process of documentation, delegation of

responsibility to organize etc.

Discuss on the response plan of each team.

DMTs to be ready with all necessary equipment, stationary and check list for the drill.
Finalize duration for pre, during and post disaster activities.
Inform the community people in advance and ensure their participation.
Make security arrangement for the location where the drill has to be conducted.
Verify all the arrangements on the presiding day.
Discuss details of mock drill plan with the expert team in advance.
Organize the drill as per the plan.
Important points
Give your 100%.
Get involved seriously.
Community around should be informed about the drill to avoid panic.
Follow the plan.
Stick to time.
If possible record the drill with the help of Video Camera.
Discuss the comments given by the experts and rectify the plan.
Share report of the drill with others.
Plan for a next drill.
Link the drill with the local festivals/ functions.
Do not use the term "Drama"
Invite nearby Village DMC members to see the entire process.
Involve all the institutions in and around the village.

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References:
1. National Disaster Management Plan-2019
2. Goa Disaster Management Rules_2008_Official Gazette Government of Goa
3. Statement on Climate for the State of Goa: 2023 IMD Pune
4. Forest Survey of India (Ministry of Environment, Forest & Climate Change)
5. Disaster Management Plan-2020 of the Directorate of Animal Husbandry & Veterinary Services,
Government of Goa.
6. Bhatla, Rajjev & Verma, Shruti & Pandey, Ritu & Tripathi, A. (2019). Evolution of extreme rainfall events
over Indo-Gangetic plain in changing climate during 1901–2010. Journal of Earth System Science. 128.
10.1007/s12040-019-1162-1.
7. Phases of Disaster Management_AkitaBox
8. UNDP, Sustainable Development Goals, https://www.undp.org/content/undp/en/home/sustainable-
development-goals.html (accessed Sep 20, 2019)
9. Integrated monitoring of the global targets of the SFDRR and SDGs ,
h_ps://www.preven_onweb.net/sendaiframework/sendai-framework-monitor//common-indicators
10. Kerala State Disaster Management Plan.
11. Arunachal Pradesh State Disaster Management Plan
12. District Disaster Management Plans of North and South Goa Districts
13. Forest Fire Report of Goa Forest Department
14. Departmental Disaster Management Plan of AH&VS Goa
15. Web Dynamic Risk Composite Atlas -Web DCRA
16. National Guidelines on Incident Response System
17. Guidelines on Constitution and Administration of the State Disaster Mitigation Fund (SDMF) based on the
recommendations of the Fifteenth Finance Commission 2021-22 to 2025-26
18. Guidelines on Constitution and Administration of Preparedness and Capacity Building Funding Window
under National Disaster Response Fund (NDRF) and State Disaster Response Fund (SDRF)

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