what is bibliography for disaster management project

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Class 9 SST Project Work On Disaster Management

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Disaster Management Project

As part of the CBSE 2024–25 syllabus, students are required to prepare and submit Class 9 Social Science projects on disaster management. Educart has created a special page filled with inspiring ideas for various parts of this project.

Here, you will find creative cover page designs, well-designed acknowledgment pages, and even complete project files (in video form) showcasing the top projects on disaster management from previous years.

what is bibliography for disaster management project

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Project Structure

The index, also called the Table of Contents, usually comes after acknowledgment. It contains the main heading of the topics arranged in a sequence. Here is an example for reference purpose.

Start your class 9 SST project on disaster management by providing a brief introduction and overview of disaster management. Define disaster followed by the definition of disaster management. Use the following reference to understand the meaning of disaster management, and write the intro part of the project.

https://www.undrr.org/terminology/disaster-management

https://nidm.gov.in/PDF/Disaster_about.pdf

https://publichealth.tulane.edu/blog/what-is-disaster-management/

https://www.iwapublishing.com/news/disaster-management

Explain why disaster management is important given India’s diversified climatic conditions. Explain natural catastrophes such as earthquakes, cyclones, floods, droughts, etc.

https://publichealth.tulane.edu/blog/disaster-management-cycle/

Write two different types of natural and man-made disasters, along with examples.

3.1 Natural Disasters

Start with the definition—Natural hazards are environmental events that can affect societies and the human environment. They are different from man-made hazards. For example, a flood caused by changes in river flows is a natural hazard, while a flood caused by a dam failure is a man-made hazard.

Now, describe various natural disasters and their impacts. Quote a few, e.g., of natural disasters like:

Earthquakes
Hurricanes/Cyclones
Volcanic Eruptions
Avalanche, etc.

https://hazards.fema.gov/nri/natural-hazards

3.2 Man-Made Disasters

Next, write about man-made disasters, how they are caused, etc., along with quoting a few examples, like:

Industrial Accidents
Nuclear Disasters
Environmental degradation

https://sdma-arunachal.in/manmade-disasters/

Mention the vulnerability profile of India, discussing the States and Union Territories that are disaster-prone. Describe all the factors, both natural and man-induced, responsible for the vulnerability of these states.

https://iasscore.in/data-story/vulnerability-profile-of-india

https://www.drishtiias.com/to-the-points/paper3/disaster-management-i

Write about the two worst disaster cases in India that impacted the lives of millions of people. Mention the following two:

5.1 Natural Disaster: 2004 Indian Ocean Tsunami

5.2 Man-Made Disaster: Bhopal Gas Tragedy

https://recovery.preventionweb.net/collections/recovery-collection-2004-indian-ocean-earthquake-and-tsunami

Define what disaster risk reduction is, write about all phases and also describe the disaster management cycle.

6.1 Phases of Disaster Management

Under this topic, describe the key phases of disaster management i.e., the pre-disaster phase, the disaster phase, and the post-disaster phase, and mention all the key components of this phase.

Preparedness
Rehabilitation

https://home.akitabox.com/blog/4-phases-of-disaster-management/

6.2 Disaster Management Cycle

Mention various national and international bodies and their role in disaster management.

National Disaster Management Authority (NDMA)
National Disaster Response Force (NDRF)
United Nations Office for Disaster Risk Reduction (UNDRR)

Mention the Disaster Management Act of 2005. Highlight the key points and explain how the act is beneficial in disaster management.

As technology develops, so does its application, and it has not left any field unaffected. So, describe how technology helps predict, prepare for, and respond to disasters. Provide examples of technologies used in disaster management, such as early warning systems, GIS mapping, and communication tools.

https://www.drishtiias.com/blog/tech-driven-disaster-management-changing-the-game

Other Measures to Prevent Disasters

Write some of the measures that should be taken to mitigate disasters, for eg:

Disaster resilient infrastructure
Climate Change Adaptation
Environmentally Sustainable Development
Risk Assessment and Vulnerability Mapping
Urban Planning and Development

https://www.nextias.com/blog/disaster-management/

Once you have written down all the important points in your disaster management project for class 9, you should summarize the key points discussed in your project and highlight the importance of effective disaster management for community resilience and safety.

The last page of your project should be a bibliography. Here, you have to provide a list of sources you used for your research, whether books, websites, articles, or any other relevant materials.

Below is the list of references used to provide you with all the important information on the disaster management project for class 9. This might be useful for you, so please do check this out.

https://www.iwapublishing.com/news/disaster-management

https://iasscore.in/data-story/vulnerability-profile-of-india https://ebooks.inflibnet.ac.in/geop15/chapter/issues-and-challenges-in-disaster-management/

Explain the main difference between natural and man-made disasters with examples?
How many phases are there in Disaster Management cycle?
What measures can be taken to improve disaster preparedness in communities?
Describe the role of government agencies in disaster mitigation.
What are some challenges faced during the response phase of disaster management?

Examples: Cover Images

Here are a few cover page ideas for the disaster management project for class 9.

Examples: Acknowledgement / Index page

Have a look at few creative examples for your project acknowledgement and Index Page.

Videos: Topper Project Files

Here are some video links to inspire your disaster management project.

Project Idea- Video 1

Project Idea- Video 2

Project Idea- Video 3

Project Idea- Video 4

Pdfs: full projects.

Download full project PDF of disaster management file for CBSE class 9

Sample Project 1

Sample Project 2

Sample project 3, sample project 4, sample project 5, sample project 6, other projects.

<red> → <red> SST Social Issues Project for Class 10

<red> → <red> SST Sustainable Development Project for Class 10

<red> → <red> SST Consumer Awareness Project for Class 10

Mathematics (Standard)
Mathematics (Basic)
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English Core
Mathematics
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Applied Maths
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10 Year Solved Papers
Class 10 Science
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Math Standard
Computer Applications
Class 12 PCB Combo
Class 12 PCM Combo
Entrance Exam
K-8 Raspberry Solutions
K-8 Kiwi Solutions

Emergency and Disaster Management

Articles, Reports, & Multimedia
Statistics & Data
Public Opinion
Demographics
APA 7th Edition
Research Methods This link opens in a new window

Literature Reviews

Annotated bibliographies, writing the literature review, matrix for organizing sources for literature reviews / annotated bibliographies, sample literature reviews.

A literature review is a synthesis of published information on a particular research topics. The purpose is to map out what is already known about a certain subject, outline methods previously used, prevent duplication of research, and, along these lines, reveal gaps in existing literature to justify the research project.

Unlike an annotated bibliography, a literature review is thus organized around ideas/concepts, not the individual sources themselves. Each of its paragraphs stakes out a position identifying related themes/issues, research design, and conclusions in existing literature.

An annotated bibliography is a bibliography that gives a summary of each article or book. The purpose of annotations is to provide the reader with a summary and an evaluation of the source. Each summary should be a concise exposition of the source's central idea(s) and give the reader a general idea of the source's content.

The purpose of an annotated bibliography is to:

review the literature of a particular subject;
demonstrate the quality and depth of reading that you have done;
exemplify the scope of sources available—such as journals, books, websites and magazine articles;
highlight sources that may be of interest to other readers and researchers;
explore and organize sources for further research.

Disaster Management: A State-of-the-Art Review

Submitted: 17 June 2020 Reviewed: 13 October 2020 Published: 12 November 2020

DOI: 10.5772/intechopen.94489

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From the Edited Volume

Natural Hazards - Impacts, Adjustments and Resilience

Edited by Ehsan Noroozinejad Farsangi

To purchase hard copies of this book, please contact the representative in India: CBS Publishers & Distributors Pvt. Ltd. www.cbspd.com | [email protected]

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Disaster management involves the pillars of emergency management: planning and preparation, mitigation, response, and recovery. Emergencies are serious events that threaten health, life, and property and can be managed within the capabilities of the affected organization. Disasters, on the other hand, are hypercomplex emergencies, requiring resources not immediately available. Disaster management follows the principles of emergency management, and emphasizes flexibility, collaboration, and teamwork. Lack of resources will challenge people and organizations both in effects of disasters and the ability to manage them. Poverty, climate change, governance, and education are foundations to improve capacity. Hospitals play an important role in disaster response and can prepare accordingly. Plans, to be effective, must be implemented through appropriately-targeted exercises. Building on an all-hazards approach, to more hazard-specific considerations can improve disaster preparedness as well as day-to-day efficiency. Disaster management is complex and crucial. These principles are explored through the fictional tale of Tucci1, a coastal city in the worst flood anyone can remember. Well, almost anyone…

natural disasters
emergency management
disaster management
disaster training

Author Information

Jared bly *.

University of Alberta, Canada
Royal Roads University, Canada

Louis Hugo Francescutti

Danielle weiss.

Northern Alberta Institute of Technology, Canada

*Address all correspondence to: [email protected]

1. Introduction

“Well, this is a disaster” said Jojo, the 19 year old apprentice to his mentor, Raj. They were pulling in the fishing nets near the usually beautiful seaside village of Tucci, now dull and grey and partly under water. The nets were heavy with debris from the churning sea. Raj grunted a mirthless laugh. “No. This is just a hard day of work. Tomorrow will be the disaster.”

Then the old man added, “unless it stops raining, the bridge stays above water, the power line’s fixed, and we have enough sandbags for everyone to keep their houses from washing away.”

It wasn’t totally exaggerated. The rain had been the worst in decades. Many homes in the low-lying village were already flooded. Those that were a little higher than the rest were already overcrowded with friends and relatives who’s houses were in a foot or two of water. And the bridge, the only land access to the village, was visible only as rail posts marking a dotted line through the sea between the village and the green foothills.

Disasters require both a potentially harmful event and a component of vulnerability [ 1 ]. If an event overwhelms local response capacity, whether by insufficient material resources or by inadequate social systems or structure, outside help is needed. This is a disaster. Thus the magnitude of an event that causes a disaster will vary by organizational capacity. Many of the natural events described elsewhere in this textbook (earthquakes, tsunamis, etc.) create disasters. An earthquake in a remote, uninhabited area might be called a natural disaster, but it is not truly a disaster if people are not severely impacted. Disasters occur at the interface of nature and civilization [ 2 ].

Emergency management is usually described in terms of planning, mitigation, response, and recovery. As we move along the spectrum of severity, from emergency to disaster, the same principles apply, with an emphasis on adaptability and collaboration. Specific to hospital disaster management, contextual issues such as triage, decontamination, and patient care are built upon a general and pervasive approach to disaster readiness. In resource-poor environments, the challenge is magnified as the impacts of natural disasters are greater, and the ability to respond and recover less. Education and training will be most effective if methods match the objectives. With all the uncertainty therein, training for disaster must include establishing relationships between organizations and allowing for flexibility in the face of events that can be predicted but never fully anticipated.

Not every windstorm, earth-tremor, or rush of water is a catastrophe…So long as the ship rides out the storm, so long as the city resists the earth-shocks, so long as the levees hold, there is no disaster. It is the collapse of the cultural protections that constitutes the disaster proper. ([ 3 ], p. 211)

2. Definitions

From crisis to catastrophe, emergency to disaster, there is a spectrum of events that may threaten people and organizations. Not just the event, but the characteristics of the affected population define disaster. Risk and resilience are opposing forces that must be considered with disaster management.

2.1 Emergencies

Disasters and emergencies differ in quality and magnitude but are often and inaccurately used synonymously. “Disasters are not just ‘big emergencies’” ([ 4 ], p. 293). Emergencies are time-sensitive, potentially harmful events that put life and well-being at risk. Resources are available at the local level to prevent, mitigate, or minimize the harm, and a single responding organization is responsible [ 5 , 6 ]. Local resources, as a variable in the equation, can affect what constitutes an emergency, and what goes beyond. An event of the same magnitude, in locations or situations with different capabilities and resources, may be managed within the organization (emergency) or need outside help (disaster). An example in a health care context might be a car crash involving one or two seriously injured people requiring prompt medical investigations and treatment, assuming the facility is equipped to deal with such an event.

2.2 Disasters

Disasters are sometimes considered “hypercomplex emergencies” or “major emergencies” involving multiple people at risk of harm, multiple jurisdictions responding, and resources that are not immediately available locally ([ 5 ], p. 8; [ 7 ]). Coordination between agencies, many of whom have no prior relationships, becomes a challenge [ 5 ]. Plans for resource utilization must change when those resources are overwhelmed [ 8 ]. Preparations, planning, and training at the local level, within the abilities and available resources of a single agency, do little to prepare for disaster.

Crisis is a more generic description. A crisis is a “critical event or point of decision which, if not handled in an appropriate and timely manner (or if not handled at all), may turn into a disaster or catastrophe” [ 9 ]. We use the word crisis , then, nonspecifically, as an emergency event that has potential to evolve; emergency as time-sensitive event with potential harm; and disaster as an event larger and more harmful than an emergency, with many people at risk, and where management requires resources outside of the responding organization or department.

2.4 Catastrophe

The word catastrophe , more severe than a disaster, completes the spectrum [ 5 ]. Many variations of the definition exist, but all suggest a magnitude of harm and inadequacy of response capabilities beyond what would be considered disaster [ 1 ] ( Figure 1 ).

Spectrum of crises.

The school gymnasium was packed with wet bodies. A kind of bored panic filled the air. After all, what more could they do but wait for the worst the storm threw at them and then pick up the pieces when it blew itself out?

“Thanks for being here, I know it’s been hard for everyone. And there’s still lots of work to do to clean up after yesterday’s catastrophe” said Ros, the town’s mayor, referring to the wind that had blown off parts of a few roofs, and torn off a main limb of the biggest cedar in town, crushing a corner of J. Z.’s corner store.

Ian spoke up, “we can’t worry about yesterday’s fiasco. We gotta think about the crisis we’re gonna be in tomorrow if the power’s not back. Then it will be a real emergency!”

Our first thought when we think of a hazard will often be an event—earthquake, flood, or fire. But only thinking in terms of characteristics of the event — windspeed, the size of tsunami wave, the magnitude of an earthquake, etc. — is to neglect a critical component. To become relevant to disaster management, nature must collide with human activity [ 10 ]. Hazards can be quantified simplistically as the probability of an event occurring, causing harm [ 11 ]. And there is no separating hazard from risk and resilience [ 12 ]. So the hazard is the oncoming storm and the potential for harm to the village it approaches ( Figure 2 ).

Hazard, risk, and vulnerability illustrated.

Risk is connected choice and probability [ 11 ]. Choice by the decisions we make. We build in flood zones, we develop seaside resorts, and we ignore all but the most active fault lines when looking at real estate. We buy fire insurance or not. We upgrade the old building to comply with seismic billing codes or not. We run disaster drills or not.

Probability is the other face of risk. Risk is an abstract concept, forever in the future, always uncertain.

Risk is a complex and, at the same time, curious concept. It represents something unreal, related to random chance and possibility, with something that still has not happened. It is imaginary, difficult to grasp and can never exist in the present, only in the future. ([ 11 ], p. 47).

2.7 Vulnerability

Vulnerability will create harm from the hazard. A predisposition to be harmed, intrinsic to the organization or organism is its vulnerability [ 11 ]. Poverty, age, gender, racial identification, geography, and many social, economic, and political factors are all parts. The vulnerability can accumulate until recovery is complete [ 12 ].

2.8 Resilience

The ability to adapt is central to an organization’s ability to resist and rebound from disaster [ 13 ]. Resilience is woven through all aspects of disaster management—from preparation through mitigation, response, and recovery [ 12 , 14 ]. Resilience alters the disaster threshold. The more resilient a system, the more harm can be absorbed before the system is overcome [ 13 ]. More resilience means less susceptibility to disaster.

3. Emergency management

Preparation and planning, mitigation, response, and recovery are the basic principles of emergency management [ 15 ]. It is called emergency management, but should really be called disaster management. Necessarily limited to first responders, the title emergency management gives an illusion of control that makes it both “a misnomer and an oxymoron” ([ 16 ], p. 5). Regardless of the size of the event’s magnitude, management includes all those efforts before, during, and after to minimize physical, social, and economic damages. Both planned and improvised actions should be included [ 16 ].

Preparation occurs before the disaster and includes preventative measures [ 17 ]. Disaster preparation, then, can also raise the disaster threshold if the disaster is thus avoided. At least, effects are minimized through planned measures. In our example settlement, prevention of a storm may not have been possible, but prevention of harm was through city planning, weather warning systems, and flood-resistant housing and infrastructure. Food and fuel stores could only be built up before the flooding.

Mitigation also includes a component of prevention but is closer to the event than planning. Anything to minimize harms that are not prevented could be considered mitigation. This can be through the reduction of the effects of the hazard, vulnerability of those affected in harm’s way. In Tucci, they could build up walls of sandbags to protect their homes. They could moor their boats securely. They could evacuate, or they may have been able to if they had made adequate plans and preparations. Clearly, all these components are intricately connected.

The response may be what we typically think of when we envision a disaster. This is the responders—firefighters, paramedics, police, military, municipal forces, and volunteers—dousing the flames, treating the wounded, rescuing the stranded, and searching for victims.

Recovery entails returning, rebuilding, restoring. It is regaining a sense of normalcy, if not returning exactly to the pre-disaster state. Tucci will never be the same. The coastline will be altered. Attitudes may change forever. Lives may be lost. Houses will have to be repaired or rebuilt. Few residents will rebuild their houses exactly as they were before the storm. Recovery should focus on learning from the disaster and improving those liabilities made apparent by the wind and waves. This applies not only to the repairs to physical structures but to emotional health and economic stability.

3.1 From emergency management to disaster management

Preparation, planning, mitigation, and recovery are all important management principles for crises of any magnitude. As complexity increases towards disasters, we focus on the response at the front lines. This is because this phase sees the most variation and inconsistency [ 18 ]. On the front and back ends, in planning and recovery, the skies are clear. There is time to think. Not so in response. The response is the result of planning and facilitates recovery. To be prepared for an emergency should be routine. Preparedness for a disaster does not automatically follow.

By definition, local resources are sufficient to respond to an emergency. When these resources are overwhelmed, either by supply (nature of the event) or demand (response capabilities), the situation is a disaster ([ 19 ], Ch1). Outside help is needed. Intra-agency communication and coordination are required, usually without the benefit of established relationships and protocols. As complexity increases, more emphasis must be placed on flexibility and coordination between teams.

When the crisis moves from emergency to disaster, flexibility becomes increasingly important in planning, preparation, and response. In disaster planning, people should be prepared not to respond to specific circumstances, but to be able to adapt to the unanticipated. Training for disaster, then, ideally trains flexibility, communication, and the ability to work across organizational boundaries [ 20 , 21 ]. Some structure is necessary to create the ability to adapt the structure to the situation. Brandrud’s [ 22 ] description of their successful system is excellent: “…[the] written preparedness and response plan was structured just enough to remind the health professional of their role and task, yet flexible enough to enable them to release their creativity to improvise solutions” (p. 811).

“Anyone got a charger?” The question was becoming a little repetitive. At first, the people that asked this were given sympathetic smiles and apologies. Now, if anyone dared ask, it was only met with grunts and grumbles. Part of ‘the plan’ involved keeping in touch with people by cell phone. There were only a handful of people who still had any battery life left on their phones, and no one had reception.

All but a few of the townspeople were crammed into the school for the night. It was loud. Fifty quiet conversations, a few crying babies, the howling wind, and the incessant rain added up. And the air was thick with sweat and sewer (the toilets had all overflowed). A dozen people were standing in a circle in the middle of the gym, sorting through a pile of walky-talkies.

The side door flew open with the outside coming inside, and a group of bodies in rain gear, dripping from head to toe. It was a crew from Uah, an even smaller town down the coast. They had got their whole village out last week and came here on a few all-terrain vehicles to lend a hand. Apparently, there was a team coming from the city to take everyone out. If the rain ever stopped…

Crisis standards of care are a reflection of the flexibility needed to respond when resources are lacking for the situation’s need [ 23 ]. The same standards employed in day to day operations, or even in an emergency (when an organization has the capability to manage it), will consume valuable assets (time, supplies, personnel, cognition) when the system is asked to perform beyond capacity. Awareness of the difference between disaster standards and the standards applied to usual operations will facilitate effective disaster planning and response ( Figure 3 ).

Principles in management when emergency becomes disaster.

3.2 Disaster management: resource poor environment

Natural hazards alone do not result in disaster, but rather the vulnerability of the populations of countries impacted [ 24 ]. The complexity and chaos of disasters make management challenging in many ways. Even the best plans will be unable to address each difficulty encountered in a disaster [ 25 ].

Resources are defined as the organization’s fundamental financial, physical, individual and organizational capital attributes [ 26 , 27 ]. In resource-poor environments, the challenge is greatly magnified. The environments most often impacted by a lack of resources are those of a lower socioeconomic status. Poverty and disasters are strongly associated [ 19 ]. Developing countries are repeatedly subject to disasters resulting in reduced or negative development [ 19 ].

There was a lot of talk about fixing houses, repairing roads, upgrading the bridge. People didn’t want to talk about the deeper issues. Most would never be able to afford anything more than patching the holes. Someone brought up the idea of building up on the hillside where the waves couldn’t reach. But that was so utterly inconceivable. How would they build a new town if they couldn’t even build new houses? Some would have to leave. Hard to live in a fishing village if your boat got washed away and you got no other way to make a living.

More impoverished communities are more vulnerable to natural disasters due to a mixture of social, political, cultural and economic factors [ 28 ]. Residents within these poorer communities tend to live in environments more prone to hazards such as rural areas with limited access to resources. The reduction in resources results in a more extended reconstruction period and can further delay developmental lag [ 19 ]. For example, in 2001, both El Salvador and the United States were hit by earthquakes, resulting in $2 billion in damages [ 19 ]. Although the same monetary value, the impact on each country’s economy varied drastically. This $2 billion in damages had minimal impact on the U. S. economy, whereas, in El Salvador it resulted in 15% of the countries GDP [ 19 ]. These financial setbacks to developing countries can create a cyclical impact of further delayed development lag and economic growth.

Beyond the economic impacts, developing countries also face higher casualty rates. Over 96% of disaster-related deaths in recent years have taken place in developing countries [ 29 ]. Disasters may bring about harm to poor, developing countries in many ways beyond death, injury and destruction [ 19 ]. Some of the numerous examples include an increase in crime due to poverty and desperation, damage to schools leading to longterm impacts on education and further employment, destruction to hospitals which increase the vulnerability of disease, and the impact to vital infrastructure such as roads, bridges and airports, which may take years to rebuild and further impact resource access [ 19 ].

For meaningful disaster preparedness, the focus must be on improving availability and access to resources. This improvement should be a continual improvement effort to implement these resources to the area permanently. This implementation will help to support improvement to the quality of life to those impacted and decrease the inequity of resources and support when faced by disasters. Improved governance, combined approaches on all government levels, empowering communities, assessing vulnerability, ensuring access to quality information, and increasing the resilience of livelihood and infrastructure within these environments will reduce poverty and increase the quality of life [ 29 ].

Climate change and sustainable development both also influence the frequency and severity of disasters, particularly in resource-poor countries. Climate change, and irresponsible use of natural resources such as deforestation, make the environment more susceptible to hazards and disaster [ 30 ]. Disasters related to natural hazards, such as floods, storms and earthquakes, have significantly risen over recent years [ 30 ]. Such an increase in disasters is likely to further the frequency and severity of the impacts on the resource poor countries. Sustainable development is crucial to help reduce this burden.

3.3 Hospital disaster management

Disasters are easily forgotten. The unfortunate truth is that the longer the distance in time and space from disasters, the less influence they have on preparedness and planning [ 31 ]. This is especially relevant to hospitals because of a number of other interactions. Perception of disaster preparedness is often quite different between planners and frontline workers, the latter decidedly less optimistic about the facility’s state of readiness [ 31 ]. And the pressures and problems of everyday operations can easily push aside concerns for an unforeseeable event. The attitude of disaster preparedness needs to pervade all aspects of the organization in the face of so many unseen but real hazards [ 32 ].

Specific hospital management principles include, but are definitely not limited to, vulnerability analysis, communications, triage, surge capacity, psychosocial effects, and medicolegal issues [ 31 ]. Hospitals must consider the disaster and its effects not only on a massive influx of patients but on existing patients, as well as health care workers in and out of hospital [ 33 ]. Patient care may be complicated and compromised by issues of security, chemical or biological exposure, and capacity for definitive care [ 29 , 34 ].

Typically, an ‘all-hazards’ approach is employed as a basis of preparation for crises of any nature. More advanced preparedness will be tailored to specific hazards [ 30 , 35 ]. We cannot plan for every possibility, especially not every extreme and infrequent event covered in this textbook. Plans must be broad enough to allow adaptation as needed [ 22 ]. If plans are too narrowly focused the preparation may be ineffective. Flexibility is key.

Good thing we made it out when we did, although, an hour earlier would have been ideal. The leak that had been dripping constantly in the west corner of the gym turned into a stream, then a river, then the storm outside as the tiles gave way. The sick and the injured were evacuated first, down to Mayor Ros. Raj and me came on the last load. The hospital at Alec wasn’t used to a hundred people at all, much less all within a couple hours. It was hard to tell who was who - doctors, nurses, housekeepers — might have been the president of the hospital — who were finding blankets, mopping up the incessant streams of muddy water, handing out bottles of clean water, looking at cuts and bruises and sore throats.

Hospital disaster planning has important ramifications for capacity-building. That is, the threshold for disaster, an event that overwhelms local abilities, is intricately connected to capacity. “If a disaster is defined as an event that outstrips the organization’s ability to deliver healthcare, preparedness is a method of “vaccination,” raising the threshold not only in disaster periods but also in normal day-to-day function” ([ 31 ], p. xi). Disaster preparation is capacity-building.

Disaster preparedness is also about building networks. Again it comes back to the definition of disaster that requires help outside the immediately-affected organization. Coordination and communication between agencies are important in the success or deficiency of disaster response [ 23 , 31 , 36 ]. Establishing and enhancing relationships between organizations cannot be done in the moment of need. This should be a high priority for any organization in this time of global connectedness. Whether for a hospital, a nation, or a single-family, Alexander’s [ 32 ] words for current and future emergency managers applies here: “Nothing can substitute for personal relationships” ([ 32 , 37 ], p. 10).

The worst possible outcome of preparedness activities is to engender complacency. A “paper plan syndrome” refers to passively placing confidence in a document detailing a facility’s readiness ([ 35 ], p. 3). Written plans do not obviate problems [ 33 , 38 ]. To be effective, training needs to be continuous, team-centred, and at least as far as disasters go, focused on the non-technical aspects of working in teams [ 22 ]. They have to use existing resources and include the possibility of the loss of these resources. The loss of electrical power is particularly important to consider. Our increasing reliance on technology is a modern blessing in times of peace and a serious susceptibility when things are bad [ 12 ].

4. Training

Plans are only ‘fantasy documents’ if they have no real implementation through training ([ 39 ], p. 2). Exercises also may only be preparation in fantasy if not implemented conscientiously. When planning disaster training exercises, we should consider our purposes. Is the intent to expose participants to the disaster response plan or their roles in the organizational structure? Is it to test the implantation of the response plan, to expose its weaknesses and oversights? This is often the objective, intended or not ([ 40 ], p. 277). Evaluation and improvement of disaster plans may be a useful objective if that is the need [ 31 ]. But simply observing shortcomings does not itself remedy them. Lessons “identified” does not mean lessons “learned” ([ 40 ], p. 280) Is the intent to learn from or improve collaboration with other agencies? Is the intent to improve decision-making and specific skills? These are all valid objectives and need to be determined to meet the organization’s needs, lest any coincidental success be wrongly attributed to ineffective plans [ 41 ]. Disaster training should focus on adaptability. “Exercises and training on how to be creative and imaginative under such circumstances would be more useful than detailed disaster plans” ([ 25 ], p. 376).

A month later…

“We just need to stick to the plan next time,” Jan said, the last part sounding like a question. The storm was a memory like a bad dream. The town meeting, those who were left, was about getting ready for the next one.

The plan was new to almost everyone. Ros dug up some dusty old binder a few days ago. Too bad it made it, untouched, through the storm. It was full of detailed instructions about houses reporting to block leaders, block leaders reporting to councillors, councillors to the mayor, the mayor to the assistance team that was supposed to come from Alec, the capital city. Only thing was, households were all rearranged, trying to find somewhere dry to sleep. The block leaders didn’t even know who they were, the mayor didn’t have any councillors, and the team, well, not sure there ever was one.

4.1 Barriers to effective exercises

Disaster exercises may not accomplish what is intended during their design [ 20 ]. Excessive complexity, targeting the wrong audience, and unforeseen social psychological effects are some of the problems that can impair the efficacy of disaster education.

Complexity. More complex does not mean better when it comes to training exercises [ 21 ]. Thinking that testing more skills will improve more skills, stressing more processes will improve more processes, and designing more complex scenarios will enhance a greater repertoire of individual and systemic responses is flawed. The opposite can occur. Complexity can obscure the purpose of the exercise, lead to passivity among participants, and decrease collaboration [ 42 ]. Complexity can also interfere with learning [ 20 ]. Complex responses may be better trained by simple exercises. The goal is internal complexity with external simplicity (Loveluck cited in [ 21 ], p. 423).

Leaders versus participants. Many exercises benefit the designers and facilitators more than the participants [ 20 , 21 ]. This may be effective when that is the goal. Some exercises explicitly target leaders and not participants [ 43 ]. But often, the intent is to train participants. Even when that is the stated objective, participants may not see it that way [ 44 ]. Facilities and educators may not be training who they hope to train. It is important to consider who the exercise is for, and who is actually benefitting.

Social psychological. Recognizing that crisis simulations are meant to evoke some stress in individuals and organizations, some researchers have examined the adverse social and psychological effects of exercises [ 20 , 43 ]. Sometimes “unintended consequences” of these effects can appear as a failure to participate when trainees fear evaluation from superiors ([ 20 ], p. 422). Supervisors giving feedback can reinforce incorrect behaviors if hierarchical relationships are ignored [ 20 ].

4.2 Benefits

There is no doubt that planning and training is key to disaster preparedness [ 41 ]. Disaster exercises are beneficial when objectives are clear, and debriefing is effective. When objectives are appropriate and align with needs, response capacities improve. Debriefing helps with this and with all aspects of learning and growth. The debrief is one of the most important parts of effective exercise.

Clearly defined objectives. Objectives should identify whether the purpose of the exercise is evaluation or training, individual skills or collaboration, crisis or emergency response. Experts commonly identify the need for objectives to guide disaster exercises [ 20 , 45 ]. Yet hospital exercises often do not include specific objectives [ 46 ] or have not clearly defined them [ 47 ]. Objectives help operationalize disaster training. That means we can identify what we wish to improve, measure to see if we have improved, and actually improve in the desired area [ 20 , 21 , 43 , 46 ]. In many cases, the method of training and objectives of an exercise is not complementary and do not create the conditions for improvement in operational capacities [ 46 , 48 ].

Disaster vs emergency, stability vs flexibility, training vs drills. Disasters and emergencies are different events and require different responses [ 21 ]. Training for emergencies requires drills, practicing being able to perform planned responses to anticipated events [ 20 , 42 , 51 ]. In a disaster, responses outside an organization’s policies and protocols are required [ 20 , 44 ]. Training for disaster ideally trains flexibility, communication, and the ability to work across organizational boundaries [ 20 , 21 ].

Collaboration. Disasters require interactions across and within organizations that is outside of usual lines of communication [ 20 ]. Collaboration, then, is key. Collaborative communication can help organizations recognize crises in the first place [ 49 ] and throughout the event. If there are barriers to effective communication across organizational boundaries, the response will be less timely, flexible, and effective [ 51 ]. We should prepare for the need to collaborate through practice working within new relationships and organizational structures [ 25 ].

Debriefing. “… the only reason for running a simulation is so that an exercise can be debriefed” (Thiagarjan cited in [ 20 ], p. 421). Debriefing is essential in order for learning to occur [ 20 , 49 ]. Debriefing helps accomplish objectives, be they developing plans, training existing skills, or learning new things [ 50 ]. Learning from an exercise increases with reflection individually and collectively [ 21 , 44 , 51 ]. The utility of an effective and adequate debrief cannot be underemphasized ( Table 1 ).

Questions to ask to make disaster training effective.

Seems like a dream. A dream I’d like to forget. I said as much to Raj, adding “won’t see another one like that for a hundred years.”

He was just shaking his head. “Forget this dream and it might as well be three days till the next one. Be the same dream all over again unless you keep this one in mind.”

5. Conclusion

Disaster management is challenged by the difficulty we have as people and organizations to think about future, uncertain events. The complexity and chaos of disasters further complicate the tasks of planning, preparing, and responding. The more complex the event, the more an organization must adapt and collaborate with other organizations. This frameworks of resource management in disasters will guide organizations in their disaster preparedness activities. We have touched on some applications of these principles to hospitals and resource-poor environments. From an accurate understanding of what constitutes a disaster, education and training will more likely be effective — directed to the right people, developing the right skills in the right places.

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I went with a fictional disaster to demonstrate the principles of disaster management for a number of reasons. 1. Any current disaster would soon be overshadowed by one more recent. 2. There are many people that would have a much greater understanding than me of any historical event. 3. Any real event risks being ‘foreign’ to people in other places. The story of Tucci belongs to no one, and so applies to anyone. I agree with Robert Fulghum who wrote" …myth is more potent than history" (The storyteller’s creed in All I needed to know I learned in kindergarten). JB

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Reducing Disaster Losses Through Better Information (1999)

Chapter: 4 conclusions and recommendations, 4 conclusions and recommendations.

The current “nonsystem” for providing information for disaster management is not effectively utilizing a wealth of information that resides with various organizations. Existing technologies could deliver to disaster managers important new information products that could save lives, reduce damage to property, and lessen the environmental impacts of natural disasters. Continued improvements in technology should help make information more widely, quickly, and reliably available—and at less cost. The current situation is characterized by numerous shortcomings that inhibit optimal decision-making for disaster management. The inability to access information and the lack of standardization, coordination, and communication are all obstacles that a disaster information network (DIN) could overcome. It is recommended that the Global Disaster Information Network (GDIN) Transition Team move ahead in planning for a disaster information network, taking into account the following conclusions from the present study:

The need for an improved information network and its potential benefits are clear. Chapter 3 establishes the need for an improved disaster information system. There can be no justification for continuing in the current mode of nonstandard disparate resources when available modern technologies would make their linkage into one system a relatively straightforward matter, with obvious potential payoffs in saving lives and reducing losses if the system is utilized effectively.
The foundations for an information network are already in place. While a significant undertaking, establishing a DIN would build on a substantial foundation that already exists. The most costly element of building the basic databases is well under way, and the community of users already exists. A network could be established initially by coordinating existing information resources and developing standards and protocols to ensure their reliability and usability and effectively linking with the user

The existing federal data-gathering and information programs (see Table 2-2 ) reflect an enormous investment of funds, mostly public, and the dedicated and sustained efforts of many investigators. These databases were derived from a variety of endeavors, including instrumental monitoring, field surveys, data compilations, and laboratory studies. Many of the efforts are of a continuing nature, as data are updated and phenomena are continuously monitored. Altogether, there has been, and continues to be, a very substantial investment of resources in developing and maintaining the databases used for disaster management.

Despite the importance of these databases, their utility is impaired by a host of problems deriving from incompatible formats, inconsistent geographic reference systems, conflicting standards, and other human-caused factors. Many of these problems could be resolved and the value and utility of the databases for disaster decision-making greatly enhanced through improved organizational and technological coordination with only an incremental increase in cost. It is clearly in the public interest to do this.

Recent advances in technology provide the mechanism for establishing a network. The Internet and high-speed telecommunications provide the necessary technologies for establishing an information network. Through the Internet, a DIN could be assembled by tapping data and information resources wherever they happen to reside worldwide. Thus, problems associated with assembling resources into a central repository are avoided, and the various organizations that developed the resources can each maintain their identity and roles in the larger system. Among the issues that require attention are determining which organizations need to be included; what datasets should be provided; who is responsible for establishing and updating links, maintaining the accuracy and currency of data, and preserving the data for long-term access; and what technical infrastructure is required at each site to accommodate increased traffic on the different systems.
Successful implementation of the DIN concept will require a commitment of resources from a broad spectrum of stakeholders. Although the costs of establishing a DIN would not be large compared with its likely benefits or the investments already made in developing data and information resources, maintaining a DIN would require additional expenditures and commitments from the organizations involved. Converting data

Successful implementation of a DIN will require a commitment of resources from a broad spectrum of stakeholders and sustained organizational and individual commitment of material, financial, and human resources by DIN users and providers. While resource capability varies and not all DIN participants may be able to commit material or financial resources, each has a professional obligation to actively commit human resources.

In order for the DIN to provide value-added services and products, it must be responsive to the immediate and future information needs of users. The critical prerequisite is systematic and continuous involvement of an information users' representative from the disaster management community in the design, development, operation, and maintenance of the DIN throughout its evolution. Involvement means establishment of a user/provider forum wherein information users and data providers openly discuss their capabilities and needs and together address each of the major natural hazards in the context of each of the four emergency management system phases (mitigation, preparedness, response, and recovery). Through the forum the needs of existing and new users could be defined through a taxonomy of user profiles that define the type, format, specificity, timeliness, and accuracy of disaster information desired for specific natural hazards.

Thus, through user/provider activities, opportunities for avoiding redundancy and reducing disaster management costs could be realized by

improved and better use of existing data collection and data management technologies in activities such as outreach programs and data-sharing cooperatives. An inclusive and ongoing user-provider interface is a prerequisite to the development of an effective DIN.
A major focus of a DIN should be on integration of various data types. One challenging aspect of a DIN would be to determine how data collected from a large and diverse group of providers can be linked so as to be presented in a meaningful and timely way to an even larger user community. Development of common interfaces can facilitate this process by integrating distributed information sources. Prospective information providers must also have incentives that attract them to this process. Interpretive products such as images, graphs, tables, and maps must be developed with the end users in mind. In designing these “first look” products, emphasis should be on simplicity while maintaining user capability to investigate and question the data more deeply. To accomplish this, standards and protocols should be agreed on by a representative group of potential users and information providers. Existing information integration models should be assessed to facilitate discussion and identify the pros and cons of various approaches. The selected protocols must address communications, database structure, data formatting (by both data providers and DIN servers), hardware/software requirements, networking, and quality control. Consideration should be given to future system growth and the early and continuing evolution of interpretive products. User creativity should be fostered and encouraged by the DIN.

To maximize participation and cooperation by the many potential information providers, the data collection methods must be flexible and relatively easy to implement. Prescribing fixed formats would likely be met with resistance, thereby limiting the number of providers willing to participate in the project. Metadata files (files describing the data) are one means of achieving data acquisition format flexibility. The DIN should provide examples of metadata files and standards and explain how they would be used by the system. This should help encourage participation. Procedures will also be needed to manage and maintain the information that is collected. Routine follow-ups concerning metadata records will be important to ensure system and data integrity. A management structure and staffing requirements should be specified for handling these ongoing tasks.

Integrating and sharing information from a wide variety of sources is an exciting concept that many will embrace. However, using this resource for emergency decision support will require considerable training, confidence on the part of users, and a clear understanding of the network's inherent uncertainties and limitations. It will take time before the DIN can establish

itself as a credible tool for use during critical events. Developers of the DIN should consult with emergency managers, behavioral scientists, and other professionals on how best to address this issue.

Some of the most useful information products for disaster management could be derived by merging real-time with archival information. Some examples are as follows:

Preparing for an approaching hurricane requires incorporating meteorological data into models that predict storm track and storm surge and then overlaying the results on maps showing population distribution, evacuation routes, deployment of emergency personnel and supplies, and other relevant response information.
Responding to an earthquake involves rapid determination of magnitude and location followed by modeling to predict ground shaking and damage, which requires soil maps and building inventories, culminating in an assessment of losses and response requirements.
Assessing the threat of rising floodwaters requires analysis of real-time stream gage data, modeling river basin and channel hydraulics, predicting the ability of levees and other defense structures to contain the flow, and anticipating problems.

Capabilities for integrating information would be especially helpful to disaster managers during the occurrence of compound disasters. For example, an earthquake in Southern California that occurs when Santa Ana winds are blowing off the Mojave Desert could result in widespread and difficult-to-contain wildfires. The capability to integrate earthquake and wildfire modeling could be crucial in responding. Similarly, the combination of a volcanic eruption and ash fall with heavy rain, such as occurred in the Philippines when Mt. Pinatubo erupted and Typhoon Yunya hit in 1991, would require integration of information to predict the weight of ash deposits on roofs, among numerous effects, as well as the ability to move equipment in such conditions. Add to this the occurrence of an earthquake, which did happen later in the Philippines, and the need for integration of information becomes of paramount importance.

Rapid information integration would also be of critical value in predicting or responding to technological or environmental problems caused by a natural hazard. Earthquakes can cause dams to breach or rupture fuel storage tanks, landslides can break pipelines, and fires can destroy wildlife habitats. Timely information delivered to the right decision makers clearly would significantly reduce losses. Special attention should be paid to automatic

data integration, for example, to trigger alarms, so as to assure accuracy of data and avoidance of false alarms.

Emergency managers face a particular challenge in using disaster information because of the critical time-constrained nature of their situation. Therefore, a DIN would need to provide mechanisms for emergency managers to evaluate the reliability of data and information they receive. Data provided by government agencies, for example, should come with specific quality assurances, including dating. It is obvious that emergency managers who try to use a DIN for the first time during a crisis would be the most likely to have problems, which points to the importance of training.

Although the Internet may provide the common network for dissemination of information, the principles of robustness and redundancy lead to examination of other means and methods to achieve assured connectivity. Potential means and methods include private nets such as Intranet or Extranet, which allow controlled access to special communities, thus avoiding some connectivity problems in time of emergencies. At the source nodes, allowances for emergency managers to have priority access to information in time for decision-making should be implemented. Such procedures are not easily achieved on a national basis and will require additional administrative overhead and support.

The GDIN Transition Team should focus initially on establishing a national DIN (i.e., with a U.S. focus), but the model should be extended to a global process (GDIN) as soon as it can be demonstrated that a DIN is technically and organizationally feasible. The team members represent agencies with generally limited international missions and experiences. It would be advisable to concentrate on development of a national process where agencies are most familiar and information technologies are well advanced. The process could be extended as soon as the U.S. model works reasonably well both technically and organizationally. Disasters are worldwide issues, and many of the relevant phenomena are global in nature. The International Decade for Natural Disaster Reduction 1 has heightened global awareness of the value of disaster information and opened lines of communication relevant to disaster issues, factors that should help facilitate extension of a DIN from U.S. to global proportions.

For information on the International Decade for Natural Disaster Reduction see .

Losses of life and property from natural disasters in the United States-and throughout the world-have been enormous and the potential for substantially greater future losses looms. It is clearly in the public interest to reduce these impacts and to encourage the development of communities that are resilient to disasters. This goal can be achieved through wise and sustained efforts involving mitigation, preparedness, response, and recovery. Implementing such efforts, particularly in the face of limited resources and competing priorities, requires accurate information that is presented in a timely and appropriate manner to facilitate informed decisions. Substantial information already exists that could be used to this end, but there are numerous obstacles to accessing this information, and methods for integrating information from a variety of sources for decision-making are presently inadequate. Implementation of an improved national or international network for making better information available in a more timely manner could substantially improve the situation.

As noted in the Preface, a federal transition team is considering the issues and needs associated with implementing a global or national disaster information network as described in the report by the Disaster Information Task Force (1997). This National Research Council report was commissioned by the transition team to provide advice on how a disaster information network could best make information available to improve decision making, with the ultimate goal of reducing losses from natural disasters. The report is intended to provide the basis for a better appreciation of which types of data and information should be generated in an information program and how this information could best be disseminated to decision makers.

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> On Disasters in India
> Bibliographies on Disasters

Book contents

Frontmatter
List of Tables
Acknowledgements
I Introduction
II Before 4004
III The Search
IV Research on Research
V Evolution of the Study of Natural Disasters in India
VI The 4004
VII Back to the Future of 4004
Annexure 1 Libraries Consulted for Research
Annexure 2 Bibliographies on Disasters
Annexure 3 Doctorates on Disasters in the Universities of India
Annexure 4 Research on Disasters of India Searched Online
Annexure 5 Journals Consulted Online for References on Disasters in India
Annexure 6 Journals Searched Online with Keywords for References on Disasters on India
Annexure 7 Journals/Magazines Searched in Print for References on Disasters of India
Annexure 8 Journals with Minimum of Ten Research Articles on Natural Disasters of India
Annexure 9 Courses on Disaster Management in Institutes of India
Annexure 10 Professional/Educational Background of Candidates Enrolled for a Course on Disaster Management

Annexure 2 - Bibliographies on Disasters

Published online by Cambridge University Press: 26 October 2011

Ahearn, F.L. and R.E. Cohen. (1983). Disasters and Mental Health: An Annotated Bibliography . Rockville: National Institute of Mental Health.

Coppa and Avery Consultants. (1985). Bibliographical Guide to Disaster Planning, Management, Insurance, the Case of Bhopal . Vance Bibliographies.

Fitzsimmons, A. R. (1984). Natural Hazards and Land Use Planning: An Annotated Bibliography . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Golant, S. (1969). Human Behaviour Before the Disaster: A Selected Annotated Bibliography . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Mitchell, J. K. (1968). A Selected Bibliography of Coastal Erosion, Protection and Related Human Activity in North America and the British Isles . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Morton, D. R. (1984). A Selected, Partially Annotated Bibliography of Recent (1982–1983) Natural Hazards Publications . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Morton, D. R (1986). A Selected, Partially Annotated Bibliography of Recent (1984–1985) Natural Hazards Publications . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Morton, D. R. (1979). Bibliography on Natural Disaster Recovery and Reconstruction . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Morton, D. R. (1981). A Selected Bibliography on Disaster Planning and Simulation . Boulder: Natural Hazards Research and Applications Information Centre, University of Colorado.

Pope, T. and D. Wenger. (1984). Three Mile Island in the literature: A partially annotated bibliography. International Journal of Mass Emergencies and Disasters . 2(1):197.

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Bibliographies on Disasters
Anu Kapur , Department of Geography, Delhi School of Economics, University of Delhi
Book: On Disasters in India
Online publication: 26 October 2011
Chapter DOI: https://doi.org/10.1017/UPO9788175968479.009

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University Library, University of Illinois at Urbana-Champaign

Disaster Preparedness for Libraries

Preparation
Existing Policies and Templates
Webinars and Workshops
Introduction

US Libraries

Non-us libraries.

This page contains a bibliography of articles from scholarly and trade journals regarding disaster planning, preparedness, and recovery in libraries. These are all available through the University of Illinois library, which is available to IFSI employees. If you are not an employee or student at either IFSI or the University of Illinois please contact us or your local library to ask about interlibrary loan. The citations are presented in Chicago/Turabian style.

Emergency Preparedness and Disaster Response for a Seminary Library: Establishing Collections Priorities. Adamo, Clare. “Emergency Preparedness and Disaster Response for a Seminary Library: Establishing Collections Priorities.” Catholic Library World 86, no. 3 (March 2016): 164–73.
Crisis-Management Content in LIS Curricula: Developing a Model for Future Improvement. Alajmi, Bibi M., and Charlene L. Al-Qallaf. “Crisis-Management Content in LIS Curricula: Developing a Model for Future Improvement.” Journal of Library Administration 58, no. 7 (October 2018): 645–73. doi:10.1080/01930826.2018.1514838.
Building maintenance and emergency preparedness. Ames, Kathryn, and Greg Heid. “Building Maintenance and Emergency Preparedness.” Georgia Library Quarterly 48, no. 1 (Winter 2011): 10–13.
Don't count on luck, be prepared: Ten lessons learned from the “great flood” at the University of Akron's Science and Technology Library. Calzonetti, Jo Ann, and Victor Fleischer. “Don’t Count on Luck, Be Prepared: Ten Lessons Learned from the ‘Great Flood’ at the University of Akron’s Science and Technology Library.” College & Research Libraries News 72, no. 2 (February 2011): 82–85.
Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part One of a Two-Part Series). Carnes, Sarah. “Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part One of a Two-Part Series).” Journal of Hospital Librarianship 18, no. 2 (April 2018): 115–26. doi:10.1080/15323269.2018.1437502.
Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part Two of a Two-Part Series). Carnes, Sarah. “Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part Two of a Two-Part Series).” Journal of Hospital Librarianship 18, no. 3 (July 2018): 210–22. doi:10.1080/15323269.2018.1471900.
Disaster Preparedness and Recovery in Libraries: Bracing for the Worst, Helping the Community Heal. Edwards, Eric A. “Disaster Preparedness and Recovery in Libraries: Bracing for the Worst, Helping the Community Heal.” ILA Reporter 37, no. 1 (February 2019): 38–42.
The State Library of Louisiana and Public Libraries' Response to Hurricanes: Issues, Strategies, and Lessons. Hamilton, Rebecca. “The State Library of Louisiana and Public Libraries’ Response to Hurricanes: Issues, Strategies, and Lessons.” Public Library Quarterly 30, no. 1 (January 2011): 40–53. doi:10.1080/01616846.2010.525385.
Weathering the Twitter Storm: Early Uses of Social Media as a Disaster Response Tool for Public Libraries During Hurricane Sandy. Han, Sharon. “Weathering the Twitter Storm: Early Uses of Social Media as a Disaster Response Tool for Public Libraries During Hurricane Sandy.” Information Technology & Libraries 38, no. 2 (June 2019): 37–48. doi:10.6017/ital.v38i2.11018.
Be Prepared: Writing a Practical Disaster Manual. Holderman, Sharon. “Be Prepared: Writing a Practical Disaster Manual.” Library Leadership & Management 26, no. 1 (March 2012): 1–6.
Proactive Advocacy: “Emergency Preparedness” for the School Library. Kaaland, Christie. “Proactive Advocacy: ‘Emergency Preparedness’ for the School Library.” School Library Monthly 27, no. 4 (January 2011): 49–51.
A Perspective on Preservation and Disaster Response Preparedness in Oregon Libraries. Kern, Kristen, and Alex Toth. “A Perspective on Preservation and Disaster Response Preparedness in Oregon Libraries.” OLA Quarterly 17, no. 4 (Winter 2011): 8–12. doi:10.7710/1093-7374.1338.
Emergency Preparedness in the Legal Librarian Community in the United States: Current Culture and the Need to Expand Collaboration. Lewis, Danielle E. “Emergency Preparedness in the Legal Librarian Community in the United States: Current Culture and the Need to Expand Collaboration.” Legal Reference Services Quarterly 37, no. 3/4 (July 2018): 204–35. doi:10.1080/0270319X.2018.1574164.
Yes, It Can Happen Here: Disaster Preparedness in Libraries. Miller, Rebecca K. “Yes, It Can Happen Here: Disaster Preparedness in Libraries.” Pennsylvania Library Association Bulletin 71, no. 4 (October 2016): 11–12.
Libraries and Natural Disasters. Prestamo, Anne M. “Libraries and Natural Disasters.” Journal of Library Administration 58, no. 1 (January 2018): 101–9. doi:10.1080/01930826.2017.1399709.
Preparing for the end of the world: are you ready for a library disaster? Wessely, Tehani. “Preparing for the End of the World: Are You Ready for a Library Disaster?” Access (10300155) 24, no. 2 (June 2010): 26–29.
Disaster planning in a health sciences library: a grant-funded approach. Yeh, Felicia, Karen D. McMullen, and Laura T. Kane. “Disaster Planning in a Health Sciences Library: A Grant-Funded Approach.” Journal of the Medical Library Association 98, no. 3 (July 2010): 259–61.
What Do I Do in an Emergency? The Role of Public Libraries in Providing Information During Times of Crisis. Zach, Lisl. “What Do I Do in an Emergency? The Role of Public Libraries in Providing Information During Times of Crisis.” Science & Technology Libraries 30, no. 4 (September 2011): 404–13. doi:10.1080/0194262X.2011.626341.
Disaster Preparedness in Academic Libraries: The Case of the Kwame Nkrumah University of Science and Technology Library, Kumasi, Ghana. Ahenkorah-Marfo, Michael, and Edward Mensah Borteye. “Disaster Preparedness in Academic Libraries: The Case of the Kwame Nkrumah University of Science and Technology Library, Kumasi, Ghana.” Library & Archival Security 23, no. 2 (July 2010): 117–36. doi:10.1080/01960075.2010.501417.
Disaster preparedness of libraries: Insights from polytechnic librarians in Ghana. Ayoung, Azerikatoa D, Christopher S Boatbil, and Frederic N Baada. “Disaster Preparedness of Libraries: Insights from Polytechnic Librarians in Ghana.” Information Development 32, no. 5 (November 2016): 1296–1305. doi:10.1177/0266666915588794.
Managing disaster preparedness and response for hybrid collections in Australian national and state libraries. Brown, Heather. “Managing Disaster Preparedness and Response for Hybrid Collections in Australian National and State Libraries.” Journal of the Australian Library & Information Association 67, no. 4 (December 2018): 411–33. doi:10.1080/24750158.2018.1539903.
Do University Libraries in Australia Actively Plan to Protect Special Collections from Disaster? Garnett, Johanna, Paul Arbon, David Howard, and Valerie Ingham. “Do University Libraries in Australia Actively Plan to Protect Special Collections from Disaster?” Journal of the Australian Library & Information Association 67, no. 4 (December 2018): 434–49. doi:10.1080/24750158.2018.1531678.
Library Disasters in Developing Countries: A Literature Review of Experiences and Way Forward. Idiegbeyan-Ose, Jerome, Roland Izuagbe, Goodluck Ifijeh, Julie Ilogho, Juliana Iwu-James, And Ifeakachuku Osinulu. “Library Disasters in Developing Countries: A Literature Review Of Experiences And Way Forward.” Information World / Bilgi Dunyasi 19, No. 2 (July 2018): 276–96. Doi:10.15612/Bd.2018.687.
Disaster Management in University Libraries of India and Pakistan. Kaur, Trishanjit. “Disaster Management in University Libraries of India and Pakistan.” Pakistan Journal of Information Management & Libraries 17 (January 2, 2016): 155–61.
Disaster management approaches for academic libraries: an issue not to be neglected in Greece. Kostagiolas, Petros, Iliana Araka, Roxana Theodorou, and George Bokos. “Disaster Management Approaches for Academic Libraries: An Issue Not to Be Neglected in Greece.” Library Management 32, no. 8/9 (December 2011): 516–30. doi:10.1108/01435121111187888.
Disaster Management and Preparedness: A Case Study of University Of Jos Library. Nwokedi, Grace I., Paul P. Panle, and Naomi Samuel. “Disaster Management and Preparedness: A Case Study of University of Jos Library.” Library Philosophy & Practice, August 2017, 1–23.
Disaster Preparedness and Management at the National Archives and the National Library of Namibia. Nyanga, E., C. T. Nengomasha, and C. M. Beukes-Amiss. “Disaster Preparedness and Management at the National Archives and the National Library of Namibia.” African Journal of Library, Archives & Information Science 28, no. 1 (April 2018): 77–91.
Disaster and Security Preparedness of Libraries in India. Pathak, Sandip. “Disaster and Security Preparedness of Libraries in India.” Library Philosophy & Practice, January 2019, 1–25.
Disaster Preparedness and Prevention Strategies of university libraries in Nigeria. Patrick, Ijiekhuamhen Osaze, Omosekejimi Ademola Ferdinand, and Rhima Tracy Efe. “Disaster Preparedness and Prevention Strategies of University Libraries in Nigeria.” Library of Progress-Library Science, Information Technology & Computer 40, no. 1 (June 2020): 44.
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URL: https://guides.library.illinois.edu/librarydisasterpreparedness

Disaster Management Project for Class 9 – Complete Guide

Written By Avinash Sharan

Class 9 | projects 9, 13 comment(s), 10th may 2020, disaster management project.

It is mandatory to do a Disaster Management project for class 9 students every year.

According to CBSE, students studying in class IX have to submit a handwritten project on Disaster Management.

Topics will be provided by the school. The topic may be Natural Disasters or Man-Made disasters.

The purpose of giving this Disaster Management project to class 9 students is to make them prepared for any disaster.

Further, they can also spread awareness to the mass about the precautions to be taken at the time of National/Local Disasters.

Are you looking for a project on Tsunamis? Simply click the link https://shapingminds.in/project-on-tsunami/

To get the latest project on Sustainable Developmen t, click on the link.

“Project On Heat Stroke”- Understanding the Risks and Prevention

Things to be kept in mind while doing the project

Follow cbse guidelines strictly..

Firstly, USE A-4 size file paper (one side ruled)
Secondly, Use blue or black ink to write your project.
Thirdly, design the cover page in such a way that it reflects your topic.
Fourthly, write the Topic of the project, Name, Class, and Sec, and Roll no. on the cover page in bold letters.
Use the bottom space for your Name, Class, and sec, Roll no.
However, the project work should not be less than 15 pages (including the cover page)
Be ready for Viva or written assignments based on your project.
Utilize summer vacation / Lockdown time to complete your project.
Lastly, do not use plastic covers.

Disaster Management Project Page-Wise With Subheadings

SEQUENCE OF PAGES: DISASTER MANAGEMENT PROJECT

will be your cover page with topics like

TOPIC: COVID-19 PANDEMIC IN INDIA and then show your creativity in designing the page.

Page No. 2:

Acknowledgment: (what should be written) see an example below.

Acknowledgment

From the core of my heart, I am very thankful to everyone who all supported me, for I have completed my project effectively and moreover on time. I am overwhelmed in all humility and grateful to acknowledge my depth to all those who helped me to put these ideas well. equally grateful to my ( NAME OF SUBJECT TEACHER ) for giving me moral support and guidance in doing this project. It would be an injustice if I do not thank my parents who helped me a lot in collecting data, pictures, and continuous help and support. With their able guidance, encouragement, and support, I could complete my project on time.

Thanking you,

( Name of the student)

Page No.4 & 5:

a short description of COVID-19 and a brief history of how it spread. Take the help of Newspapers or the Internet. (minimum 2 pages i.e. pg 4 & 5):

Read about the seven most frequently asked questions on International Date Line

Introduction – A brief History of COVID 19

Coronavirus actually belongs to the Coronaviridae family. It represents crown-like spikes on the outer surface of the virus, therefore, it was named as coronavirus. This virus is minute in size and causes the acute respiratory syndrome. These viruses were thought to infect only animals until the world witnessed a severe outbreak caused by SARS in Guangdong, China.

At the end of 2019, Wuhan- a fast-emerging business hub of China experienced an outbreak of coronavirus, killing more than 1800 and infected our 70 thousand individuals in just a span of 50 days. Health officials are still tracing the exact source of this new coronavirus, early findings (hypothesis) thought it may be linked to s seafood market in Wuhan. However, the first reported case came on 1st December, which had no link to the seafood market. Therefore, investigations are going on to find the exact reason for the originating and spread of COVID-19.

In 2003, an outbreak of SARS stands for the severe acute respiratory syndrome. An outbreak of SARS started in China and spread to other countries before ending in 2004. Coronavirus also known as COVID-19 seems to spread faster than the 2003 SARS and also may cause severe illness.

The International Committee on Taxonomy of Viruses named the virus as SARS- CoV 19 and the disease COVID-19.

The Disaster Management Project 2024 On Nuclear War

IF YOU ARE IN CLASS IX, THE FOLLOWING LINKS MAY BE HELPFUL TO YOU

Clear And Unbiased Facts About Project On Global Warming

Project On Tsunami: 13 Pages You Must Include In Your Disaster Management Project

Page No. 6 & 7

Mention the causes and symptoms:

Coronavirus typically affects the respiratory tracts of birds and mammals including humans. Doctors associate them with the common cold, Bronchitis, Pneumonia, and severe acute respiratory syndrome.

The main way the disease spreads is through respiratory droplets expelled by someone who is coughing. The risk of catching COVID-19 from someone with no symptoms at all is very low.

However, many people with COVID-19 experience only mild symptoms. This is particularly true at the early stages of the disease. It is therefore possible to catch COVID-19 from someone who has, for example, just a mild cough and does not feel ill.

Empowering Women: Legal and Political challenges for women in West Asian countries

Common Symptoms

Researchers in China found that the most common symptoms among people who had COVID-19 include:

Loss of appetite

Shortness of breath and Mucus.

However, these symptoms usually begin 2 to 14 days after you come into contact with the virus.

There may be other symptoms as well such as sore throat, headache vomiting etc.

If you have any of these symptoms then

i) isolate yourself.

ii) stay away from others as much as possible.

iii) stay in a closed room and use a separate soap, towel, clothes, handkerchief and if possible toilet and bathroom.

If you are below 10 years of age or above 50 years of age with diabetes, blood pressure, weakness etc., then you are at a high risk of complications.

Therefore, immediately call your doctor and seek immediate medical help.

Page No. 8:

The extent of damage : On this page, you have to mention the extent of damage done in different countries. Take the help of newspapers or the internet for the latest information. You can also show the spread of this virus in different countries on the world map with different colors.

Uncovering the Effects of Natural Disasters on Communities – A Disaster Management Project

Steps taken by the government to combat this disaster: You may explain:

i) Lockdown

ii) Precautions to be taken during the lockdown period like social distancing, sanitizing hands, etc.

Very Important for TERM II (Case study-based questions)

TERM II CLASS IX – GEOGRAPHY WORKSHEET ON CLIMATE – SOLVED

Case Study Based Questions From Natural Vegetation And Wildlife – Term II (SOLVED)

Page No 10 & 11

Contribution of people who are involved in combating this disaster. In this page you can mention about the role of Doctors, Nurses, Police, people involved in maintaining cleanliness etc. in details along with images, drawings, pictures, newspaper cuttings etc on the left side of your page.

Page No. 12

Lessons Learnt:

what lessons have you learnt from this disaster.

Page No 13 INCLUDE DO’S AND DONT’S IN YOUR DISASTER MANAGEMENT PROJECT

HEADING: Do’s and dont’s for next time to avoid such disasters.

Mention about a few things which can be done everyday to protect yourself from this disaster in points.

Similarly Mention about a few things which you should not do to protect yourself from this disaster in points.

Page No. 14:

Bibliography: A bibliography usually contains about the websites you visited, the newspapers name from where you have collected the data or pictures, etc. Whichever book, magazine, shops or websites you have visited, you must mention about that.

Page No. 15:

Keep the last page of your project for teacher’s remarks and grade/marks.

6. Lastly, go for spiral bound cover and submit your project.

Just invest 1 day and 13 pages to complete your project on Tsunami as per CBSE norms.

THERE IS NO RULE FOR NUMBER OF PAGES BUT IT SHOULD NOT BE LESS THAN 15. YOU MAY ADD FEW MORE PAGES ALSO IF YOU WANT.

Follow Guidelines of CBSE strictly on Disaster Management Project.

Was this article helpful to you? Please like , share and subscribe .

Do You Want To Do A Project On Man Made Disaster, Then Click On The Given Link.

Get the latest project on Sustainable Developmen t, click on the link.

“Project On Heat Stroke”- Understanding the Risks and Prevention

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13 Comments

Thank you ji

Thanku it really helps me

Bro you helped me alot

Thank you once again. Avinash Sharan.

I want disaster management on earthquake

very good this helped me in making my project

Welcome Purushottam.

It is very much helpful . Thank You so much Sir.

Thank you Bhoomi.

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Disaster Management

A disaster is not an event that would allow you to prepare yourself for it before its arrival. Recovering from its aftermath can take weeks, months, years, and in some rare cases, decades. From a volcano to a gas chamber leak, the range of disasters lurking in the environment is more than you can count.

However, that doesn’t mean that you would give up and accept defeat. As someone rightfully said, “precaution is better than cure”, the only way to survive these disasters is to learn how to manage them. Today, we are going to explore exactly just that. We are going to take a close look at the basic structure of disaster management so that we can prepare ourselves better when faced with an adversary.

What is a Disaster?

In order to understand the essence of disaster management, you need to learn what disaster means. So, let’s deal with this part first.

A disaster is a serious damage or disruption of the functioning of a society or community. It involves a widespread impact on humans, the economy, and the environment to a degree that exceeds the ability of the society to recover from.

It takes place when a hazard becomes so severe that it adversely impacts the lives of vulnerable people. The lethal combination of vulnerability, hazards, and the inability to decrease the potentially harmful consequences of risk results in the formation of a disaster.

What do you mean by Disaster Management?

Disaster management can be defined as the management and organization of responsibilities and available resources for coping up with various humanitarian aspects of emergencies. It focuses on the response, preparedness, and recovery so that the impact of the disaster is lessened as much as possible.

Essentially, it is a series of strategic planning of the various procedures that need to be undertaken, administered, and employed to safeguard assets and lives from severe damages when natural or man-made calamities take place.

Why is Disaster Management Important?

Disasters can drastically impact the environment and the life forms living in it in a highly negative way. It is impossible to avoid disasters, especially natural ones. They are inevitable and there is nothing you can do to stop them from happening. However, the most that we can do is to prepare ourselves better to face the challenges brought up by a disaster. This is why learning how to manage a disaster (which is the crux of disaster management) is so important.

Disaster management needs intervention and assistance from the government and the human community at large. Proper planning alongside adequate funds is what is going to make the process of execution successful.

When a disaster occurs, there is widespread panic. Thinking clearly and planning properly when you are panic-ridden is not possible. Therefore, when you have a pre-established rulebook to follow (which is created at leisure with calm, cool, and collected mind), then chances of its success are much higher. This is why it is included in the curriculum of students these days.

What are the Types of Disaster?

A disaster can be of various types and the duration can last range from a few seconds to a couple of years. Here is a broad classification of the types of disasters:

Natural Disaster

A natural disaster is a physical phenomenon that is caused by either slow or rapid succession of events that immediately impacts human health and leads to widespread suffering and death. For instance, an earthquake can take place for a few seconds whereas a drought takes a lot of time to develop, but both can adversely affect various life forms in abundance.

Some of the common examples of natural disasters are as follows:

Geophysical (such as tsunamis, earthquakes, volcanic activity, and landslides)
Meteorological (such as storms, wave surges, and cyclones)
Hydrological (such as floods and avalanches)
Biological (such as disease epidemics and insect/animal plagues)
Climatological (such as wildfire, drought, and extreme temperatures)

Man-Made Disaster

Man-made disasters are events that are the direct results of human activities or mistakes. Sometimes, it is the result of an immediate action made by humans while sometimes it is a build-up of the culmination of human misdoings.

Some of the most common man-made disasters are as follows:

Groundwater contamination
Mining accidents
Structure failures
Hazardous material spills
Gas chamber leaks
Vehicle accident
Environmental degradation

Pandemic Disasters

The word pandemic has been derived from the Greek words ‘pan’ meaning ‘all’ and ‘demos meaning ‘people’. So, pandemic means a situation that affects everyone. It is the spread of an infectious disease that spreads across a large region that not only affects health but also disrupts services that lead to economical degradation.

It may be a consequence of a natural or man-made disaster or both. Some of the common examples of pandemic disasters are as follows:

Spanish Flu
Avian Flu/ Bird Flu
Yellow Fever
Coronavirus Disease (COVID-19)

Complex Emergency Disasters

Complex emergency disasters refer to those events that result from a combination of both natural and man-made causes that involve looting, attacks, breakdown of authority, conflicts, and war. These disasters are often characterized by widespread damage to both economics and science, and extensive violence, among others.

It requires humanitarian assistance at a large scale across numerous agencies in order to combat these disasters. There is also an increased risk of security for humanitarian relief workers in these cases. Some of the prime examples of complex emergency disasters are as follows:

Armed conflicts
Food insecurity
Displaced populations

What are Different Phases of Disaster Management?

The key to formulating a successful plan for managing disaster involves breaking down the whole action into different fragments since that would help in the easy execution. This is why the phases of disaster management are categorized in the following four phases. The government and society have to function as one organization here.

This phase takes place before the disaster takes place. Different people should be assigned to different work in different phases and each phase should be handled separately. A clear understanding of all four phases will help empower the overall disaster management plan.

It will give you the best chance at survival and recovery. This is done in order to protect people and property. It involves property inspection and discovering various ways to minimize damage. The primary goal of this step is to decrease the vulnerability to disaster impacts.

Preparedness

This refers to the actions taken ahead of time so that one can prepare for an emergency. Herein, attempts are made to understand how a particular disaster can affect life forms and to what degree. This phase involves training, educations, and developing skills to face the disaster.

The third phase in disaster management is response. It is primarily focused on protecting the people and property during the time of the disaster. It entails the immediate aftermath of a disaster. The attention is paid towards the immediate threats. Plans are executed to keep life forms out of harm’s way.

The fourth and final phase of disaster management is recovery. Immediately after the response phase, there will be a gradual shift towards conducting repairs, re-establishing operations, restoring utilities, and overall cleaning up. This is generally conducted when some form of environmental, physical, social, and economic stability has been achieved.

A major focus here is to obtain new resources while implementing effective pre-established recovery strategies.

Depending upon the severity of the disaster, it can take around six months to one year or even longer for completing the recovery phase.

What are the Disaster Management Best Practices?

Managing through a disaster requires the execution of the following three practices:

Frequently update the disaster management recovery plan while laying down instructions specifically. Technological advances are being made every day. Therefore, including new plans or tweaking the existing plans to best suit the needs are crucial.
Regularly test your disaster recovery plan so that you can understand whether the plans are feasible or not. Try to do it annually at least.
Be sure to have a clear line of communication. This is extremely important. Communicating and listening to each other’s opinions and formulating the best plan based on everyone’s input will make the operation successful. During and immediately after the disaster, lines of communication may be interrupted or broken. So, keep this in mind and keep some back-up plans in hand in case people are not able to communicate.

Disaster management is based on the principle of planning hard today to safeguard the future. Even though we can get early warnings of disaster these days, no one should be complacent and take it for granted. There will be many times when we won’t be warned about an upcoming disaster or there will be times when the intensity of an upcoming disaster is undermined. Therefore, planning is the only thing that will keep you safe.

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provides a comprehensive coverage of contemporary issues in disaster management and disaster studies
contributes to developing theoretical rigour, linking the fields of disasters, development and climate change adaptation
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Disaster, governance and development.

Perspectives from Bangladesh

Mohammad Tarikul Islam
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El Niño Ready Nations and Disaster Risk Reduction

19 Countries in Perspective

Michael H. Glantz
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Disaster Studies

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Journal articles on the topic "Natural disasters":

Nia, S. P. S., U. Kulatunga, C. Udeaja, and S. Valadi. "IMPLEMENTING GIS TO IMPROVE HOSPITAL EFFICIENCY IN NATURAL DISASTERS." ISPRS - International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XLII-3/W4 (March 6, 2018): 369–73. http://dx.doi.org/10.5194/isprs-archives-xlii-3-w4-369-2018.

Caldera, H. Jithamala, and S. C. Wirasinghe. "A universal severity classification for natural disasters." Natural Hazards 111, no. 2 (November 30, 2021): 1533–73. http://dx.doi.org/10.1007/s11069-021-05106-9.

Riadi, Slamet, and Erdiyansyah. "Collaborative governance in handling natural and non-natural disasters based on the perspective of public administration: Evidence from Indonesia." Problems and Perspectives in Management 19, no. 2 (July 5, 2021): 468–79. http://dx.doi.org/10.21511/ppm.19(2).2021.37.

Bobbitt, Michael. "Natural Disasters: Implications for Counselors and Counselor Educators." Journal of Counseling Research and Practice 3, no. 1 (April 1, 2018): 56–71. http://dx.doi.org/10.56702/uckx8598/jcrp0301.5.

Qi, Hong Liang, Wei Ping Tian, and Jia Chun Li. "Evaluation of Regional Anti-Disaster Ability of Highway Natural Disasters." Applied Mechanics and Materials 253-255 (December 2012): 1598–604. http://dx.doi.org/10.4028/www.scientific.net/amm.253-255.1598.

Baruah, Mintu, and K. V. S. Kumar. "Management of diabetes during natural emergencies." Journal of Social Health and Diabetes 02, no. 02 (December 2014): 067–69. http://dx.doi.org/10.4103/2321-0656.130788.

Edwards, Ben, Matthew Gray, and Judith B. Borja. "Measuring Natural Hazard-Related Disasters through Self-Reports." International Journal of Disaster Risk Science 12, no. 4 (June 9, 2021): 540–52. http://dx.doi.org/10.1007/s13753-021-00359-1.

Liao, Qi, Ge Yu, Wensheng Jiang, Chunxia Lu, Yan Ma, Kexiu Liu, Qun Lin, and Yanping Wang. "Research on the Risk Assessment of Qingdao Marine Disaster Based on Flooding." Sustainability 11, no. 2 (January 17, 2019): 468. http://dx.doi.org/10.3390/su11020468.

Yulianto, Sugeng, Fauzi Bahar, Sugimin Pranoto, and Aam Amirudin. "Pentahelix synergity natural and non-natural disaster management in Pidie Jaya District Aceh Province to support national security." E3S Web of Conferences 331 (2021): 02008. http://dx.doi.org/10.1051/e3sconf/202133102008.

Dissertations / Theses on the topic "Natural disasters":

Davidson, Clayton Simmons. ""Natural Disasters"." Thesis, University of North Texas, 2019. https://digital.library.unt.edu/ark:/67531/metadc1538761/.

Cleenewerck, Adélie. "Natural disasters : What are the economic consequences of natural disasters for households?" Thesis, Linnéuniversitetet, Institutionen för nationalekonomi och statistik (NS), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105154.

Stover, Timothy V. "Myth, ritual and symbol in natural disasters and disaster management." Theological Research Exchange Network (TREN) Access this title online Theological Research Exchange Network (TREN), 2008. http://www.tren.com.

Collier, Benjamin L. "Financial Inclusion and Natural Disasters." UKnowledge, 2013. http://uknowledge.uky.edu/agecon_etds/14.

Olauson, Jon. "Wind Power and Natural Disasters." Licentiate thesis, Uppsala universitet, Elektricitetslära, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-225573.

Keerthiratne, Wendala Gamaralalage Subhani Sulochana. "Economic impact of natural disasters." Thesis, University of Sussex, 2017. http://sro.sussex.ac.uk/id/eprint/70405/.

Fugate-Whitlock, Elizabeth. "Natural Disasters and Older Adults: The Social Construction of Disaster Planning." VCU Scholars Compass, 2011. http://scholarscompass.vcu.edu/etd/2617.

Lee, Dalbyul. "The impact of natural disasters on neighborhood change:longitudinal data analysis." Diss., Georgia Institute of Technology, 2012. http://hdl.handle.net/1853/50113.

Garber, Nikola Marie. "Natural disasters in international affairs formulating reconstruction planning in NOAA /." [Hattiesburg, MS : The University of Southern Mississippi], 2004. http://www.usm.edu/international/files/Garber-FullDissertation.pdf.

Prevatte, Darren R. "Catastrophic risks and mitigation measures around the world." View electronic thesis, 2008. http://dl.uncw.edu/etd/2008-3/prevatted/darrenprevatte.pdf.

Books on the topic "Natural disasters":

Haerens, Margaret, and Lynn M. Zott. Natural disasters . Detroit: Greenhaven Press, 2013.

Langley, Andrew. Natural disasters . London: Kingfisher, 2008.

Abbott, Patrick L. Natural disasters . 2nd ed. Boston: WCB/McGraw-Hill, 1999.

Abbott, Patrick L. Natural disasters . Toronto: McGraw-Hill Ryerson, 2009.

Brasch, Nicolas. Natural disasters . Mankato, Minn: Smart Apple Media, 2011.

Britain), National Association for Special Educational Needs (Great. Natural disasters . Wellingborough: Rising Stars, 2007.

Alexander, David. Natural disasters . New York: Chapman & Hall, 1993.

Watson, Carol. Natural disasters. London: Puffin, 1995.

Butler, John E. Natural disasters . Victoria, Aust: Heinemann Educational Australia, 1988.

Abbott, Patrick L. Natural disasters . Dubuque: Wm. C. Brown, 1995.

Book chapters on the topic "Natural disasters":

Kar, Nilamadhab. "Natural Disasters." In Encyclopedia of Adolescence , 1862–69. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4419-1695-2_363.

Done, Adrian. "Natural Disasters." In Global Trends , 227–46. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230358973_13.

Brataas, Kjell. "Natural Disasters." In Crisis Communication , 13–43. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315368245-2.

Kilmer, Ryan P., Virginia Gil-Rivas, Jacqueline M. Tynan, and Jacqueline C. Larson. "Natural disasters." In APA handbook of contemporary family psychology: Applications and broad impact of family psychology (Vol. 2). , 555–70. Washington: American Psychological Association, 2019. http://dx.doi.org/10.1037/0000100-034.

Wang, Jing’ai, Shunlin Liang, and Peijun Shi. "Natural Disasters." In World Regional Geography Book Series , 231–61. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-04158-7_10.

Pelton, Joseph N. "Natural Disasters." In Space Systems and Sustainability , 193–207. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75735-9_12.

Ahmad, Junaid, and Haleema Sadia. "Natural Disasters." In Handbook of Global Health , 2335–46. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-45009-0_100.

Ahmad, Junaid, and Haleema Sadia. "Natural Disasters." In Handbook of Global Health , 1–13. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-05325-3_100-1.

Kar, Nilamadhab. "Natural Disasters." In Encyclopedia of Adolescence , 2499–507. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-33228-4_363.

Ichii, Koji, Yoshinari Hayashi, Tomofumi Koyama, and Tomoyuki Takahashi. "Natural Disasters." In Trust , 57–71. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-2775-9_6.

Conference papers on the topic "Natural disasters":

Yuta, Nagae, Takeo Kondo, Kazukiyo Yamamoto, and Hasikawa Takasi. "Study of the Measures Manual for Natural Disasters in a Marina." In ASME 2008 27th International Conference on Offshore Mechanics and Arctic Engineering . ASMEDC, 2008. http://dx.doi.org/10.1115/omae2008-57297.

MOH, ZA-CHIEH, and DANIEL T. C. YAO. "NATURAL DISASTERS IN TAIWAN." In Proceedings of the International Conference . WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701602_0002.

Mohammed, Amir, Craig Ramlal, Arvind Singh, Sean Rocke, and Daniel Goitia. "A SIMULATION FRAMEWORK FOR CONTROLLED CRITICAL INFRASTRUCTURES SUBJECT TO NATURAL DISASTERS." In International Conference on Emerging Trends in Engineering & Technology (IConETech-2020) . Faculty of Engineering, The University of the West Indies, St. Augustine, 2020. http://dx.doi.org/10.47412/fzep7016.

Popoola, Abdulfatai, Dmytro Krasnoshtan, Attila-Peter Toth, Victor Naroditskiy, Carlos Castillo, Patrick Meier, and Iyad Rahwan. "Information verification during natural disasters." In the 22nd International Conference . New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2487788.2488111.

Mykhalko, Olekasndr. "NATURAL DISASTERS IN GLOBAL SCALE." In WIELOKIERUNKOWOSC JAKO GWARANCJA POSTĘPU NAUKOWEGO . European Scientific Platform, 2020. http://dx.doi.org/10.36074/21.02.2020.v2.55.

Coatsworth, A. "Natural Hazards – Man-Made Disasters." In 67th EAGE Conference & Exhibition . European Association of Geoscientists & Engineers, 2005. http://dx.doi.org/10.3997/2214-4609-pdb.1.f021.

Bischof, Zachary S., John S. Otto, and Fabián E. Bustamante. "Distributed systems and natural disasters." In the Special Workshop . New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2079360.2079364.

Tandarić, Tihomir, and Mladen Fusić. "CROATIAN ARMY AND NATURAL DISASTERS." In 1st Croatian Conference on Earthquake Engineering . University of Zagreb Faculty of Civil Engineering, 2021. http://dx.doi.org/10.5592/co/1crocee.2021.262.

Fathiah, Adha, Afrizal Afrizal, and Jendrius Jendrius. "Natural Disasters and Agrarian Conflict." In International Conference on Social Sciences, Humanities, Economics and Law . EAI, 2019. http://dx.doi.org/10.4108/eai.5-9-2018.2282590.

Tsuge, Haruki, and Yu Ito. "Scenario-based Study of using Civilian Cargo eVTOL Aerial System for Counter Catastrophic-Disaster Mission." In Vertical Flight Society 78th Annual Forum & Technology Display . The Vertical Flight Society, 2022. http://dx.doi.org/10.4050/f-0078-2022-17594.

Reports on the topic "Natural disasters":

Funderburk, Brianna, and Lucas J. Misera. The Impact of Natural Disasters on Small Businesses . Federal Reserve Bank of Cleveland, November 2022. http://dx.doi.org/10.55350/sbcs-20221115.

Auh, Jun Kyung, Jaewon Choi, Tatyana Deryugina, and Tim Park. Natural Disasters and Municipal Bonds . Cambridge, MA: National Bureau of Economic Research, July 2022. http://dx.doi.org/10.3386/w30280.

Kelman, Ilan. There are no ‘natural disasters’ . Edited by Sara Phillips. Monash University, October 2022. http://dx.doi.org/10.54377/5336-ebfa.

Ottoni-Wilhelm, Mark, Kimberley Scharf, and Sarah Smith. The donation response to natural disasters . The IFS, October 2017. http://dx.doi.org/10.1920/wp.ifs.2017.w1719.

Doo, Johnny. Unsettled Issues Regarding the Use of eVTOL Aircraft during Natural Disasters . SAE International, January 2022. http://dx.doi.org/10.4271/epr2022001.

Engi, D. Historical and projected costs of natural disasters . Office of Scientific and Technical Information (OSTI), April 1995. http://dx.doi.org/10.2172/73028.

Cavallo, Alberto, Eduardo Cavallo, and Roberto Rigobon. Prices and Supply Disruptions during Natural Disasters . Cambridge, MA: National Bureau of Economic Research, September 2013. http://dx.doi.org/10.3386/w19474.

Cavallo, Eduardo, Oscar Becerra, and Laura Acevedo. The Impact of Natural Disasters on Economic Growth . Inter-American Development Bank, October 2021. http://dx.doi.org/10.18235/0003683.

Ramos, Homero, and Michael Pereira. Natural Disasters - A Military Option For Increased Responsiveness . Fort Belvoir, VA: Defense Technical Information Center, June 2006. http://dx.doi.org/10.21236/ada451472.

Sydnor, Sandra, Holly Schrank, and Daniel Aldrich. Natural Disasters, Climate Change, and Tourism Panel Discussion . Purdue University, 2014. http://dx.doi.org/10.5703/1288284315506.

Disaster management Project For Class 9

This document is a project report submitted by Akash Rana for his M.Com degree. It includes an introduction to disaster management, types of disasters, and the phases of disaster management. It also provides a case study on the Uttarakhand disaster and conclusions. The document contains certificates, acknowledgments, declarations, and an index listing the topics covered. Read less

1. SMT.CHANDIBAI HIMATMAL MANSUKHANI COLLEGE ULHASNAGAR- 421003 PROJECT REPORT ON STRATEGIC MANAGEMENT Disaster Management & CASE STUDY SUBMITTED BY AKASH RANA (ROLL NO: 46) M.COM (SEM.II):. SUBMITED TO UNIVERSITY OF MUMBAI 2015-16 PROJECT GUIDE Prof. kishore karia 1 | P a g e
2. Department ofCommerce C e rtifica te This is to certify that, Mr. AKASH RANA of M.Com.-I, Sem.-I (Roll NO-46) has successfully completed the project titled “Disaster management & case study.” under my guidance for the Academic Year 2015-16. The information submitted is true and original as per my knowledge. Prof. kishore karia (Project Guide) Prof. Gopi Shamnani (Coordinator, M. Com Course) Dr. Manju Lalwani pathak ( I/C Principal) 2 | P a g e
3. External Examiner ACKNOWLEDGEM ENT I acknowledge the valuable assistance provided by SMT.CHANDIBAI HIMATMAL MANSUKHANI COLLEGE, for two years of degree course in M.Com. I specially thank the principal Dr. Manju Lalwani pathak for Allowing us to use the facilities such as library, computer laboratory, internet etc. I sincerely thank the M.Com co-ordinator Prof. Gopi Shamnani for Guiding us in the right direction go prepare the project. I thank my guide Prof. kishore karia who has given his/her valuable time, knowledge and guidance to complete the project successfully in time. My family and peers were great source of inspiration throughout my project theirsupport is deeply acknowledged. Signature 3 | P a g e
4. DECLARATI ON I, AKASH RANA OF SMT.CHANDIBAI HIMATMAL MANSUKHANI COLLEGE OF M.Com SEMESTER I, hereby declare that I have completed the project on ‘Disaster management & case study’ in the academicyear 2015-16. The information submitted is true and original to the best of my knowledge. (AKASH .P. RANA) M.Com part-1, ROLL NO:46 SEMESTER II 4 | P a g e
5. INDEX Sr.No Topic Name PAGE NO. 1. Introduction 7-8 2. TYPES OF DISASTER 9 3. Disaster management 10 4. Emergency planning ideas 11 5. Implementing ideas 12 6. Phases and personal activities 13-23 7. Response 24-25 8. Recovery 26 9 Indian Armed Force & Jammu & Kashmir Floods, 2014 27-28 10. Disaster Management inIndia 29 11. Command and control 30 12 Rescue Mission 31-33 13 Relief assistance 34-36 14 National disaster response force (NDFR) 37-38 15 CASE STUDY UTTARAKHAND DISASTER 39-49 16 Conclusion 50-51 17 Bibliography 52 5 | P a g e
6. 6 | P a g e
7. Introduction A disaster is a serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources. In contemporary academia, disasters are seen as the consequence of inappropriately managed risk. These risks are the product of a combination of both hazard/s and vulnerability. Hazards that strike in areas with low vulnerability willnever become disasters, as isthe case in uninhabited regions. Developing countries suffer the greatest costs when a disaster hits – more than 95 percent of all deaths caused by hazards occur in developing countries, and losses due to natural hazards are 20 times greater (as a percentage of GDP) in developing countries than in industrialized countries Classifications Researchers have been studying disasters for more than a century, and for more than forty years disaster research The studies reflect a common opinion when they argue that all disasters can be seen as being human-made, their reasoning being that human actions before the strike of the hazard can prevent it developing into a disaster. All disasters are hence the result of human failure to introduce appropriate disaster management measures. Hazards are routinely divided into natural or human-made, although complex disasters, where there is no single root cause, are more common in developing countries. A specific disaster may spawn a secondary disaster that increases the impact. A classic example is an earthquake that causes a tsunami, resulting in coastal flooding. Natural Hazard A Natural Hazard is a natural 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. 7 | P a g e
8. Various phenomena like earthquakes, landslides, volcanic eruptions, floods, hurricanes, tornadoes, blizzards, tsunamis, and cyclones are all natural hazards that kill thousands of people and destroy billions of dollars of habitat and property each year. However, the rapid growth of the world's population and its increased concentration often in hazardous environments has escalated both the frequency and severity of disasters. With the tropical climate and unstable land forms, coupled with deforestation, unplanned growth proliferation, non-engineered constructions which make the disaster- prone areas more vulnerable, tardy communication, poor or no budgetary allocation for disaster prevention, developing countries suffer more or less chronically by natural disasters. Asia tops the list of casualties caused by natural hazards. Airplane crashes and terrorist attacks are examples of man-made disasters: they cause pollution, kill people, and damage property. This example is the September 11 attacks in 2001 at the World Trade Center in NewYork. Human-Instigated Disasters Main article: Man-made disasters Human-Instigated disasters are the consequence of technological hazards. Examples include stampedes, fires, transport accidents, industrial accidents, oil spills and nuclear explosions/radiation. War and deliberate attacks may also be put in this category. As with natural hazards, man-made hazards are events that have not happened, for instance terrorism. Man-made disasters are examples of specific cases where man-made hazards have become reality in an event. 8 | P a g e
9. Types of Disasters which disturbs Disasters are simply defined as any over helmingecological disruption environmental and economical positions. Disasters are mainly divided as two types:  Natural Disasters and  Artificial Disasters. Artificial Disasters are also called as Man Made Disasters. Natural Disasters: Disasters that are caused by Natural causes are called as Natural Disasters.  Earthquakes,  Landslides,  Floods,  River erosion,  Cyclones,  Tsunami,  Forest Fires etc… Artificial Disasters: These are the disasters that are occurred due to man made changes over the surface of the Earth.  Nuclear Disasters,  Chemical Disasters,  Mine Disasters,  Biological Disasters. These are an example of man-made disasters 9 | P a g e
10. Disaster Management Disaster management is the process of addressing an event that has the potential to seriously disrupt the social fabric of the community. Disaster management is similar to disaster mitigation, however it implies a whole-of-government approach to using community resources to fight the effects of an event and assumes the community willbe self-sufficient for periods of timeuntil the situation can be stabilized. Through disaster management, we cannot completely counteract the damage but it is possible to minimize the risks through early warning, provide developmental plans for recuperation from the disaster, generate communication and medical resources, and aid in rehabilitation and post- disaster reconstruction. The exchange of correct information following the event is important, in order to ensure the resources necessary to support response and recovery activities. The 72 hours following a major event isthe most difficult timebecause of a lack of coordination among relief organizations. Problems that interrupt rather than coordinate the rescue efforts of all groups involved often occur because of hasty decision-making under complicated circumstances and the large number of organizations, which are unsure of their roles duringoperations. The process of Disaster Management involves the followingphases: Prevention, Mitigation, Preparedness, Response and Recovery. Disaster management (or emergency management) is the creation of plans through which communities reduce vulnerability to hazards and cope with disasters.Disaster management does not avert or eliminate the threats, instead it focuses on creating plans to decrease the impact of disasters. Failure to create a plan could lead to damage to assets, human mortality, and lost revenue. Currently in the United States 60% businesses do not have emergency management plans. Events covered by disaster management include acts of terrorism, industrial sabotage, fire, natural disasters (such as earthquakes, hurricanes, etc.), public disorder, industrial accidents, and communication failures 10 | P a g e
11. Emergency planning ideas If possible, emergency planning should aim to prevent emergencies from occurring, and failing that, should develop a good action plan to mitigate the results and effects of any emergencies. As time goes on, and more data becomes available, usually through the study of emergencies as they occur, a plan should evolve. The development of emergency plans is a cyclical process, common to many risk management disciplines, such as Business Continuity and Security Risk Management, as set out below:  Recognition or identification of risks  Ranking or evaluation of risks o Responding to significant risks o Tolerate o Treat o Transfer o Terminate  Resourcing controls  Reaction Planning  Reporting & monitoring risk performance  Reviewing the RiskManagement framework There are a number of guidelines and publications regarding Emergency Planning, published by various professional organizations such as ASIS, FEMA and the Emergency Planning College. There are very few Emergency Management specific standards, and emergency management as a discipline tends to fall under business resilience standards. In order to avoid, or reduce significant losses to a business, emergency managers should work to identify and anticipate potential risks, hopefully to reduce their probability of occurring. In the event that an emergency does occur, managers should have a plan prepared to mitigate the effects of that emergency, as well as to ensure Business Continuity of critical operations post-incident. It is essential for an organization to include procedures for determining whether an emergency situation has occurred and at what point an emergency management plan should be activated 11 | P a g e
12. Implementations ideas An emergency plan must be regularly maintained, in a structured and methodical manner, ensure it is up- to-date in the event of an emergency. Emergency managers generally follow a common process to anticipate, assess, prevent, prepare, respond and recover from an incident. Pre-incident training andtesting Emergency management plans and procedures should include the identification of appropriately trained staff members responsible for decision-making when an emergency occurs. Training plans should include internal people, contractors and civil protection partners, and should state the nature and frequency of training and testing. Testing of a plan's effectiveness should be carried out regularly. In instances where several business or organizations occupy the same space, joint emergency plans, formally agreed to by all parties, should be put into place. Communicating and assessing incidents. Communication is one of the key issues during any emergency, pre-planning of communications is critical. Miscommunication can easily result in events escalating unnecessarily. Once an emergency has been identified a comprehensive assessment evaluating the level of impact and its financial implications should be undertaken. Following assessment, the appropriate plan or response to be activated will depend on a specific pre-set criteria within the emergency plan. The steps necessary shouldbe prioritized to ensure critical functions are operational as soon as possible. 12 | P a g e
13. Phases and personal activities Emergency management consists of fivephases: prevention, mitigation, preparedness, response and recovery. Prevention Prevention was recently added to the phases of emergency management. It focuses on preventing the human hazard, primarily from potential natural disasters or terrorist attacks. Preventive measures are taken on both the domestic and international levels, designed to provide permanent protection from disasters. Not all disasters, particularly natural disasters, can be prevented, but the risk of loss of lifeand injury can be mitigated with good evacuation plans, environmental planning and design standards. In January 2005, 168 Governments adopted a 10-year global plan for natural disaster risk reduction called the Hyogo Framework. 13 | P a g e
14. Mitigation Personal mitigation is a key to national preparedness. Individuals and families train to avoid unnecessary risks. This includes an assessment of possible risks to personal/family health and to personal property, and steps taken to minimize the effects of a disaster, or take procure insurance to protect them against effects of adisaster. Preventive or mitigation measures take different forms for different types of disasters. In earthquake prone areas, these preventive measures might include structural changes such as the installation of an Earthquake Valve to instantly shut off the natural gas supply, seismic retrofits of property, and the securing of items inside a building. The latter may include the mounting of furniture, refrigerators, water heaters and breakables to the walls, and the addition of cabinet latches. In flood prone areas, houses can be built on poles/stilts. In areas prone to prolonged electricity black-outs installation of a generator. The construction of storm cellars and fallout shelters are further examples of personal mitigate actions. On a national level, governments might implement large scale mitigation measures. After the monsoon floods of 2010, the Punjab government subsequently constructed 22 'disaster-resilient' model villages, comprising 1885 single-stores homes, together with schools and health centers. Preparedness Airport emergency preparedness exercise. 14 | P a g e
15. Preparedness focuses on preparing equipment and procedures for use when a disaster occurs. This equipment and these procedures can be used to reduce vulnerability to disaster, to mitigate the impacts of a disaster or to respond more efficiently in an emergency. The Federal Emergency Management Agency (FEMA) has set out a basic four-stage vision of preparedness flowing from mitigation to preparedness to response to recovery and back to mitigation in a circular planning process. This circular, overlapping model has been modified by other agencies, taught in emergency class and discussed in academic papers FEMA also operates a Building Science Branch that develops and produces multi- hazard mitigation guidance that focuses on creating disaster-resilient communities to reduce loss of life and property. Emergency Preparedness can be difficult to measure. CDC focuses on evaluating the effectiveness of its public health efforts through a variety of measurement and assessment programs. Local Emergency Planning Committee (LEPC) are required by the United States Environmental Protection Agency under the Emergency Planning and Community Right-to-Know Act to develop an emergency response plan, review the plan at least annually, and provide information about chemicals in the community to local citizens. This emergency preparedness effort focuses on hazards presented by use and storage of extremely hazardous, hazardous and toxic chemicals.Particular requirements of LEPCs include  Identification of facilities and transportation routes of extremely hazardous substances  Description of emergency response procedures, on and off site  Designation of a community coordinator and facility emergency coordinator(s) to implement the plan  Outline of emergency notification procedures  Description of how to determine the probable affected area and population byreleases  Description of local emergency equipment and facilitiesand the persons responsible for them  Outline of evacuation plans  A training program for emergency responders (including schedules)  Methods and schedules for exercising emergency response plans 15 | P a g e
16. According to the EPA, "Many LEPCs have expanded their activities beyond the requirements of EPCRA, encouraging accident prevention and risk reduction, and addressing homeland security in their communities" and theAgency offers advice on how to evaluate the effectiveness of these committees. Preparedness measures can take many forms ranging from focusing on individual people, locations or incidents to broader, government-based "all hazard" planning. There are a number of preparedness stages between "all hazard' and individual planning, generally involving some combination of both mitigation and response planning. Business continuity planning encourages businesses to have a Disaster Recovery Plan. Community- and faith-based organizations mitigation efforts promote field response teams and inter-agency planning. Classroom Response Kit School-based response teams cover everything from live shooters to gas leaks and nearby bank robberies. Educational institutions plan for cyber-attacks and windstorms. Industry specific guidance exists for horse farms, boat owners and more. Family preparedness for disaster is fairly unusual. A 2013 survey found that only 19% of American families felt that they were "very prepared" for a disaster. Still, there are many resources available for family disaster planning. The Department of Homeland Security's Ready.gov page includes a Family Emergency Plan Checklist, has a whole webpage devoted to readiness for kids, complete with cartoon- style superheroes, and ran a Thunderclap Campaign in 2014 The Center for Disease Control has a ZombieApocalypse website 16 | P a g e
17. Kitchen Fire Extinguisher Disasters take a variety of forms to include earthquakes, tsunamis or regular structure fires. That a disaster or emergency is not large scale in terms of population or acreage impacted or duration does not make it any less of a disaster for the people or area impacted and much can be learned about preparedness from so-called small disasters. The Red Cross states that it responds to nearly 70,000 disasters a year, the most common of which is a singlefamily fire. Items on Shelves in Basement Preparedness starts with an individual's everyday life and involves items and training that would be useful in an emergency. What is useful in an emergency is often also useful in everyday life as well. From personal preparedness, preparedness continues on a continuum through family 17 | P a g e
18. preparedness, community preparedness and then business, mom-profit and governmental preparedness. Some organizations blend these various levels. For example, the International Red Cross and Red Crescent Movement has a webpage on disaster training as well as offering training on basic preparedness such as Cardiopulmonary resuscitation and First Aid. Other non- profits such as Team Rubicon bring specific groups of people into disaster preparedness and response operations. FEMA breaks down preparedness into a pyramid, with citizens on the foundational bottom, on top of which rests local government, state government and federal government in that order. Non Perishable Food in cabinet The basic theme behind preparedness is to be ready for an emergency and there are a number of different variations of being ready based on an assessment of what sort of threats exist. Nonetheless, there is basic guidance for preparedness that is common despite an area's specific dangers. FEMA recommends that everyone have a three day survival kit for their household.Because individual household sizes and specific needs might vary, FEMA's recommendations are not item specific, but the list includes:  Three-day supply of non-perishable food.  Three-day supply of water – one gallon of water per person, per day. 18 | P a g e
19.  Portable, battery-powered radio or television and extra batteries.  Flashlight and extra batteries.  First aid kit and manual.  Sanitation and hygiene items (moist towelettes and toilet paper).  Matches and waterproof container.  Whistle.  Extra clothing.  Kitchen accessories and cooking utensils, including a can opener.  Photocopies of credit and identification cards.  Cash and coins.  Special needs items, such as prescription medications, eyeglasses, contact lens  Solutions, and hearing aid batteries.  Items for infants, such as formula, diapers, bottles, and pacifiers.  Other items to meet unique family needs. Along similarlines, but not exactly the same, CDC has its own list for a proper disaster supply kit.  Water—one gallon per person, per day  Food—nonperishable, easy-to-prepare items  Flashlight  Battery powered or hand crank radio (NOAAWeather Radio, ifpossible)  Extra batteries  First aid kit  Medications (7-day supply), other medical supplies, and medical paperwork (e.g., medication list and pertinent medical information)  Multipurpose tool (e.g., Swiss armyknife)  Sanitation and personal hygiene items  Copies of personal documents (e.g., proof of address, deed/lease to home, passports, birth certificates, and insurance policies)  Cell phone withchargers  Family and emergency contactinformation 19 | P a g e
20.  Extra cash  Emergency blanket  Map(s) of the area  Extra set of car keys and housekeys  Manual can opener Children are a special population when considering Emergency Preparedness and many resources are directly focused on supporting them. SAMHSA has list of tips for talking to children during infectious disease outbreaks, to include being a good listener, encouraging children to ask questions and modeling self-care by setting routines, eating healthy meals, getting enough sleep and taking deep breaths to handle stress. FEMA has similar advice, noting that "Disasters can leave children feeling frightened, confused, and insecure" whether a child has experienced it first hand, had it happen to a friend or simply saw it on television. In the same publication, FEMA further notes, "Preparing for disaster helps everyone in the family accept the fact that disasters do happen, and provides an opportunity to identify and collect the resources needed to meet basic needs after disaster. Preparation helps; when people feel prepared, they cope better and so do children." To help people assess what threats might be in order to augment their emergency supplies or improve their disaster response skills, FEMA has published a booklet called the "Threat and Hazard Identification and Risk Assessment Guide." (THIRA) This guide, which outlines the THIRA process, emphasizes "whole community involvement," not just governmental agencies, in preparedness efforts. In this guide, FEMA breaks down hazards into three categories: Natural, technological and human caused and notes that each hazard should be assessed for both its likelihood and its significance. According to FEMA, "Communities should consider only those threats and hazards that could plausibly occur" and "Communities should consider only those threats and hazards that would have a significant effect on them." To develop threat and hazard context descriptions, communities should take into account the time, place, and conditions in which threats or hazards might occur. Not all preparedness efforts and discussions involve the government or established NGOs like the Red Cross. Emergency preparation discussions are active on the internet, with many blogs 20 | P a g e
21. and websites dedicated to discussing various aspects of preparedness. On-line sales of items such as survival food, medical supplies and heirloom seeds allow people to stock basements with cases of food and drinks with 25 year shelf lives, sophisticated medical kits and seeds that are guaranteed to sprout even after years ofstorage. One group of people who put a lot of effort in disaster preparations is called Doomsday Peppers. This subset of preparedness-minded people often share a belief that the FEMA or Red Cross emergency preparation suggestions and training are not extensive enough. Sometimes called survivalists, Doomsday Peppers are often preparing for The End of the World as We Know It, abbreviated as TEOTWAWKI. With a motto some have that "The Future Belongs to those who Prepare," this Preparedness subset has its own set of Murphy's Rules, including "Rule Number 1: Food, you still don't have enough" and "Rule Number 26: People who thought the Government would save them, found out that it didn't." Not all emergency preparation efforts revolve around food, guns and shelters, though these items help address the needs in the bottom two sections of Maslow's hierarchy of needs. The American Peppers Network has an extensive list of items that might be useful in less apparent ways than a first aid kid or help add 'fun' to challenging times.These items include:  Books and magazines  Arts and crafts  Children's entertainment  Crayons and coloring books  Notebooks and writing supplies  Nuts, bolts, screws, nails, etc.  Religious material  Sporting equipment, card games and board games Emergency Preparedness goes beyond immediate family members. For many people, pets are an integral part of their families and emergency preparation advice includes them as well. It is not unknown for pet owners to die while trying to rescue their pets from a fire or from drowning.CDC's Disaster Supply Checklist for Pets includes: 21 | P a g e
22.  Food and water for at least 3 days for each pet; bowls, and a manual can opener.  Depending on the pet you may need a litter box, paper towels, plastic trash bags, grooming items, and/or household bleach.  Medications and medical records stored in a waterproof container.  First aid kit with a pet first aidbook.  Sturdy leash, harness, and carrier to transport pet safely. A carrier should be large enough for the animal to stand comfortably, turn around, and lie down. Your pet may have to stay in the carrier for several hours.  Pet toys and the pet's bed, if you can easily take it, to reduce stress.  Current photos and descriptions of your pets to help others identify them in case you and your pets become separated, and to prove that they are yours.  Information on feeding schedules, medical conditions, behavior problems, and the name and telephone number of your veterinarian in case you have to board your pets or place them in foster care. FEMA cautions that emergencies happen while people are travelling as well and provides guidance around emergency preparedness for a range travelers to include commuters Commuter Emergency Plan and holiday travelers. In particular, Ready.gov has a number of emergency preparations specifically designed for people with cars. These preparations include having a full gas tank, maintaining adequate windshield wiper fluidand other basic car maintenance tips. Items specific to an emergency include:  Jumper cables: mightwant to include flares or reflective triangle  Flashlights, to include extra batteries (batteries have less power in colder weather)  FirstAid Kit, to include any necessary medications, baby formulaand diapers if caring for small children  Non-perishable food such as canned food (be alert to liquids freezing in colder weather), and protein rich foods like nuts and energy bars  Manual can opener  At least 1 gallon of water per person a day for at least 3 days (be alert to hazards of frozen water and resultant container rupture) 22 | P a g e
23.  Basic toolkit: pliers, wrench, screwdriver  Pet supplies: food and water  Radio: battery or hand cranked  For snowy areas: cat litter or sand for better tire traction; shovel; ice scraper; warm clothes, gloves, hat, sturdy boots, jacket and an extra change of clothes  Blankets or sleeping bags  Charged Cell Phone: and car charger In addition to emergency supplies and training for various situations, FEMA offers advice on how to mitigate disasters. The Agency gives instructions on how to retrofit a home to minimize hazards from a Flood, to include installing a Backflow prevention device, anchoring fuel tanks and relocating electrical panels. Marked gas shutoff Given the explosive danger posed by natural gas leaks, Ready.gov states unequivocally that "It is vital that all household members know how to shut off natural gas" and that property owners must ensure they have any special tools needed for their particular gas hookups. Ready.gov also notes that "It is wise to teach all responsible household members where and how to shut off the electricity," cautioning that individual circuits should be shut off before the main circuit. Ready.gov further states that "It is vital that all household members learn how to shut off the water at the main house valve" and cautions that the possibilitythat rusty valves mightrequire replacement. 23 | P a g e
24. Response The response phase of an emergency may commence with Search and Rescue but in all cases the focus will quickly turn to fulfillingthe basic humanitarian needs of the affected population. This assistance may be provided by national or international agencies and organizations. Effective coordination of disaster assistance is often crucial, particularly when many organizations respond and local emergency management agency (LEMA) capacity has been exceeded by the demand or diminished by the disaster itself. The National Response Framework is a United States government publication that explains responsibilities and expectations of government officials at the local, state, federal, and tribal levels. It provides guidance on Emergency Support Functions which may be integrated in whole or parts to aid in the response and recovery process. On a personal level the response can take the shape either of a shelter in place or an evacuation. Evacuation sign In a shelter-in-place scenario, a family would be prepared to fend for themselves in their home for many days without any form of outside support. In an evacuation, a family leaves the area by automobile or other mode of transportation, taking with them the maximum amount of supplies they can carry, possibly including a tent for shelter. If mechanical transportation is not available, evacuation on foot would ideally include carrying at least three days of supplies and rain-tight bedding, a tarpaulinand a bedroll ofblankets. Donations are often sought during this period, especially for large disasters that overwhelm local capacity. Due to efficiencies of scale, money is often the most cost-effective donation if fraud is avoided. Money is also the most flexible, and if goods are sourced locally then transportation is minimized and the local economy is boosted. Some donors prefer to send gifts in kind, however these items can end up creating issues, rather than helping. One innovation by Occupy Sandy volunteers is to use a donation registry, where families and businesses impacted by the disaster can make specific requests, which remote donors can purchase directly viaa web site. 24 | P a g e
25. Medical considerations will vary greatly based on the type of disaster and secondary effects. Survivors may sustain a multitudeof injuries to include lacerations, burns, near drowning, or crush syndrome. 25 | P a g e
26. Recovery The recovery phase starts after the immediate threat to human life has subsided. The immediate goal of the recovery phase is to bring the affected area back to normalcy as quickly as possible. During reconstruction it isrecommended to consider the location or construction material of the property. The most extreme home confinement scenarios include war, famine and severe epidemics and may last a year or more. Then recovery will take place inside the home. Planners for these events usually buy bulk foods and appropriate storage and preparation equipment, and eat the food as part of normal life. A simple balanced diet can be constructed from vitamin pills, whole-meal wheat, beans, dried milk, corn, and cooking oil one should add vegetables, fruits, spices and meats, both prepared and fresh-gardened, when possible 26 | P a g e
27. Indian farmed forces and the Jammu and Kashmir floods, 2014 In the wake of heavy monsoon rain and flash floods in Jammu and Kashmir(J&K), which has killed over four hundred, and rendered hundreds of thousands homeless, the Indian Armed Forces were deployed in increasing numbers starting September 2, 2014 to conduct search, rescue, relief, relocation, humanitarian assistance and rehabilitation missions in J&K. By September 18, over 200,000 people were rescued from the various parts of Jammu and Kashmir by the Armed forces. The J and K floods, the worst in a century according to Omar Abdullah, the Chief Minister of Jammu and Kashmir, paralyzed the state government. Omar Abdullah, responding to public criticism, told the media “I had no government” in the first few days following the floods, as “My secretariat, the police headquarters, the control room, fire services, hospitals, all the infrastructure was underwater.” Adding “I had no cell phone and no connectivity. I am now starting to track down ministers and officers.” The J and K Floods 2014 have been blamed on heavy rainfall, about 8 inches on 4 September alone, on climate change, unplanned and uncontrolled development, encroachment of river banks, lakes, ponds, and 27 | P a g e
28. massive loss of wet lands, absence of local government flood forecasting system, and poor governance. The Armed Forces humanitarian assistance mission, in response to J and K floods 2014 was named Mission Sahayata (assistances). Norther Command humanitarian assistance in response to J&K floods 2014 to civil authorities in J&K was named 'Operation MEGH RAHAT'.The Indian Army, Air Force, and the Navy, committed large resources to the assistance mission including over 30,000 troops ( 21,000 in Srinagar, and 9000 in Jammu), 15 engineer task forces, 84 Indian Air Force and Army Aviation Corps fixed wing transport aircraft and helicopters, naval commandos and rescue specialists, and Base Hospital, four field hospitals, over 106 medical detachments. "Operation Megh Rahat", ended on 19 September 2014, but "Operation Sadbhavna", the relief and medical assistance support, according to government press release, will continue in "close synergy with the civil administration and the police" 28 | P a g e
29. Disaster management in India The organization, structure, laws, protocol, and arrangements for disaster management at the Federal and State level are outlined in a manual titled Disaster Management in India, and the Disaster Management Act, 2005, which provides for "the effective management of disasters" in India. The Disaster Management Division (DM Division), under the Secretary, Border Management, Ministry of Home Affairs (MHA), Government of India, is responsible for “response, relief and preparedness for natural calamities". The Head of Disaster Management Division is G.V.V. Sarma, Joint Secretary. The head of Border management isMs Sneh Lata Kumar, Secretary, and Border Management. The National Emergency Operation Centre (NEOC), is responsible for the preparation of the National Disaster Management Plan for the whole country and to ensure that it is "reviewed and updated annually". The Chief of the Integrated Defense Staff of the Chiefs of Staff Committee, is an ex officio member of the NEC. NEOC is mandated to function twenty-four hours a day, seven days a week. The NEOC is responsible for monitoring the disaster or disaster like situation, receive updates from federal Early Warning (EW) Agencies like the India Meteorological Department (IMD), Central Water Commission, and Snow & Avalanche Study Establishment. After processing the information NOEC submits its report and updates to affected States and concerned Central Ministries and organizations. During the monsoon period, it is required to issue daily situation reports. It is not known, whether the NEOC was functioning in prior to the J and K floods 2014, and whether it received the EW from IMD, and reported to the state government. 29 | P a g e
30. Command andcontrol Northern Command, along with the Advance Air HQ, located in Udhampur, is responsible for the armed forces humanitarian assistance mission, called Operation Megh [ (मेघ) in English Cloud] Rahat, in the entire J and K. General Officer Commanding in Chief ( GOC-in-C), Northern Command, is Lieutenant General DS Hooda, of 4th Gorkha Rifles. XV Corps also called the ChinarCorps, based in Srinagar, is responsible for the assistance mission in the Kashmir valley. General Officer Commanding (GOC) XV Corps is Lieutenant General Subrata Saha, of the Assam Regiment. XVI Corps also called White Knight Corps, based in Nagrota, is responsible for assistance mission in areas south of the Pir Panjal range. GOC XVI Corps is Lieutenant General Konsam Himalay Singh of the Rajput Regiment. In Delhi, Air Marshal P.P. Reddy, Chief of Integrated DefenseStaff (IDS), who reports to chairman of the Chiefs of Staff Committee, is responsible for coordinating Mission Sahayata, theArmed Forces response to the J and K Floods 2014. 30 | P a g e
31. Rescue mission The J and K Floods, described as a ‘tragedy’, by Lt Gen DS Hooda, Northern Army Commander, “became evident”, on 7 September, 14, the third day of incessant rains, when flood waters breached the banks of Jhelum, and submerged Srinagar, including the Badami Bagh Cantonment, disrupted “ electricity, water supply and civil communications” and flooded the headquarters of XV Corps, which was responsible for “coordinating all rescue operations” The flooding of headquarters XV Corps, and the Srinagar Cantonment, Hooda acknowledged, delayed the army’s rescue operations in Srinagar but “only for a few hours ”. The rescue operations however, did not affect rescue work in “South Kashmir”, the worst affected area in the first three days, and the Jammu region. In Srinagar, where the “Army does not operate” except in the “Badami Bagh Cantonment and the area of the airfield”, the General said the rescue operations were mainly conducted by “Kashmiris” from Srinagar based Jammu & Kashmir Light Infantry Centre. Responding to media reports that locals were discriminated against, he said that it is hardly likely that soldier of Jammu and Kashmir Light Infantry would discriminate against the Kashmiris in carrying out the rescue mission 31 | P a g e
32. During the first few days the search and rescue operation were hindered by shortage of boats and bad weather. Boats were airlifted from all corners of India, including from far away Tamil Nadu. In the absence of civil boats the army pressed into service its BAUTS, more appropriate for assault river crossings than rescue assistance during floods. By the 11 September, there were 224 army boats and 148 NDRF’s inflatable boats in the affected area conducting rescue and search operations for those who were stranded on roof tops as flood water menacingly swirled around them, Air Force helicopters with IAF Garud Commandos help winch the stranded people to safety. Several hundred were rescued from rood tops. In some cases the Indian Air Force (IAF) commandos had to break through the roof to rescue the trappedpeople. Social media in search and rescue They were just playing Facebook and twitter somewhere in Delhi. The Electricity and Internet Services were out in Kashmir during the flood. The Indian Army, for first time, used social media such as twitter, WhatsApp, a messaging service, and Facebook , in its search and rescue operations, and to collate and feed Person Finder provided by Google to the army’s public information office.According to Indian army’s Major General Shokin Chauhan, who is head of public information office, “a dedicated team of two young officers" are handling the social media “practically around the clock”. An estimated 12,000 people, according to the Indian army official, have been assisted on the basis of reports received over the social media. The Army Commander denied media reports that it had "embedded journalists", and that army has conducted its rescue according to “a hierarchy of importance and influence“, rather than “on the first- seen-first-saved basis”. On the incidents of stone throwing by some people, he said, “the incidents were very few” and “blown out of proportion. Most people rescued were extremely appreciative of the Army's effort”, and that the rescue mission was assisted by “local volunteers who have contributed immensely. Kashmir floods: Come 'hell' or rain, army won't stopuntil lastman is rescued From helicopter sorties to building bridges to tugging makeshift boats through muddied waters. Our jawans have done it all over the last one week to save tens of thousands marooned by the floods in Jammu and Kashmir. 32 | P a g e
33. The jawans from the Indian Army, the Air Force and the National Disaster Relief Force braved hostile conditions to pull out 1.3 lakh survivors so far, while the state administration took a backseat. There are nearly four lakh more trapped by the waters in different areas, and the task is still by no means over. 33 | P a g e
34. Relief assistance They only helped Indian and Foreign tourists in Kashmir. The numbers are just made up. Water and biscuits (expired in 2008) were dropped on the bridge via helicopter just for the purpose of shooting for news channels. From the start of Mission Sahayata till 10 September, the Armed Forces rescued 1,10,000 persons, and airlifted and distributed 2,24,000 liters of water, 31,500 food packets and ready to eat meals, 375 tons cooked food, 2.6 tons of biscuit, 7 tons baby food, water purifying tablets, 8,200 blankets, 650 tents, to the affected civilian population.Most of this food served was outdated as a result of which people threw stones on the rescue helicopters out of anger. As many as 224 boats of Army and 148 boats of NDRF have been pressed into service.Air transport Because of the massive damage to surface communication, the rescue and relief effort was largely dependent on air transport. Air transport support operations were conducted from air force stations and bases in Delhi, Bhatinda, Chandigarh, Jammu, Srinagar, and Avantipur. Helicopters support operation were conducted from Srinagar, Awantipur, Udhampur, Jammu, Pathankot and Sarsawa. Over 80 aircraft were deployed on the humanitarian assistance mission including 13 Chetak and 5 Advance Light Helicopters of the Army Aviation Corps. On 11 September, the IAF deployed its heavy duty MI-26, called Bheem, the largest helicopter in IAF 34 | P a g e
35. inventory, from IAF 12 Wing, Chandigarh, to Avantipur Air Force base, Srinagar, with 12 tons of relief material, for Relief and Rescue Mission, in J and K. Wing Commander G S Tung of 12 Wing said that MI 26 was “ especially designed to meet the heavy lift requirements of the IAF and has a carrying capacity of 30 tonnes”. In the first seven days till the 10 September, the army and IAF flew 1081 sorties, 100 to 120 sorties every day, moving 1411 tons of relief materials. Air transport operations included delivery of six large water filtration plants with a capacity to filter 1,20,000 bottles per day, engineering stores like suction and submersible pumps, generator sets with mobile charging stations, communication equipment for Department of Tele communication and some of private companies like Aircel.It airlifted the Base Transmitting Station of BSNL from Kargil to Srinagar By 18 September 2014, over 80,000 affected people were airlifted including over 28,000 from Srinagar and 52,000 from other flood affected area of J and K, by the IAF, Army, and Civil aircrafts. Navy The Indian Navy Marine Commandos rescued 200 personnel at Haigaon on the Srinagar–Sopore highway, and assisted in rescue efforts near Pantha Chowk, Srinagar. In addition to search and rescue assistance, naval medical team, and Diving Teams were placed on alert, ready to move, at New Delhi, Mumbai and Vishakhapatnam. Medical The armed forces have deployed 80 medical teams. In addition it has set up four field hospitals, one each in Avantipur, Pattan, Anantnag and Old Airfield. Over 20,000 patients have received treated at these facilities. Repair and restoration of communication infrastructure The floods and rain ravaged the roads and road communication severing road communication between Jammu and Srinagar, and Jammu and Poonch, and host of other roads. Restoration of communication was urgent priority task. Initially fivetask forces of Border Roads Organization 35 | P a g e
36. (BRO), which included 5700 personnel, were mobilized. By 10 September, the Jammu–Poonch road was cleared, and road traffic between Batote and Kishtwar and Kishtwar - Sinthan Pass was restored By 16 September, the strength of Army Engineers and BRO personnel on road building and bridge construction had increased to 10,0000. Heavy road construction equipment used included 400 bulldozers, excavators and JCBs, and 300 tippers and dumpers, to restore and repair roads damaged in over 1000 places.After opening of the national highway between Jammu and Srinagar, the army, on 16 September, restored communication between Rajouri and Budhal by constructing a 180 feet bailey bridge over Ans River at Kot Ranka on 16 September. Relief camps To complement the rescue work, the Army established 19 relief camps, where the rescued persons were provided food, shelter, and medical assistance. In Srinagar region, camps were at Badami Bagh Cantonment,Avantipur, Old Airfield, Sumbal, Chattargam and Jijamata Mandir. 36 | P a g e
37. National disaster response force (NDRF) National Disaster Response Force (NDRF) is a force of 12 battalions, organized on paramilitary lines, and manned by persons on deputation from the para-military forces of India. It is headed by O.P. Singh (IPS-1983), with the title of Director General (DG). He is from the Uttar Pradesh cadre, of the Indian Police Service (IPS). He took over as DG of the NDRF on 1 September 2014, a few days before the J and K floods 2014. OP Singh in addition to being DG NDRF is also Additional DG of the Central Industrial Security Force (Airport sector), his current responsibilities. The NDRF is a top heavy organization, which in addition to the DG has an Inspector Generals (IG) and several Deputy IGs. Till 2 September the Disaster Management Division, MHA, had no plans to deploy NDRF in J and K. It was surprised by the floods. A NDRF Officer told the media" We were all caught off guard because there was not a single warning issued by the weather office. The flash floods took us by surprise” NDRF started to arrive in J and K from 6 September on wards. By 9 September there were elements from 5,6, and 7 NDRF Battalions: 5 NDRF Battalion (1 team of 54 personnel), 6 NDRF Battalion (64 personnel )and 7 NDRF Battalion( 370). The total strength of NDRF committed to J and K was 488. On 7 September 7 NDRF battalion had 3 teams in Jammu, 6 teams (244 personnel) in Srinagar. The team in Jammu was engaged in responding to bus stuck under water, and on search and rescue mission in Gharkhal, and Abhor, in Jammu District. On 9 September, 86 personnel ( 3 37 | P a g e
38. teams) from 4 NDRF Battalion( CISF), from Arakkonam, in Tamil Nadu, was airlifted from INS Rajali, to Srinagar, to conduct search-cum-rescue operations rescue operations in Nehru Park and Manaswal in Srinagar. The 4 NDRF Be detachment included 24 inflatable boats; with these additions the total of NDRF boats goes up to 148 boats. The NDRF isexpected to stay in J and K for a period of 10 days. 38 | P a g e
39. CASE STUDY ON UTTARAKHAND DISASTER Introduction The vulnerable nature of global tourism isone of the major concerns for contingency Management. Disaster management is an important aspect for any tourism destination (Especially in the face of a crisis). The specific contingencies such as war, terrorism, crime waves, epidemic and natural disasters have devastating impacts on any community, region, state or nation.Any potential destination is exposed to one or more of the above threats, which can question the safety of residents, tourists and can hamper the market perception of that destination. Consequently, it is crucial for all destination stakeholders to analyze and develop contingency plans to respond to varying levels of threats. Either a specific episode or a series of those may create a change in the perceptions towards a destination. There are a number of factors which can question the safety and security image of tourist destinations and result in a destination crisis. Some of them are: international war / prolonged demonstrations of internal conflict; terrorism which can affect the tourism sector of the state; crime wave, especially when tourists are targeted (murder, sexual exploitation, theft etc); natural disasters, such as an earthquake, storm or floods, causing damage to urban areas or the natural environment and consequently impacting on the 39 | P a g e
40. tourism infrastructure and health concerns related to epidemics and diseases; these may be diseases which impact on humans directly or diseases affecting animals, which create constraints for tourism. These events can cause massive aftermaths, individually or in combination, to create a negative imageon the safety, security or desirability of tourist destinations. Thereby, it poses challenges for the concerned authorities and local communities to examine the ingredients of disaster management strategies. The degrees to which emergency service isinitiated to face crisis can always be critically examined when crisis overrules. Certainly, those factors do not represent the totality of issues which can impact negatively the destination image. However,the concern can extend to analyze how a destination and its tourism industry conduct a marketing campaign to restore its image and recover its market from the damage caused by these events (Varghese, 2012) Thisstudy envisages on the repercussions of Uttarakhand as a destination in the plight of a disaster and provides the various steps that make an effective disaster management plan and it seeks to provide a means of disaster recovery through a systematic approach which will help restoring the destinations success, the paper also goes a step ahead in discussing the marketing strategies and campaigns so as to restore the destinations imagewhich would be tainted due to the devastation and finally recommends the importance if destination management by implementation of Destination Management Organizations(DMOs). 40 | P a g e
41. A Case Study of Uttarakhand: At the peak of the monsoon season the northern state of Uttarakhand was face to face with floods caused due to the cloud burst that hitthree of the four famous Char Dham pilgrim sites, “2013 North India floods” leaving tens and thousands of inhabitants as well as pilgrims stranded or swept away due to the floods, and not to mention the damage cause to life, property and business.The famous Char Dham pilgrimage is now discontinued for three years for repair and restoration ("Plan ahead", 2013).The National Institute of Disaster Management (NIDM), in one of its first reports on the Uttarakhand floods, has blamed “climatic conditions combined with haphazard human intervention” in the hillsfor the disaster (“Down To Earth”, 2013). 41 | P a g e
42. Besides the natural disaster various other factors have contributed to the downfall of this famous religious/ tourist site. Uttarakhand’s huge potential in tourism lead to the state intapping its potential towards becoming a major tourist and pilgrim destination, also has a hand in this disaster. The uncontrolled rise of tourism inflow into the sate of Uttarakhand, took a toll on the ecology of the state. With Uttarakhand’s proximity to the national capital, the weekend revelers soon found Uttarakhand to be the destination to beat the heat. Plus, the religious tourists found it much easier to travel to-not-so accessible Badrinath, Kedarnath, Gangotri and other shrines, all this lead to an unsustainable rise in the number of people traveling to Uttarakhand (Bisht, 2013). As stated by Jacob (2013) during a livetelevision interview on CNN-IBN that, “the number of 'pilgrims' has been steadily increasing, with people from the plains interested in a quick guided tour of the hillsin a vehicle...the local authorities have ignored the carrying capacity and cumulative impact of dams and illegal construction on the fragile Himalayas”. Thissteady rise in tourist inflow resulted in other detrimental issues such as heavy traffic and roadblocks, with tourists routinely complaining about the bad roads and how it affected their travel time, the government resorted to widen the roads so as to accommodate the tourist’s inflow. Considering the fragility of these mountains, Himalayas being the youngest of the mountain ranges in the world with very poor soil stability the roads would routinely cave in or get washed away during monsoons (Bisht, 2013). The risingtourism industry lured the land sharks and they erected multi-storied hotels, flouting all environmental norms.Thousands of such resorts and hotels have mushroomed in thiseco- sensitive zone in the last few years. Some of these hotels were built on banks of several small and big rivers just to give the tourist a bird’s eye view of the pristine river flowing through the valley . The number of hotels has also seen a similar rise in the recent past. For example, Kedarnath Valley has hundreds of such hotels that were vulnerable to these natural calamities. So, when flash floods struck the valley, many of these hotels got swept away and so did the people staying in them (Bisht, 2013). As addressed by Jacob (2013), that “rampant illegal construction of buildings by locals had also contributed to the problems and made a bad situation worse. On top of it all, traffic in the hillshas increased hugely, with the number of vehicles registered in the hillsgoing up sharply. Remember the 42 | P a g e
43. hillsare delicate and unstable, so it takes little to set off landslides. More infrastructure has in fact worsened the situation since much of it is poorly made and constructed by people who have no idea of building in the hills”. All the above factors has had a crucial role to play in the disaster, but as the report provisioned by the Comptroller and Auditor General (CAG) showed that not only was the disaster aggravated due to rise tourism but also blame lands in the faults of the State Disaster Management Authority which was formed in 2007, but never was a meeting convened nor were there any rules, regulations, policies or guidelines framed, "the state disaster management plan was under preparation and actionable programmes were not prepared for various disasters," the report says. Going to show that the state was unprepared to face a sudden crisis, furthermore as Varma (2013) stated, “citing examples of the mismanagement by the Uttarakhand government, the CAG said that although the Geological Survey of India had identified 101 villages as 'vulnerable' in June 2008, the state government did not take any measures for their rehabilitation till date”. Besides this there are also allegations against the government based onthe construction of several dams along the river, which is as good as handing out an invitation to disasters, as Jacob (2013) reflects on the same, “illegal construction - of buildings and dams...the government has sanctioned an absurd number of hydro electric power projects that actually overlap with each other”. All this only goes to show the state and in turn the nation’s lack of competency, lack of planning and absences of political accountability is evidently seen through this extensive damage. To highlight the main factors that aggravated the disaster are as follows: the unregulated tourist inflow; the absence of an early warning mechanism as the CAG report mentions “The communication system was inadequate.”( As cited in "Plan ahead", 2013,); a lack of trained medical staff at hospitals; the climatic conditions the India Meteorological Department (IMD) had issued advance warnings predicting extreme weather conditions in Uttarakhand before the flash-floods though no appropriate action was taken ("Warning had been," 2013) and finally the fact that the state had no action plan in case a disaster struck. "Plan ahead" (2013), states that “Disasters are not learning processes. The authorities willhave to do all they can to ensure against such recurrences...the starting point is for the 43 | P a g e
44. State Disaster Management Authority to put place a disaster management plan”. Thus, unforeseen disasters calls for having an effective disaster management planin place and for the State Disaster ManagementAuthority to prepare actionable programmes to deal with disasters. One such action plan isas suggested below, willhelp in restoring the destinations success. Steps in DisasterManagement:- One of the many means of avoiding extensive damage caused by disasters is bybeing well prepared to face them. So as to ready the state of Uttarakhand with ways of combating unexpected disasters, an effective disaster management plan is to be implemented. The following are some of the steps that can be taken toward framing a disaster management plan. The Pre-DisasterStage: Thisstage focuses on minimizing the damage to life,property and environment isthat before the disaster strikes and at the prohibition stage, various schemes are drafted for controlling the losses to livesand property to minimize the effects of disaster. There are 44 | P a g e
45. several techniques to embark upon this stage where the disaster has not occurred, wherein there is a call for being better prepared and to have an effective of warning mechanism prior to the disaster. Preparedness It refers to the readiness, on the governmental, social and personal levels, to effectively face the disaster that has already visited and it includes practical disaster-layouts. Here, the local residents along with the state officials need to be sensitized regarding the measures to be taken when faced by a crisis, such as landslides, floods, earthquakes etc. So in case of such emergencies they can take necessary action. The Warning of Disaster It isvery crucial that immediately after receiving slightest hintof a disaster, the information about its advent reaches the entire danger-prone area. In the case of Uttarakhand it was seen that the State Disaster Management Authority did not have a scheme so as to curtail the disaster nor were the warnings issued by the meteorology department taken seriously. Response and Relief Measures: Thisincludes a wide range of activities including the erection of control booths, action according to the action-plan drafted, the broadcasting of danger notice. Post the disaster various relief measures were initiated by the authorities in forms of rescue missions by the Indian Armed Forces, so as to rescue victims and provide rehabilitation and in monetary terms to reconstruct thedestination The Post – DisasterStage: Whilerestoring the state to normalcy, it is also equally necessary to ensure that if, unfortunately, the disaster revisits, the extent of damage islesser. Restoration includes assistance, rehabilitation and reconstruction. “In addition to this,many protective steps will be taken to prevent if same calamity recurs in any case. It is decided to keep a track of the pilgrims – Indian as well as foreigners. Moreover, this timeefforts willbe made to handle 45 | P a g e
46. thingsthoroughly and systematically” returns ("Char Dham yatra", 2013,para.3). Revival / Resurrection: In revival, the focus is on the erection of facilities of greater competence than those built in pre-disaster stage. Erection of new buildings, taking ultra care of durability while erecting various essential facilities – are some illustrations of revival activities. During this stage care isto be taken to see to it that building do not encroach nature and that they are built in a sustainable manner.The government has curtailed the Char Dham yatra for three years for the purpose of repair and restoration as quoted by B.D. Singh, chief executive officer of the Badrinath - Kedarnath Temple Committee told IANS (2013), that the chances of reviving the pilgrimage "for the next few years" was grim, "what we are seeing is very painful and unbelievable," he said. "We don't expect the Char Dham Yatra to resume in the next three years." . A survivorclaims that there is nothing left In Kedarnath except for the temple, which now willtake these three years to restore, as from the building to the roads were washed away in the flood (IAN, 2013). Thus thisstage willrequire thisample timeto plan appropriately for the revival of this holydestination. Development: The reconstruction of the affected region and bringing back people’s lives to normalcy is a pretty long process – especially because of the existence of severe financial constraints.The government is taking initiative to raise fundfrom both the public and private fronts. To facilitate the above various funds and relief funds are raised throughout the country to mention a few the donations sent to Doctors For You, Uttaranchal Daivee Aapada Peedith Sahayata Samiti, Uttarakhand relief fund, individuals contributions and relief funds such as the Chief Ministers relief fund, Prime Ministers relief fundetc. all have come to aid the state of Uttarakhand.Besides thisthe chance of the Char Dham Yatra to resume excluding Kedarnath isalso expected by the end of 30th September, 2013 so as to help the locals who survived solely on tourism returns ("Char Dham yatra," 2013). An apt means of ensuring that the destination thrives in spite of being in a crisisis through the adoption of an effective means to restore the destination post the disaster. The following approach showcases a step by step means in destination restoration. Thiscan be an 46 | P a g e
47. example of how Uttarakhand can be restored to its former glory. A Systematic Approach - Improves Destination Restoration Success To assist planners in conducting cost-effective monitoring for destination restoration, techniques can be developed consistingof four components, following which is the brief explanation regarding the four components: planning, construction and implementation, assessment of performance and management of the system. Planning: The key element in planning the restoration project would require: conceptual modeling, site assessments, and cost estimation. A conceptual model details the structural aspects of the system that must be developed to meet the goals. Whereas as site assessment is essential where the site lacks the characteristics necessary to reach performance goals, the restoration project willlikely fail.Thus in the case of Kedarnath an assessment of the 47 | P a g e
48. destination must be made prior to any constructions made. Also cost estimation is to be made to the end of the planning stage. Restoration managers must account for land acquisition, engineering design, and construction, among other factors. Construction andImplementation: Projects that require less physical restructuring of the site are more likely to develop successfully without human intervention. Projects requiring more engineering to massively rework the site often have a higher degree of uncertainty. These factors are to address while restoring the disaster hitregions of Uttarakhand. Assessmentof Performance: Post-implementation monitoring should focus on a parameter indicative ofthe original goal. There are numerous low-cost ways to effectively monitor a restoration project. Withinthe span of the three years there is a need for continuous assessment to see to it that the destination isbeing restored as per the action plan and no deviations occur. Management of theSystem: Restoration management plans should be modified according to the principles of adaptive management, which isnothing but decision making in times of uncertainty, where policies and practices are altered according to learning from outcomes. Thereby restoration policy can be understood well, depending on the application of alterations so as to accommodate changes if necessary. Thisis further explained through the means of the following diagram. 48 | P a g e
49. “Applying the continual evaluation process of adaptive successful restoration projects” (Beirman, 2003)” ADAPTIVE MANAGEME NT PLA N AC T MONITO R EVALUA TE 49 | P a g e
50. Conclusion Five days of heavy rain in the Kashmir valley has had a devastating impact. Almost 400 confirmed deaths so far across India and Pakistan, 600,000 people stranded and the number of roads, bridges, schools and buildings damaged too great even to start counting. For Jammu and Kashmir, this is their worst flood in 100 years, according to the chief minister Omar Abdullah. However for the rest of India, mega floods of this type are becoming ‘the new normal’. However, an extreme weather event only becomes a disaster when it hits assets and causes loss of life and livelihood. Even if climate change was not a factor, scientists tell us that disasters are getting more destructive as people are more exposed to floods and other such events Preparing for a disaster does not just mean putting in place early warning systems and protocols for evacuations. Preparedness is fundamental to the way we plan and do development. Development should protect against the risk of disasters, rather than increasing the risk. This requires understanding and acting upon disaster risk in plans and decisions. Identifying risk and mitigating it is not always straightforward. For example, in Leh district in Jammu and Kashmir, the planting of trees on the edge of streams –to tackle climate change — actually exacerbated the impact of the 2010 flash floods, because the trees fell into the streams forming dams which when they broke proved disastrous. This is a classic case of why addressing climate change and disaster risk cannot beseparated. Rather than leaving it as theory, there are opportunities now to build the risk of flooding and other natural disasters into future development programs in the Himalayas and throughout India. Investing in development that also reduces disaster risk willhelp break the cycle oftragedy UTTARAKHAND DISASTER: The highlight ison the tourism disasters vulnerability of the tourist trade to unforeseen events which also signifies the principles of disaster management, the content also elaborates on how to pro-actively deal with the potential for future crisis related to tourism, steps in disaster management would give a brief overview about the various stages involved in disaster management. Further discussion in this paper leads to a systematic approach – 50 | P a g e
51. which improves destination restoration techniques and also describes about the reasons for the collapse of tourism destination areas and enumerating on the aspects of an ideal area development, with relation toUttarakhand. In terms the losses faced by the tourism industry, due to the disaster are extensive as said by an official to Madhav (2013) that, “speaking on the possible losses…the season accounted for 30 per cent (around Rs 3,500 crore) of the tourism sector's annual earnings. Due to the calamity, they were witnessing 99 per cent cancellations from the affected travelers and from pre-bookings.”. Thus when the Char Dham yatra has been cancelled for three year the possible losses can be imagined. So through the implementation of destination management and the several disaster management techniques, such losses can be avoided and the credibility of a destination restored. 51 | P a g e
52. BIBLOGRAPHY Books:- M.comPart 1 S.M. book OXFORD dictionary Notes & journal:- Dr. Bindi Varghese& Neha Itty Jose Paul case study OnUttarakhand Disaster Websites:- www.google.com www.wikipedia.com www.slideshare.com www.hindustantimes.com www.economictimes.com www.blog.wsj.com 52 | P a g e

Disaster Management Project for Class 9

Table of Contents

Disaster Management Project for Class 9 : Disaster Management refers to a comprehensive framework encompassing planning, coordination, and execution of strategies aimed at mitigating risks during disasters and effectively addressing their aftermath. It involves proactive measures to minimize the impact of both natural and man-made calamities through preparedness, response, and recovery efforts. Central to disaster management is the assurance of timely rescue and relief operations to safeguard lives and alleviate suffering.

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What is Disaster Management Class 9?

Disaster Management, especially important for Class 9 projects, is all about getting ready for and dealing with big problems that happen suddenly. These problems can be because of nature, like floods or earthquakes, or because of people, like accidents or fights. In Disaster Management, we learn how to plan ahead for these problems, organize what to do when they happen, and help everyone who’s affected. It’s like having a plan for when things go wrong, so we can keep ourselves and our communities safe. So, in a Disaster Management Project for Class 9, students will learn how to prepare for disasters, what to do during them, and how to help afterwards.

The International Federation of Red Cross and Red Crescent Societies says a disaster happens when something risky affects people who are already vulnerable. So, disaster management is about helping those who need it the most during tough times.

Survival Skills Disaster Management CBSE Class 10 Extra Questions

Disaster Management Project PDF Class 9

A “Disaster Management Project for Class 9 PDF” likely entails educational material or a practical project aimed at teaching ninth-grade students about disaster management. Topics may cover understanding different types of disasters, creating emergency plans, and learning about mitigation strategies. The PDF may include information on how to respond to disasters, stay safe during emergencies, and help others in need. It could also provide guidelines for conducting research, creating presentations, or participating in simulations related to disaster management.

Implementing a Natural Disaster Management Project

To engage students in hands-on learning, schools can incorporate a project-based approach to natural disaster management. Here’s a structured framework for such a project:

Selecting a Natural Disaster: Choose a specific type of natural disaster as the focus of the project (e.g., earthquake, flood, wildfire). Encourage students to research its characteristics, historical occurrences, and potential impacts on their region.
Risk Assessment: Guide students in conducting a risk assessment for the chosen natural disaster. Using maps, data, and case studies, help them identify vulnerable areas, populations, and infrastructure at risk.
Preparedness Planning: Assist students in developing a comprehensive disaster preparedness plan tailored to the selected natural disaster. This plan should include preventive measures, evacuation procedures, emergency communication channels, and resource allocation strategies.
Community Outreach: Encourage students to raise awareness about natural disaster preparedness within their school and community. This could involve organizing workshops, creating informational materials, or inviting guest speakers from relevant organizations.
Simulation Exercise: Conduct a mock disaster drill to allow students to simulate emergency response scenarios based on their preparedness plans. This practical exercise will help them understand the challenges and dynamics of real-life situations.
Reflection and Improvement: Facilitate a debriefing session after the simulation exercise, where students can reflect on their experiences and identify areas for improvement in their preparedness plans. Encourage them to brainstorm innovative solutions and strategies for future readiness.

CBSE Class 9 Social Science Syllabus

Types of Disaster Management Project for Class 9

Hazard Mitigation Projects: These projects aim to reduce disaster impact by lowering risk or lessening damage. Examples: levees prevent flooding, erosion control controls damage.
Emergency Response Plans: These plans outline how communities or organizations will respond to disasters, including evacuation procedures, provision of essential supplies, and medical care.
Recovery Plans: These plans detail the steps for post-disaster recovery, including rebuilding infrastructure, providing financial aid, and assisting affected individuals in returning to normalcy.

Natural Disasters Management Project for Class 9

Natural disasters pose significant threats to life and property. Disaster Management Projects for Class 9 aim to mitigate their impact effectively. Examples include earthquakes, cyclones, floods, and volcanic eruptions.

Earthquakes: Rapid and intense ground shaking caused by the movement of the earth’s crust, often resulting in widespread destruction and secondary disasters such as tsunamis.
Cyclones: Intense spinning storms originating over oceans in tropical regions, bringing forth destructive winds and heavy rainfall.
Floods: Occur when an excess of water inundates land, disrupting daily activities and causing damage. Floods can result from various factors, including heavy rainfall, storm surges, or seismic events.
Volcanic Disasters: Triggered by volcanic activities, including lava flows, mudflows, and pyroclastic flows, which can cause extensive damage and pose significant risks to human life.

Man-made Disasters Management Project for Class 9

Man-made disasters present unique challenges in disaster management. Disaster Management Projects for Class 9 address issues such as road accidents, building collapses, and terrorist attacks.

Road Accidents: Often caused by careless driving, inexperienced drivers, and inadequate road maintenance, leading to significant injury and loss of life.
Building Collapses: Result from substandard construction practices and lax enforcement of safety regulations, particularly prevalent in regions with rapid urbanization.
Terrorist Attacks: Deliberate acts of violence targeting civilians, infrastructure, or institutions, posing grave threats to public safety and security.

Tips for Developing Disaster Management Project for Class 9

Risk Identification: Conduct a thorough hazard analysis to identify potential risks and hazards within your community or organization.
Risk Mitigation: Develop plans to reduce identified risks, which may include evacuation protocols, infrastructure improvements, or community preparedness initiatives.
Emergency Preparedness: Educate individuals on emergency response procedures, including evacuation drills, first aid training, and disaster preparedness kits.
Relief Coordination: Establish a robust system for coordinating relief efforts, including the setup of command centers and effective communication channels.

Disaster Management Projects for Class 9 are vital for protecting communities and organizations from disasters’ harmful impacts. By understanding the nuances of disaster management and implementing proactive measures, students can contribute to building resilient and disaster-ready societies. Together, we can navigate through the challenges posed by disasters and emerge stronger than before.

Also Refer:

Paragraph on Disaster Management
Speech on Disaster Management
Essay on Disaster Management

FAQs on Disaster Management Project Class 9

What is disaster management class 9 for projects.

Disaster management for Class 9 projects typically involves studying various aspects of disaster preparedness, response, and mitigation. Students may explore different types of disasters, their causes, effects, and methods to minimize their impact on communities.

How to make a project file class 9?

To make a project file for Class 9, students can follow these steps: Choose a topic related to the curriculum, such as disaster management. Research the chosen topic thoroughly, gathering information from textbooks, reliable websites, and other sources. Organize the collected information into sections, including an introduction, objectives, methodology, findings, conclusion, and bibliography. Use clear and concise language, along with appropriate diagrams, charts, and illustrations to enhance understanding. Proofread the project file for any errors in grammar, spelling, or formatting before submission.

Which topic is best for disaster management?

The best topic for disaster management depends on various factors, including the interests of the student, the availability of resources, and the relevance to the local context. Some popular topics include natural disasters like earthquakes, floods, hurricanes, or human-made disasters such as industrial accidents or pandemics.

परियोजनाओं के लिए आपदा प्रबंधन कक्षा 9 क्या है?

कक्षा 9 के परियोजनाओं के लिए आपदा प्रबंधन का मुख्य उद्देश्य विभिन्न प्रकार की आपदाओं का अध्ययन करना, उनके कारणों, प्रभावों, और समुदायों पर उनका प्रभाव कम करने के तरीकों का अध्ययन करना होता है।

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Top 21+ Disaster Management Project Ideas [Updated 2024]

Disaster management is all about being prepared for natural or man-made calamities and minimizing their impact on communities. As students, understanding disaster management can be both enlightening and practical. In this blog, we’ll explore several disaster management project ideas related to disaster management that you can undertake to learn more about this crucial field.

Why Disaster Management Projects Matter

Table of Contents

Disasters can strike anytime, anywhere, affecting thousands of lives and properties. By learning about disaster management through projects, students can:

Increase Awareness: Understand different types of disasters and their impacts.
Develop Skills: Learn practical skills like planning, communication, and teamwork.
Contribute to Community: Help communities become more resilient and prepared.

What Are The Types of Disasters to Consider?

Before diving into project ideas, it’s essential to know the types of disasters:

Natural Disasters

Earthquakes
Hurricanes/Cyclones

Man-Made Disasters

Industrial accidents
Chemical spills
Nuclear accidents
Terrorism incidents

What Are The 5 Disaster Management Plans?

Disaster management plans typically include the following five key components:

Risk Assessment and Planning: Identifying potential hazards and assessing their risks to the community or organization.
Preparedness: Developing and implementing strategies, protocols, and resources to respond effectively in case of a disaster. This includes training personnel, conducting drills, and preparing emergency kits.
Response: Right after a disaster happens, quick actions are taken to rescue people, safeguard belongings, and fulfill basic necessities. This involves deploying emergency services, conducting search and rescue operations, and providing medical care.
Recovery: Long-term efforts to restore and rebuild affected areas after a disaster. This includes repairing infrastructure, supporting displaced individuals, and restoring community services.
Mitigation: Actions taken to reduce or eliminate the risk and impact of future disasters. This involves implementing building codes, improving infrastructure resilience, and educating the community on disaster preparedness.

21+ Disaster Management Project Ideas: Category Wise

Natural disaster preparedness projects.

Earthquake Preparedness Plan:
Develop evacuation routes and safe zones.
Create earthquake drills and awareness campaigns.
Flood Risk Assessment:
Study local flood-prone areas and predict risk levels.
Propose flood mitigation strategies like barriers or early warning systems.
Hurricane/Cyclone Preparedness Kit:
Design and assemble kits with essentials like food, water, and first aid.
Educate communities on hurricane preparedness.
Tsunami Evacuation Simulation:
Map out tsunami evacuation routes and safe areas.
Conduct simulations to practice response protocols.
Wildfire Prevention Campaign:
Educate communities on fire safety and prevention measures.
Create awareness about forest management practices.

Man-Made Disaster Management Projects

Chemical Spill Response Plan:
Develop protocols for handling chemical spills in industrial areas.
Train personnel on containment and cleanup procedures.
Nuclear Disaster Preparedness Drill:
Simulate responses to a nuclear accident, including evacuation and radiation monitoring.
Study the effects of radiation and safety measures.
Terrorism Preparedness Workshop:
Educate communities on recognizing and responding to terrorist threats.
Develop communication strategies and emergency response plans.
Industrial Accident Risk Assessment:
Identify potential hazards in local industries and propose safety measures.
Create emergency response teams and protocols.
Cybersecurity and Data Breach Response Plan:
Educate organizations on cybersecurity risks and prevention strategies.
Develop protocols for responding to data breaches and securing sensitive information.

Community Awareness and Education Projects

Disaster Preparedness Fair:
Organize an event showcasing various aspects of disaster preparedness.
Conduct workshops and demonstrations and distribute preparedness kits.
School Emergency Response Training:
Train students and staff on responding to emergencies like lockdowns or medical emergencies.
Develop protocols for communication and reunification.
Public Health Emergency Response Plan:
Create strategies for managing outbreaks like pandemics or epidemics.
Educate communities on hygiene, vaccination, and quarantine procedures.
Disaster Risk Reduction in Urban Planning:
Assess urban vulnerabilities and propose infrastructure improvements.
Advocate for zoning laws and building codes to mitigate disaster risks.
Climate Change Adaptation Project:
Study the local impacts of climate change (e.g., rising temperatures, sea-level rise).
Develop adaptation strategies for communities and ecosystems.

Technology and Innovation Projects

Drone Technology in Disaster Response:
Investigate the use of drones for search and rescue operations.
Develop protocols for drone deployment during disasters.
Early Warning Systems Development:
Design and implement systems for early detection of disasters like earthquakes or tsunamis.
Integrate with communication networks for timely alerts.
GIS Mapping for Disaster Management:
Create GIS maps to visualize disaster-prone areas and vulnerable populations.
Use GIS for resource allocation and evacuation planning.
Mobile App for Emergency Response:
Develop an app for reporting emergencies, accessing information, and receiving alerts.
Include features like first aid instructions and emergency contacts.
3D Printing for Disaster Relief Supplies:
Explore the use of 3D printing to create emergency shelters or medical supplies.
Test prototypes and evaluate their effectiveness in disaster scenarios.

Research and Analysis Projects

Impact of Natural Disasters on Infrastructure:
Study the effects of disasters on roads, bridges, and buildings.
Propose strategies for improving infrastructure resilience.
Economic Impact Assessment of Disasters:
Analyze the economic consequences of disasters on local businesses and industries.
Develop strategies for economic recovery and resilience.
Psychosocial Support for Disaster Survivors:
Research mental health challenges faced by disaster survivors.
Design interventions and support programs for psychological recovery.
Water Management in Disaster Prone Areas:
Evaluate water supply and sanitation systems’ vulnerability to disasters.
Propose solutions for ensuring access to clean water during emergencies.
Historical Analysis of Disaster Management Policies:
Study past disasters and the evolution of disaster management policies.
Assess effectiveness and identify areas for improvement in current practices.

How To Make a Project on a Natural Disaster?

Creating a project on natural disasters involves several steps to ensure it is informative, engaging, and educational. Here’s a structured approach to make a project on natural disasters:

1. Choose a Specific Natural Disaster

Select a specific type of natural disaster to focus on, such as earthquakes, floods, hurricanes, tsunamis, or wildfires. Consider factors like prevalence in your region or personal interest.

2. Research and Gather Information

Causes and Mechanisms: Understand how the chosen disaster occurs (e.g., seismic activity for earthquakes, weather patterns for hurricanes).
Effects: Learn about the impacts on the environment, infrastructure, and human populations.
Historical Examples: Study past occurrences of the disaster, both globally and locally if applicable.

3. Project Objectives and Scope

Define the objectives of your project. Decide whether you want to focus on prevention, preparedness, response, or recovery aspects of the disaster. Determine the scope of your project based on available resources and time.

4. Create Project Components

A. introduction.

Overview: Provide a brief introduction to the natural disaster, including its definition and significance.
Objective: State the goals of your project and what you aim to achieve.

B. Causes and Mechanisms

Explain how the disaster occurs, using diagrams or illustrations if possible.
Describe the scientific principles or factors involved (e.g., tectonic plate movements for earthquakes , atmospheric conditions for hurricanes).
Discuss the environmental, social, and economic impacts of the disaster.
Include case studies or examples to illustrate these impacts.

D. Prevention and Mitigation

Propose strategies and measures to prevent or mitigate the effects of the disaster.
Discuss engineering solutions, early warning systems, land-use planning, or policy recommendations.

E. Preparedness

Outline steps individuals or communities can take to prepare for the disaster.
Include emergency kits, evacuation plans, and community drills.

F. Response and Recovery

Describe the actions to be taken during and immediately after the disaster strikes.
Highlight the roles of emergency services, NGOs, and government agencies in response and recovery efforts.

5. Presentation Format

Decide on the format of your project presentation:

Poster: Visual presentation with images, diagrams, and concise text.
Report: Written document with sections covering each aspect of the project.
Presentation: Oral presentation with slides summarizing key points.

6. Include Visuals and Data

Enhance your project with visuals such as maps, charts, graphs, and photographs. These help in explaining concepts, illustrating impacts, and making your presentation more engaging.

7. Incorporate Examples and Case Studies

Use real-life examples and case studies to illustrate key points and provide context to your project. This adds credibility and demonstrates practical applications of your research.

8. Conclusion and Recommendations

Summarize the main findings and conclusions of your project.
Provide recommendations for future research or actions to improve disaster preparedness and response.

9. Review and Feedback

Before finalizing your project, review it for accuracy, clarity, and completeness. Seek feedback from peers, teachers, or mentors to improve the quality of your work.

10. Presentation and Sharing

Present your project to your class, school, or community. Be prepared to answer questions and engage in discussions about your findings and recommendations.

These disaster management project ideas provide a hands-on approach to learning about disaster management. By undertaking these projects, students can not only deepen their understanding of disasters but also contribute positively to their communities.

Always remember, getting ready is the first thing to do to make sure disasters have less effect and keep everyone safe. Choose a project that interests you and start your path to becoming skilled in managing disasters!

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Astrophysics > Instrumentation and Methods for Astrophysics

Title: project management for ground-based telescope array development.

Abstract: Center for the Gravitational-Wave Universe at Seoul National University has been operating its main observational facility, the 7-Dimensional Telescope (7DT) since October 2023. Located at El Sauce Observatory in Chilean Rio Hurtado Valley, 7DT consists of 20 50-cm telescopes equipped with 40 medium-band filters of 25 nm full width at half maximum along with a CMOS camera of 61 megapixels. 7DT produces about 1 TB per night of spectral mapping image data including calibration, and the byproduct of the data reduction pipeline once our planned three layered surveys (Reference Imaging Survey, Wide Field Survey, and Intensive Monitoring Survey) start in 2024. We are expecting to generate 1 PB per year by combining raw data, reduced data, and data products (e.g. calibrated stacked images, spectral cubes, and object catalogs). To incorporate this huge amount of data, we now have a data storage for 1 PB which we will increment by 1 PB per year. We also have a high-performance computation facility that is equipped with 2 NVIDIA A100 GPU cards since we plan to carry out real-time data reduction and analysis for follow-up observation data of gravitational wave events. To incorporate this, we established a 400 Mbps network connection between the facilities in Korea and Chile. Taking advantage of the high-performance network, we have been carrying out fully remote operations since October 2023. In this talk, we present details of designing, planning, and executing the ground-based telescope facility project, especially within low-budget academic environments. While we cover as much ground as possible, we will emphasize human resource management, project risk management, and financial contingency management.

Comments:	7 pages, 1 figures, Proceedings of the SPIE conference "Modeling, Systems Engineering, and Project Management for Astronomy XI" SPIE Astronomical Telescopes + Instrumentation 2024 (Paper No. 13099-77)
Subjects:	Instrumentation and Methods for Astrophysics (astro-ph.IM)
Cite as:	[astro-ph.IM]
	(or [astro-ph.IM] for this version)
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Flooding leaves Rapidan Dam in Minnesota in 'imminent failure condition': What to know

The Rapidan Dam in Blue Earth County, Minnesota is in " imminent failure condition ," according to the county government's official Facebook page.

According to the Facebook post, Blue Earth County Emergency Management was made aware of "accumulating debris" at the dam on Sunday, and the dam is currently being monitored by Blue Earth County Public Works, Emergency Management and Sheriffs Offices.

"We do not know if it will totally fail or if it will remain in place, however we determined it was necessary to issue this notification to advise downstream residents and the correct regulatory agencies and other local agencies," the Blue Earth County government said on Facebook.

"The river has significantly cut around the west side of the dam. Xcel Energy and county infrastructure has added to the debris in the river," the county government said on Facebook. "We are aware of power outages and are working with Xcel Energy."

The post also said the County Road 33 bridge and County Road 90 bridge are being "closely monitored for debris passing downstream" and may be closed.

According to the Blue Earth County government website, the Rapidan Dam was constructed between 1908 and 1910 and measures about 475 feet in length and about 87 feet from the top of the dam to the stream bed.

In a separate Facebook post , Blue Earth County government officials said anyone that is in immediate danger in regards to the Rapidan Dam have been notified, while noting that the dam is "currently intact" and there is not an evacuation order in place for Blue Earth County residents.

Governor says crops, businesses and families to be impacted

Gov. Tim Walz echoed that there is no need for an evacuation order in the larger communities downstream but acknowledged that the situation will carry implications on crops, businesses and families. He said the state anticipates they will request federal disaster assistance as the situation escalates.

"This is a rapidly evolving situation, it's gonna be very dangerous," Walz said at the Democratic Governor's Association press conference in Minneapolis on Monday. "Again, if a road is closed, it is closed. Don't go around. If there is water across the road, do not cross it. If you are monitoring local events, these things happen within hours, if you're asked to leave, leave."

He said experts expect flood levels at the river to reach 20 feet by the end of the week, higher than what's considered a major threat, which is 17 feet.

"So far, that has not happened but we're going to see many more road closures and we're going to have to then start doing the assessment of damage," he added.

Rapidan dam location

Flooding to continue as storms in forecast for Plains

Across the northern and central Plains, communities reeling from record-breaking floods over the weekend remained under threat of rising rivers as floodwaters headed downstream and forecasts project more rain this week.

Scattered, fast-moving showers were slated to impact the region early this week before more organized thunderstorms bring heavy rain by Thursday, according to the National Weather Service.

Last week, parts of the region were hit with a month's worth of rain in a span of 48 hours. Sioux Falls, South Dakota, received 6.33 inches of rain from Thursday to Saturday, with 10.8 inches of rain so far in June, according to AccuWeather .

"So much rain has fallen in a zone from southwestern Minnesota to northeastern Nebraska, including northwestern Iowa and southeastern South Dakota, that multiple rivers are on the rampage," said AccuWeather Senior Meteorologist Alex Sosnowski.

Monday weather forecast: Central US to bake under scorching heat; flood threat persists in Iowa, Plains region

North Mankato, Minnesota declares flood emergency

North Mankato, Minnesota has declared a flood emergency Monday morning due to city crews building a temporary earth wall levee at the intersection of Lookout Drive and Lee Boulevard, city officials said in a Facebook post.

"These efforts are in response to the potential failure of the Rapidan Dam and to protect the City of North Mankato," the city government said on Facebook. "Additional roads will be closed as needed."

City officials said the river level is risky quickly and staff are "continuing to monitor river levels and the safety of North Mankato."

The Blue Earth County Public Works, Emergency Management and Sheriff’s offices will hold a news conference Tuesday at 9:00am local time to share more information on the dam's status and its impact on the communities.

Minnesota flood watches and warnings

Contributing: Christopher Cann and Anthony Robledo, USA TODAY , Samantha Woodward, SC Times.

Gabe Hauari is a national trending news reporter at USA TODAY. You can follow him on X @GabeHauari or email him at [email protected].

COMMENTS

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