The document discusses disaster preparedness and management, outlining the importance of strategic planning to protect critical infrastructures during emergencies caused by natural or human-made disasters. It covers four phases of emergency management: preparedness, response, recovery, and mitigation, emphasizing coordination among various services and the need for resource management. Additionally, it highlights the psychological impact on affected populations and the vital role of information management, institutional management, and logistics in effective disaster response.

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M.G.M. ALLIED HEALTH SCIENCE
INSTITUTE, INDORE
Batch: 2019-20
B.P.T. (I) YEAR
TITLE: DISASTER PREPAREDNESS AND
MANAGEMENT
SUBMITTED TO:
Dr. Ramhari Meena
SUBMITTED BY:
Vedika Agrawal (Roll No.- 98)

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TABLE OF CONTENTS
Sr. No. Title Page No.
1 Introduction 3
2 Fundamental Of Emergency Management 3-4
3 Management Of Psychological Impact 4-7
4 ResourceManagement 7-8
5 Preparedness And Risk Reduction 9
6 Key ResponseFunctions 9-10

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INTRODUCTION
A sudden accident or a natural catastrophe that causes great damage or loss of life.
Disaster Management is a strategic planning and procedure that is administered and employed to protect
critical infrastructures (also known as "critical assets") from severe damages when natural or human made
calamities and catastrophic even occur.
Disaster management plans are multi-layered and are aimed to address such issues as floods, hurricanes, fires,
bombings, and even mass failures of utilities or the rapid spread of disease. The disaster plan is likely to
address such as important matters as relinquishing people from an impacted region, arranging temporary
housing, food, and medical care.
It requires the contributions of many different areas—
1. training and logistics
2. health care
3. recovery,
4. livelihood
5. institutional development.

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FUNDAMENTALS OF EMERGENCY MANAGEMENT
The Fundamentals of Emergency Management is to provide information that will enable persons entering the
profession or expanding their roles to have the ability to function effectively with a broad array of emergency
management issues. The primary purpose of this is to provide an overview of the characteristics, functions,
and resources of an integrated system and how various emergency management services, (fire personnel,
police, security, healthcare providers etc.) work together in a system of resources and capabilities. Emphasis
will be placed on how this system is applied to all hazards for all government levels, across the four phases
and all functions of emergency management. It includes the role of national, regional and local services in a
variety of disasters.
Is intended for a broad audience including personnel in public service, emergency fields, healthcare facilities,
first responders and others having an interest in gaining a working knowledge of preparedness.
There are four key purposes to emergency management:

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1. Preparedness - As the name implies, preparedness begins long before there is a specific threat. The
hazard is known, but it has not yet materialized. Preparedness involves coordination between
government and people in the community to develop emergency response plans, train security
personnel, and educate citizens so that all stakeholders understand their responsibilities when
emergency strikes.
2. Response - The response phase of emergency management activates once disaster conditions have
been felt or are anticipated. An earthquake or fire can happen with little warning, whereas communities
may have time to gear up response to a hurricane or winter storm. During response, the focus is on
saving lives, providing immediate security, and ensuring evacuation and mass care.

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3. Recovery - In the aftermath of response, recovery begins. Recovery might last for days, several
months, or even years. Often, the first step in recovery is debris management, the removal of natural
and man-made features that are damaged beyond repair. Housing is provided for those who have been
displaced and healthcare resources are made available. Economic recovery follows.
4. Mitigation - In the wake of individual emergencies, safety professionals gain valuable “lessons
learned” to improve the readiness footing of the entire community. Mitigation is an ongoing concern.
Safety leaders must be prepared to advocate for mitigation, as it can often become a low civic priority
in the absence of a specific threat. It includes infrastructural improvements and public outreach.
There is some overlap in the different phases of the cycle, and it is not always clear when one has ended and
the next has begun. When all is said and done, individuals must maintain vigilance during an emergency and
assume danger is still present until a change in condition is verified by informed authorities. Listening to
hearsay can lead members of the community into dange

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MANAGEMENT OF PSYCHOLOGICAL IMPACT
Disasters and mental health are related to a large extent; the effects of disasters might have a negative impact
on the affected population. Along with the social and economic losses, the individuals and communities
experience a mental instability which might precipitate Post Traumatic Stress Disorder (PTSD), Anxiety and
Depression in the population.
The psychological interventions have helped the victims to improve over time, but the most common mental
disorders such as depression and anxiety are expected to increase as a result of negative impact on mental
health
Various variables were studied as a field of emotional goals such as internal locus of control/motivation to get
better and function well.

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Willingness to control the emotional extremes, self-regulation of one's emotions, inculcating hope and
courage, positive attitude and acceptance of the situations, concern about oneself and family members and
ability of the individual to prepare oneself for effect, could solidify the internal control. They investigated the
cognitive domain and focused on the cognitions and its relatability to the post-disaster intervention. The
cognitive aspect helped the individual in increasing awareness and remembering the risks related to past
disaster experience. The psychomotor field has been emphasized by encompassing decision-making skills and
stress management.
Supportive strategies, including emotional and material strategies, act as an important help to deal with the
post-disaster experiences. Emotional supportive strategies comprised programs focusing on stress reduction,
transforming and modifying the maladaptive behaviours to the socially acceptable behaviours and informing
people how to respond to the emotional stressful situations. Material supportive strategies include the policies
introduced for maintaining harmony in the environment by providing the victims with proper distribution of
resources, proper access to resources and by assisting the affected people in creating social and economic
well-being and by highlighting the problems of the marginalized people and providing them with the
maximum care and support.

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RESOURCE MANAGEMENT
There are many resources required for the preparedness program including:
1. People
2. Facilities
3. Communications and warning technologies
4. Fire protection and life safety systems
5. Pollution control systems
6. Equipment
7. Materials and supplies
8. Funding
9. Special expertise
10. Information about the threats or hazards
Consider the following examples:
If there is a fire inside a building, the fire alarm system warns employees to evacuate. An evacuation team
guides employees to safe exits and outside to assembly areas. The fire alarm system, evacuation team and
exits are resources.
When a primary facility cannot be occupied, a suitable alternate facility (if available) may be used. The
alternate facility is a resource for the business continuity plan.
Assessing resources for the preparedness program begins with reviewing program goals and performance
objectives.

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High-level goals of the program include:
 Protect the safety of employees, visitors, contractors and others who may be at risk from hazards at
the facility.
 Maintain customer service by minimizing disruptions of business operations.
 Protect facilities, physical assets and electronic information.
 Prevent environmental pollution.
 Protect the organization’s brand, image, and reputation.

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PREPAREDNESS AND RISK REDUCTION
Risk reduction and emergency preparedness are part of the development process. Unlike the response to acute
humanitarian crises, where the international humanitarian community may play a significant role, building the
capacity of health sectors in order to reduce the risks from and respond to emergencies requires strong and
long-term commitment and sound managerial and technical programmes from the Member States. The
developmental nature of capacity-building highlights the critical role of WHO’s support at the country,
regional and global levels. An all-hazard approach is essential. As indicated before, planning processes and
other tools necessary for emergency preparedness, mitigation and response are similar regardless of the nature
of the hazard. Countries and especially communities at risk cannot afford to develop a separate system for
each type of hazard they are vulnerable to. The capacity of the health sector must be enhanced to face all types
of major risks, from epidemics to conflicts, natural disasters to technological accidents, well known risks to
new or emerging threats such as an influenza pandemic or terrorism. This means that the WHO strategy should
build on existing WHO expertise and capacity in all relevant departments and programmes as well as in
different parts of the world.

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KEY RESPONSE FUNCTIONS
Public health-The Public Health Emergency Response Guide is a valuable resource for public health
professionals who have the following roles and responsibilities:
Initiating the public health response during the first 24 hours (i.e., the acute phase) of an emergency or
disaster.
Coordinating with the existing emergency response structures in specific types of incidents, such as floods,
earthquakes, and acts of terrorism.

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Logistics and governance -Logistics preparedness is a key component of any disaster reduction effort.
Planning is both necessary and practical, since it is generally possible to foresee the types of disasters that
may affect a given location and the needs that such disasters will be likely to engender. Logistics preparedness
must be based on the vulnerability and resource assessment.

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Rehabilitation, Recovery and Reconstruction -Rehabilitation, reconstruction and sustainable recovery
refer to measures that help restore the livelihoods, assets and production levels of emergency-affected
communities.

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Information management -Effective information management for disasters is a vital component of
international disaster response and relief. It is based on the premise that accurate and timely information is
available before (early warning and monitoring), during, and after disasters.
Information management involves coordination, delivery of relief assistance, beneficiary involvement,
marketing and external relations, monitoring and evaluation.
Information management includes:
 saves lives through early warning
 reduces suffering in the wake of disasters, by providing tracing services, concise information on
assistance packages, or clearly indicating where and when shelter will be provided
 promotes better media coverage of the world’s neglected disasters so that global assistance might be
more equitably allocated

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Incident Command - The ICS provides guidance for how to organize assets to respond to an incident
(system description) and processes to manage the response through its successive stages (concept of
operations). All response assets are organized into five functional areas: Command, Operations, Planning,
Logistics, and Administration/Finance.

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Institutional Management - Most of the disaster situation is to be managed at State and District levels. The
centre plays a supporting role and provides assistance when the consequences of disaster exceed district and
State capacities. The centre mobilizes support in terms of providing emergency teams, support personnel,
specialized equipment and operating facilities depending on the scale of the disaster and the need of the
State and District. Active assistance to an affected State/District would be provided only after the declaration
of a national level disaster, the national response mechanism has to be prepared and any impending State or
District disaster has to be monitored in order to provide immediate assistance whenever required. For this
purpose, nation response approach has to be pre-defined in terms of process, related handbooks and
checklists that will have to be used during a disaster.