This document discusses disaster management and planning. It covers the nature and scope of disaster management, including policy and types of plans. Some key points discussed include: - Disaster management aims to reduce losses from disasters through optimal resource utilization and preparation. - Plans like hazard and vulnerability analysis and SWOT analysis assess risks at the community, regional, and national levels. - The disaster management policy provides guidance to promote community-based management and capacity building at all levels. - Identification, prevention and preparation are important pre-crisis phases of crisis management.

1. Unit No - I
Disaster Management and
Planning
By Dr. Dhobale J V
Assistant Professor
IBS, IFHE, Hyderabad.
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2. Objectives
 Nature and Scope of Disaster Management.
 DM Policy and Types of Plans.
 Hazard and Vulnerability Analysis.
 Organizational Structure and design.
 Importance of group dynamics.
 Importance of control process in disaster
management.
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3. Nature, Scope and Management
Process
 It is true that given the nature of our existence,
we are all living in a risk-prone hazardous
zone and any disaster can strike at any time.
 If we plan ahead and are prepared, these
disasters can be managed to a great extent
and the damage that these disasters can
cause can be reduced substantially.
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4. Nature, Scope and Management
Process
 The problem with Disaster management
process is –
1. Mismanagement of Resources.
2. Underestimation of impact of Disaster.
 A holistic approach towards disaster
management is warranted.
 Management is about accomplishing goals by
optimum and judicious utilization of
resources.
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5. Nature, Scope and Management
Process
 Setting up goals and ascertaining
responsibility of utilization of both human and
material resources is required.
 Management is indispensable to any of the
disaster irrespective of the size or nature of
events.
 Disaster Management should focus on optimal
utilization of available resources for reducing
or limiting the impact of disasters.
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6. Nature, Scope and Management
Process
 Disaster Management by nature is both an art
and a skill.
 A skill in conducting any human activity.
 Art is application of knowledge; an artist
attains perfection through practice;
 Disasters are situations which generally trigger
a terror alarm and people are unable to
respond as they get panicky.
 With practice and exposure, this skill can be
developed.
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7. Nature, Scope and Management
Process
 There is involvement of both science and art in
management of disasters.
 Science takes care of well-laid principles and
how they are implemented is dependent on
the skill of individuals, which inherently an art.
 Disaster Management seeks to replace
explainations with a systematic study, with the
aim to explain, predict and control disaster.
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8. Nature, Scope and Management
Process
 Scope of Disaster management is large as it
covers the entire gamut of stakeholders, from
individuals to communities, regions and
nations.
 The process of disaster management covers
all actions that are taken to reduce the losses
from disasters.
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9. Nature, Scope and Management
Process
 According to IFRC (International Federation of
Red Cross and Red Crescent Societies),
disaster management is –
 Disaster Management can be defined as the
organization and management of resources
and responsibilities for dealing with all
humanitarian aspects of emergencies, in
particular preparedness, response
and recovery in order to lessen the impact of
disasters.
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10. Nature, Scope and Management
Process
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11. Nature, Scope and Management
Process
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12. Nature, Scope and Management
Process
 Planning helps by providing clear goals and
map the activities needed to achieve them
efficiently and effectively.
 Organizing is the second step where roles
and responsibilities are defined.
 Staffing involves manning the organizational
structure through proper and effective
selection and development of personnel to fill
the designed roles.
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13. Nature, Scope and Management
Process
 Leading articulate clear organizational vision
for its members to accomplish, energies and
enable employees in achieving organizational
goal.
 Controlling means evaluation of how well an
agency or a group has achieved its goal.
 Management of disasters is a dynamic
process consisting of various elements and
activities that have to be coordinated and
controlled for effectiveness.
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14. Policy of disaster Management
 Policy is a statement of intent that assists and
aids decision-making.
 The disaster management policy aims at the
following:
1. To provide guidance and directions to set
management and execution at the grass-root
level.
2. To promote community-based management and
execution at the grass-root levels.
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15. Policy of disaster Management
 The disaster management policy aims at the
following:
3. To develop capacity of all stakeholders.
4. To consolidate past initiatives and develop best
practices for future use.
5. To facilitate cooperation with agencies at
national,, regional and international levels.
6. To ensure multi- sectoral synergy for compliance
and coordination.
7. To create and uphold a culture of prevention and
preparedness.
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16. Policy of disaster Management
 The disaster management policy aims at the
following:
8. To priorities disaster management as the principal
priority at all echelons and at all times.
9. To promote disaster mitigation measures on the
basis of state-of-the art technology and
environmental sustainability.
10. To integrate disaster management issues into the
development planning process.
11. To create and protect the veracity of an enabling
regulatory environment and a compliance system.
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17. Policy of disaster Management
 The disaster management policy aims at the
following:
12. To promote culture of coordination where all the
stakeholders work in tandem for generating
awareness and developing capacity.
13. To ensure well-organized response and relief
measures to aid the disaster-affected person.
14. To visualize reconstruction and opportunity to
build disaster-resilient structures.
15. To take time-bound actions for response, relief,
rehabilitation and reconstruction.
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18. Types of Plans: Management by
Objective
 MBO was first presented by Peter Drucker in
his book, ‘The Practice of Management’ in
1954.
 The core of MBO is participative goal setting,
course of action selection and decision-
making.
 It is observed that in participative goal setting,
an individual is more motivated and committed
towards achieving the goals.
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19. Types of Plans: Management by
Objective
 Benefits of MBO –
1. Clarity of goals.
2. Effective synergy between overall objectives and
individual’s objectives.
3. Timeliness.
4. Committed actions from stakeholders make it
immensely helpful in disaster management.
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20. Types of Plans: SWOT Analysis
 SWOT Analysis – evaluates Strengths,
Weakness, Opportunities and Threats
concerned with disasters.
 SWOT Analysis can be carried out form micro
to macro level; three levels-
1. Community Level
2. Regional Level
3. National Level
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21. Types of Plans: Hazard and
Vulnerability Analysis
 Hazard recognition helps in ascertaining the
areas that are affected by disasters.
 Vulnerability is a community’s
defencelessness to a given hazard, which is
ascertained by the extent to which they can
foresee, handle, respond to and recover from
its impact.
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22. Types of Plans: Hazard and
Vulnerability Analysis
 Various dimensions of Vulnerability –
1. Economic dimension
2. Physical dimension
3. Social dimension
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23. Types of Plans: Hazard and
Vulnerability Analysis
 Aims of Hazard and Vulnerability Analysis –
1. To assess the risks and hazards the communities
face and capacity of population to respond to
such situations.
2. To determine the facilities at risk and the degree
to which they might be affected.
3. To analyze each probable event from start to end.
4. To involve communities, government authorities
and organizations in the identification of hazards
and assessment of vulnerability.
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24. Types of Plans: Hazard and
Vulnerability Analysis
 Aims of Hazard and Vulnerability Analysis –
5. To make action plans to prepare for and respond
to the identified risks.
6. To identify activities to avert or reduce the effects
of expected hazards, risks and vulnerabilities.
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25. Types of Plans: Hazard and
Vulnerability Analysis
 Steps of Hazard and Vulnerability Analysis –
1. Recognition of hazards and vulnerabilities.
2. Estimation of the probability of occurrence of
an event.
3. An analysis of the probable human impact of
each disaster terms of loss of lives and
quantum of physical injury.
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26. Types of Plans: Hazard and
Vulnerability Analysis
 Steps of Hazard and Vulnerability Analysis –
4. An assessment of the probable damage to the
property. This includes analysis of replacement
cost, setting-up cost and cost of repair.
5. An assessment of capacity, highlighting the
capability and availability of resources with the
community to reduce disaster risks and to
organize effective response.
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27. Identifying Crisis Situations: A
Framework
 Crisis is an unwanted situation that takes
people by surprise and pose a threat to the
community at large.
 The time to take a decision for responding to
this type of situation is usually very short,
because of which the situation gets out of
control and results in huge losses of both
humans and property.
 A crisis has the potential to cause harm if not
handled timely or properly.
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28. Identifying Crisis Situations: A
Framework
 If identification of crisis can be done before,
the losses can be diluted to a great extent.
 Crisis management is a process by which a
community deals with a disaster which
adversely affects the community and its stake
holders.
 It is study that deals with recognizing,
measuring, comprehending and coping with an
emergency situation from the moment it
appears to the point where rescue and
recovery starts.
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29. Identifying Crisis Situations: A
Framework
 Three phases of Crisis Management are:
1. Pre-Crisis phase – Identification, prevention and
preparation.
2. Crisis Response Phase – respond to crisis
3. Post- Crisis Phase – review and ascertain the
reasons of occurrence of crisis.
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30. Identifying Crisis Situations: A
Framework
 Crisis identification steps:
1. An Analysis of the current situation based on
information of past crises that the place might
have had.
2. A study of regional vulnerability.
3. Identification of the ideal situation in which the
crisis could be easily handled.
4. Identification of gap-based analysis
5. Formulation of detailed strategies
6. Communication of the plans to all stakeholders.
7. Monitoring of the situation closely to help in
identifying the crisis.
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31. Organisational Structure and design
 A blueprint of an Organisational structure
should be made to determine the responsibility
and accountability of each stakeholder.
 It is a formal division of the authorities and
roles for ease of decision-making and serves
as an integrating and controlling mechanism.
 The organisational structure for disaster
management has four distinct departments
based on the functionalities.
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32. Organisational Structure and design
1. Disaster Mitigation division.
2. Disaster Preparedness division.
3. Disaster Response division.
4. Disaster Recovery division.
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33. Organisational Structure and design
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34. Authority, Delegation and
Decentralization
 Authority - The authorities are the people who
have the power to make decisions and to
make sure that laws are obeyed.
 Delegation - is the assignment of any
responsibility or authority to another person
(normally from a manager to a subordinate) to
carry out specific activities.
 Decentralization – is the process of
reallocation of duties and the decision making
power to individuals away from a core
authority.
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35. Roles, Skills and Competencies
 Leaders: leads initiatives and influence people
to work for achievement of goals.
 Informational Role: Collection &
dissemination of accurate information to
handle disasters.
 Resource Allocator: During disastrous events
judicious allocation of the resources by
ascertaining the needs of the affected
population is taken care by RAs.
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36. Roles, Skills and Competencies
 Taking on these roles requires certain skills:-
1. Leadership Skills.
2. Conceptual Skills.
3. Human Relation Skills.
4. Managerial Skills.
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37. Roles, Skills and Competencies
 Certain required Competencies:
1. Knowledge, which acquire through learning.
2. Experience.
3. Behaviour.
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38. Importance of Control Process in
Disaster Management
 Control – Is a check mechanism that ensures
all the activities in the organization take place
according to the plan, and if there is any
deviation, timely action is taken to bring back
activities on the planning path.
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39. Importance of Control Process in
Disaster Management
 Benefits of Control Process:
1. Helps in achieving goals.
2. Makes efficient use of resources by ensuring that
each activity is performed according to
predetermined standard.
3. Improves employee motivation.
4. Ensures order and discipline.
5. Facilitates coordination in action.
6. Helps in minimizing errors.
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40. Importance of Control Process in
Disaster Management
 Types of Control: Three types
1. Feed Forward Control – pre - judgement on the
bases of situation and control is triggered.
2. Concurrent Control - when action do not lead to
the expected response, in such cases, action
should stop immediately and the situation is
brought under control.
3. Feedback Control – An analysis of the action of
the past gives insights and learning about what
went wrong.
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41. Group Dynamics -
 Is a classification of behaviours and processes
taking place within and between social groups.
 A noted social psychologist Kurt Lewin coined
the term ‘group dynamics’ in the early 1940s.
 An understanding of the intricacies relating to
group behaviour helps in decision-making.
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42. Group Dynamics -
 Study involves sensitive information like social
class divisions, regionalism and other forms of
social prejudice.
 Nature and attitude of persons involved in
group tasks.
 These information will help in establishing
autonomous work groups.
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43. Group Dynamics -
 The inter and intra group relationship of
individuals should be good so that the
achievement of goals is facilitated.
 Instead of being competitive, the individuals
have to be adaptive and cooperative.
 Members of group follow the code of conduct
of the group, and the responsibilities and
obligations of each member are dictated by
group norms.
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44. Group Dynamics -
 If a group is highly cohesive, the members
may settle a conflict and can clear
misunderstanding easily.
 The important aspect of an autonomous work
group is that members trust one another and
collaborate towards achieving goals.
 The attitude of collaborative decision making is
warranted so that the group can take quick
decisions at times of crises.
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45. Understanding the importance of Team-
building in Disaster management
 Team work foster better and open
communication between individuals.
 It will help in :
1. A team has shared values and a common goal.
2. No individual identity of member.
3. A team has individuals who can be trained as
member rather than as high performers.
4. A team shares values, integrity and commitment.
5. An effective team takes risks.
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46. Capability Assessment
 Capability assessment helps in getting a
realistic view of the quality and quantity of
available resources for mitigating disaster and
responding to it.
 Capacity assessment is a very important part
of emergency management plans.
 It includes:
1. Personnel
2. Equipment and Material
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47. Capability Assessment
 Capacity assessment rating are:
1. Satisfactory
2. Needs improvements
3. Deficient
 Capability Enhancement plans are
documents based on the capability
assessment data.
 Capability assessment must be done at
regular intervals.
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48. Review
 Nature and Scope of Disaster Management.
 DM Policy and Types of Plans.
 Hazard and Vulnerability Analysis.
 Organizational Structure and design.
 Importance of group dynamics.
 Importance of control process in disaster
management.
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49. Thank You!
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