CITY DISASTER MANAGEMENT PLAN

2018

SHILLONG MUNICIPAL AREA

Compiled and Prepared By:

NORTH EASTERN SPACE APPLICATIONS CENTRE, UMIAM- 793103, MEGHALAYA
For :
DISTRICT DISASTER MANAGEMENT AUTHORITY (DDMA),
EAST KHASI HILLS DISTRICT, SHILLONG, GOVERNMENT OF MEGHALAYA
 Abbreviations

ADC Additional Deputy Commissioner

AIR All India Radio
BSNL Bharat Sanchar Nigam Limited
BDO Block Development Officer
CBDM Community Based Disaster Management
CBO Community Based Organizations
CBDP Community Based Disaster Preparedness
CD & HG Civil Defence and Home Guards
CMG Crisis Management Group
CWC Central Water Commission
CBRN Chemical, Biological, Radiological and Nuclear
CCMNC Cabinet Committee on Management of Natural Calamities
CD Civil Defence
CDMC City Disaster Management Committee
CEO Chief Executive Officer
CPMFs Central Para Military Forces
CRF Calamity Relief Fund
CS Chief Secretary
Com. UL Communication Unit Leader
CR Control Room
DC Deputy Commissioner
DCRF District Calamity Relief Fund
DDMC District Disaster Management Committee
DDMA District Disaster Management Authority
DDMP District Disaster Management Plan
DEOC District Emergency Operations Centre
DIO District Informatics Officer
DMC Disaster Management Committee
DMOB Demobilization Unit Leader
DRMP Disaster Risk Management Programme
DM Disaster Management
DM/HO District Medical and Health officer
DRDA District Rural Development Agency
EE Executive Engineer
EMS Emergency Medical Service
EOC Emergency Operations Centre
ESF Emergency Support Function
ETA Expected Time of Arrival
F & CS Food and Civil Supplies
GIS Geographic Information System
GoI Government of India
GPS Global Positioning System
HLC High Level Committee
HQ Headquarters
ICS Incident Command System
IMD Indian Meteorological Department
ICU Intensive Care Unit
IOC Indian Oil Corporation
IAP Immediate Action Plan
IC Responsible Officer
ICP Incident Command Post
IDRN India Disaster Resource Network
IEC Information, Education and Communication
IMT Incident Management Teams
INGO International Non- Governmental Organizations
IRS Incident Response System
IRTs Incident Response Teams
ISS Incident Status Summary
LO Liaison Officer
LS Logistics Section
LSC Logistics Section Chief
LPG Liquefied Petroleum Gas
MAH Major Accident Hazard
MATI Meghalaya Administrative Training Institute
MeCEL Meghalaya Energy Corporation Limited
MOU Memorandum of Understanding
MUDA Meghalaya Urban Development Authority
MTC Meghalaya Transport Corporation
NCC National Cadet Corps
NCCF National Calamity Contingency Fund
NDMA National Disaster Management Authority
NDRF National Disaster Response Force
NESAC North Eastern Space Applications Centre
NGO Non Governmental Organizations
NHAI National Highway Authority of India
NIC National Informatics Centre
NO Nodal Officer
NIDM National Institute of Disaster Management
NSS National Service Scheme
NYK Nehru Yuva Kendra
ORS Oral Rehydrated Solution
OEOC Onsite Emergency Operations Centre
OS Operations Section
OSC Operations Section Chief
PCR Police Control Room
PWD Public Works Department
PD Project Director
PHE Public Health Engineering
PS Planning Section
PSC Planning Section Chief
PUL Procurement Unit Leader
QRT Quick Response Teams
RAF Rapid Action Force
RCC Reinforced Concrete Cement
RESL Resources Unit Leader
RPUL Resource Provisioning Unit Leader
RTI Regional Training Institute
RO Responsible Officer
SATCOM Satellite Communication
SP Superintendent of Police
S&R Search & Rescue
SEOC State Emergency Operations Centre
SA Staging Area
SBD Service Branch Director
SDMA State Disaster Management Authority
SDO Sub-Divisional Officer
SDRF State Disaster Response Force
SEC State Executive Committee
SMP Shillong Master Plan
SO Safety Officer
SOPs Standard Operating Procedures
SUL Situation Unit Leader
TL Team Leader
TB Transportation Branch
TGA Total Geographical Area
TO Treasury Officer
TS Technical Specialist
TUL Time Unit Leader
UN United Nations
UNDP United Nations Development Programme
ULBs Urban Local Bodies
VHF Very High Frequency
Content
Section Title Page
No.
1 EXCECUTIVE SUMMARY 1
2 DISASTER MANAGEMENT AND ITS STAGES 3
2.1 CLASSIFICATION OF DISASTERS 3
2.2.1 Disaster Management Cycle 4
2.3 CONCEPT OF OPERATION 6
2.4 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 7
2.4.1 Prevention 7
2.4.2 Mitigation 7
2.4.3 Preparedness 8
8
2.4.4 Response
9
2.4.5 Recovery
3 MULTI-HAZARD DISASTER MANAGEMENT PLAN 10
3.1 INTRODUCTION 10
3.2. RATIONALE 10
3.3. NEED OF PLAN 11
3.4. OBJECTIVES 11
3.5. SCOPE OF THE WORK 12
3.6 PERSPECTIVE 13
3.7. METHODOLOGY OF PLAN DEVELOPMENT 14
3.8. STRATEGY 15
3.9 ROLE OF THE DISTRICT ADMINISTRATION 17
3.10 WHO FORMULATES AND CARRIES OUT THE PLAN 18
4 CITY AT A GLANCE 19
4.1. PROFILE OF SHILLONG MUNICIPAL AREA 19
22
4.3. SHILLONG LITERACY RATIO
23
4.4. SHILLONG SEX RATIO
23
4.5. SHILLONG EMPLOYMENT RATIO
5 HAZARD RISK VULNERABILITY ASSESSMENT 24
5.1. INTRODUCTION 24
5.2. Identification And Assessment Of Hazards 24
5.3. Earthquake Hazard Assessment 24
5.3.1. Seismotectonics Of Area Around Shillong 26
5.3.1. Seismic Hazard At Rock Level 27
5.4. Landslide Hazard Assessment 29
5.4.1. Collection Of Historical Landslides Events 30
5.4.2. Landslide Hazard Mapping 31
5.4.2.1 Slope Angle 31
 5.4.2.2 Geology 32
5.4.2.3 Land Use 33
5.4.2.4 Soil 33
5.4.2.5 Seismicity 34
5.4.2.6. Rainfall 34
5.4.2.7. Landslide Susceptibility Mapping 36
5.5 THUNDERSTORM AND STRONG WIND HAZARD 36
ASSESSMENT
5.6. URBAN FIRE HAZARD ANALYSIS FOR SHILLONG CITY 40
5.6.1. Urban Fire Hazard Analysis 41
5.7. FLOOD HAZARD ASSESSMENT 41
5.7.1. Flood Prone Areas Around Shillong City 41
5.7.2 Flood Hazard Mapping Under Current Climatic Conditions 43
5.7.3 Flood Hazard Mapping Under Projected Future Climatic 43
Conditions
5.8. ELEMENTS AT RISK 44
5.8.1 Demography 44
5.8.2. Exposure Values Of Element At Risks 45
5.9. VULNERABILITY ASSESSMENT 47
5.9.1. Physical Vulnerability 47
5.9.2. Social Vulnerability Assessment 48
5.10. RISK ASSESSMENT 49
5.10.1. Earthquake Risk Assessment 49
5.10.2. Strong Wind Risk Assessment 52
5.10.3. Flood Risk Assessment 57
5.10.3.1. Estimated Potential Flood Hazard Losses To Affected 58
Essential Facilities And Utilities
60
5.10.3.2. Estimated Damages To Essential Facilities And Transportation
Structures

61
5.10.3.3. Estimated Affected Population And Households Due To Flood
Hazard
62
5.10.3.4. Combined Losses, Average Annual Losses (AAL), And Loss
 Exceedance Curve (LEC)

64
5.10.4. Landslide Risk Assessment
66
5.11. Risk Hotspots In Shillong

6 INSTITUTIONAL ARRANGEMENT 69
6.1 DISASTER MANAGEMENT COMMITTEE AT THE CITY 69
LEVEL
70
6.3 ROLES AND RESPONSIBILITIES OF CITY MANAGEMENT
COMMITTEE
7 EMERGENCY RESPONSE PLAN 72
7.1 INTRODUCTION 72
7.2 METHODOLOGY OF RESPONSE PLAN 72
7.3 RESPONSE LEVELS 72
7.3.1 Response Plan 73
7.3.2 Incident Response System (IRS) 73
7.3.3 Emergency Support Functions (ESFS) 74
74
7.3.4 Primary And Secondary Agencies
7.3.5 Situation Report 74
7.3.6 Quick Response Teams (QRTS) 74
74
7.3.7 Emergency Operations Centre (EOC)
7.4. OPERATIONAL –COORDINATION STRUCTURE 74
7.4.1 Trigger Mechanism 75
7.5 ACTIVATION OF INCIDENT RESPONSE SYSTEM 76
7.5.1 Roles And Responsibilities Of Deputy Commissioner As 77
Responsible Officer
78
7.5.2 Coordination Of Response The Locality Level With A Slightly
Different Administrative Structure And Set Up
78
7.5.3 Incident Commander (IC) And Command Staff
78
7.5.4 Roles And Responsibilities Of IC
 79
7.5.5 Roles And Responsibilities Of Information And Media Officer
(IMO)
80
7.5.6 Roles And Responsibilities Of Liaison Officer (LO)
80
7.5.7 Roles And Responsibilities Of Safety Officer (SO)
81
7.5.8 GENERAL STAFF
81
7.5.8.1 Operations Section (OS)
82
7.5.8.2 Roles And Responsibilities Of OSC
82
7.5.9 Planning Section (PS)
83
7.5.9.1 Roles And Responsibilities Of PSC
84
7.5.10 Logistics Section (LS)
84
7.5.10.1 Roles And Responsibilities Of LSC
85
7.5.11 The Incident Response Teams (IRTS)
86
7.6 NEED OF ESF PLAN
86
7.6.1 ESF Organizational Setup And Inter-Relationships
88
7.7 STANDARD OPERATING PROCEDURE
88
7.7.1 Emergency Support Function # 1: Coordination
88
7.7.2 Emergency Support Function # 2: Communication
7.7.3 Emergency Support Function # 3: Emergency Public Information, 92
Help Line & Warning
7.7.4 Emergency Support Function # 4: Search & Rescue 94
7.7.5 Emergency Support Function # 5: Evacuation 95
7.7.6 Emergency Support Function # 6: Emergency Medical Response 101
7.6.7 Emergency Support Function # 7: Relief 105
 7.6.8 Emergency Support Function # 8: Water & Electricity 108
7.6.9 Emergency Support Function # 9: Debris Clearance 111
7.6.10 Emergency Support Function # 10: Law And Order 113
7.6.11 Emergency Support Function: Damage Assessment 115
7.6.12 Emergency Support Function # 12:Donations And Volunteers: 116
118
7.6.13 Emergency Support Function # 13Public Works And Engineering
7.6.14 Emergency Support Function # 14 Animal Health 119
8 RESPONSE FUNCTION 121
8.1 RESPONSE FUNCTIONS 121
8.1.1 Local Authority For Warning 121
8.1.0 Early Warning Agencies 121
8.2 Deputy Commissioner’s Coordination With Early Warning Agencies 121
8.3 Warnings For Civil Disturbance 122
8.4 Warnings For Earthquakes And Flash Flood 122
8.5 General Instructions About Warning 122
8.6 Warnings For Fire 123
8.7 Urban Search And Rescue 123
8.7.1 Search And Rescue 123
8.7.2.1 Factors To Be Considered For Evacuation 124
8.7.2.2 Emergency Conditions For Evacuation 124
8.7.2.3Developing An Evacuation Plan 124
8.7.2.4 Operational Instructions For Evacuation 125
8.7.2.5 Family Preparedness For Evacuation 125
8.7.2.6Necessary Precautions At Family Level 126
8.8 Medical Arrangement And Mass Care 126
8.8.1 General Instructions 127
8.9 Damage Assessment: 127
8.9.1 Damages At Individual And Household Level 127
8.9.2 Damage Assessment Methodology: 127
9 CONTINGENCY PLAN 129
9.1 EARTHQUAKE CONTINGENCY PLAN 129
9.1.1Earthquake Response, Recovery And Mitigation 129
 9.1.2 Real Time Information On Important Physical Details Of The 129
Earthquake
9.1.3 Earthquake Information 129
9.1.4 Primary Responders Supportive Service 129
9.1.5 Earthquake Response 130
9.1.6 Non-Structural Mitigation Plan 133
9.1.7 Disaster Resource Inventory 136
9.1.8 Enforcing Existing Codes And Laws 136
9.1.9 Structural Mitigation Measures 137
9.2 Flash Flood Contingency Plan 138
9.2.1 Early Warning Agencies 139
9.2.2 Flash Floodpreparedness: 139
9.2.3 Flood Relief Operations: 141
9.2.4 Flood Recovery And Rehabilitation: 141
9.2.5Flood Mitigation: 142
9.2.6 Landslide Contigency Plan For Landslide 142
9.2.7 Mitigation Plan For Fire Hazards 144
9.2.8 Common Efforts Required To Mitigate Hazards In Shillong 145
10 EMERGENCY OPERATIONS CENTER (EOC) SYSTEM 146
10.1 Officers In Charge Of The DCR (District Control Room) 148
10.2 Purpose Of The DEOC 148
10.3 EOC Norms 148
10.4 Assembly In The Control Room 149
10.5 Alert All Field Officers 150
10.6 Call Up All The Officers 150
10.7 Prepare A Logbook 150
10.8 Food And Kerosene 150
10.9 Check Availability Of Sandbags 151
10.10 Health Sector 151
10.11 Vehicles 151
10.12 Shelters 151
10.13Veterinary Measures 151
 10.14 Air Dropping Zones 151
10.16 Move Businessmen And Concerned Depts. 152
10.18Maintaining Law And Order 152
10.19 Requisition Of The Service Of Officers 152
10.21 Civil Society Organizations 152
10.22 Press Briefings 152
10.23 Message To The General Public 153
10.24 Regular Contact At Intervals 154
10.25 Written Orders Shall Be Issued 154
10.26 Check Up Relevant Websites 154
10.27. Keep Spare Copies Of District Maps 154
10.28 Place Requisition With SP 154
10.29 Requisition 154
11 STANDARD OPERATING PROCEDURE FOR DIFFERENT 155
DEPARTMENT
11.1 Sops: Deputy Commissioner’s Responsibility 156
157
11.2Agriculture Department:
11.3 Health &Family Welfare Department 158
159
11.4 Animal Husbandry &Veterinary Department
11.5 Public Health Engineering Department 161
11.6 Police (Home) Department 162
11.7 Food & Civil Supplies Department 163
11.8 Publicworks Department 164
11.9 Meghalaya Energy Corporation Limited 165
11.10 Forestdepartment 167
11.11 Transport Department 168
11.12 Information &Public Relations Department 169
11.13 Water Resourcedepartment 169
11.14 Urban Affairs Department 170
11.15 District Rural Development Agency 171
11.16 Sports& Youth Affairs 172
 11.17 Education 172
11.18 Housing 172
12 Safety Measures 173
13 Mainstreaming Disaster Management 183
14 Resource Inventory&Capability Analysis 187

15 Conclusions 219

Figure Title Page

No.
1 The Traditional Disaster Cycle And The Role Of Risk Assessment 5
4.1 Shillong Municipal (Localities And Ward Names) 20
5.1 Seismotectonic Map Of Areas Around Shillong 27
5.2 Ward Level PGA Map Of Shillong City At Hard Rock-Level 28
5.3 Ward-Level P GA Based Probabilistic Seismic Hazard Map For 10 % 29
Probability Of Exceedance In 50 Years (475-Year Return Period) For
Shillong C I T Y
5.4 Lo c a t i o n s o f l a n d s l i d e Ev en t s i n S h i l l o n g 30
5.5 S l o p e a ng l e m a p o f t h e s t u d y a re a 31
5.6 G eo l o g y o f t h e s t ud y a r ea 32
5.7 L a nd u s e / l a nd c o v e r m a p o f t he s t u d y a r ea 33
5.8 S o i l m ap o f t h e s t ud y a r e a 34
5.9 R a i n f a l l m a p o f t h e s t u d y a r ea 35
5.10 La nd s l i d e S u s c ep t i b i l i t y M a p o f Sh i l l o n g 36
5.11 Trends In Thunderstorm Occurrences Over Meghalaya State During 37
The Pre-Monsoon Season For The Period 1998-2008
5.12 Comparison Of Climatological Annual Total And March To May (MAM) 38
Pre-Monsoon Rainfall Over Shillong To That In Assam And Meghalaya,
The Gangetic West
Bengal And For All India Rainfall
5.13 Monthly Distribution Of Rainfall Over Shillong City 38
5.14 Damages Due To Pre-Monsoon Squall And Associated Wind Gusts In 39
Meghalaya
5.15 Location Of Fire Stations In Shillong City 40
5.16 Ward-Level Number Of Fire INcidences During 2014-2016 41
5.17 100-Year Return P eriod Flood Hazard Map Over LAid On Google 42
Earth
5.18 Flood Hazard Map For 100-Year Return Period 43
5.19 Flood Hazard Map For 100 - Year Return Under Projected Future 44
Climate Scenario 2
5.20 Population Density Across V arious Wards Of S hillong 45
5.21 Ward-Level Distribution Of Total Estimated Exposure Values For 46
Residential Buildings
5.22 Ward-Level Distribution Of Total Estimated Exposure Values For 47
Industrial Buildings
5.23 S o c i a l v u l n e r a b i l i t y i nd e x s h i l l o n g c i t y 48
5.24 Distribution Of Structural ( PML) Losses Corresponding To 475-Years 49
Return Period Hazard Scenario Event For Residential Buildings In
Shillong City
5.25 Distribution Of Structural Losses (PML) Corresponding To 475-Years 50
Return Period Hazard Scenario Event For Commercial Buildings In
Shillong City
5.26 D i s t r i b u t i o n o f s t r u c t u r a l l o s s e s ( p m l ) c o r r e s p o nd i n g to 4 50
75 - y e a r s r e t u r n
Pe r i o d e a r t hq u a k e h a za rd s c e n a r io e v e n t f o r i n d us t r i a l b u
i l d i ng s i n s h i l l o n g c i t y
5.27 W a r d - l ev e l d i s t r i b u t i o n of e s t i m a t e d p o t e n t i a l l o s s es f o r r 54
e s i d e n t i a l o c cu p a n c y d ue to s t ro n g w i nd a s so c i a t ed wi th 5
th ap r i l 2 0 1 6 t h un d e r s t o rm e v e n t
5.28 W a r d - l ev e l d i s t r i b u t i o n of e s t i m a t e d p o t e n t i a l l o s s es 55
f o r co m m e r c i a l o c c u p a n c y d ue to s t ro n g w i nd a s so c i a
t ed w i t h 5 th ap r i l 2 0 16 t h u nd e r s t o rm e v e n t
5.29 Wa rd - l e v e l d i s t r i b u t i on o f e s t i m a t e d p o t e n t i a l l o s s e 55
s fo r ind u st ria l
o c cu p a n c y d u e to s t ro n g w i nd a s so c i a t e d wi th 5
th ap r i l 2 0 16 t h u n d e r s t o rm ev e n t
5.30 W a r d - l ev e l d i s t r i b u t i o n o f e s t i m a t ed co m b i n ed p o t e n 56
t ia l lo sses d ue to
s t ro ng w i n d a s so c i a t e d wi t h t h u nd e r s t o r m o f p r e - m o n s
oo n s e a so n b y a ro u nd en d o f 2 1 st c e n t u r y ( 2 0 8 0 s )

5.31 W a r d - l ev e l d i s t r i b u t i o n o f e s t i m a t ed p o t e n t i a l l o s se 59
s f o r r e s i d e n t i a l o c c up a n c y d u e to 1 % a n nu a l p ro b a b i
l i t y f l o od
5.32 W a r d - l ev e l d i s t r i b u t i o n o f e s t i m a t ed p o t e n t i a l l o s se s 60
f o r c o m m e rc i a l o c cu p a n c y d ue to 1 % a n nu a l p ro b a b i l i
tyflood
5.33 Wa rd - l ev e l d i s t r i b u t i o n o f e s t i m a t ed c o m b i n ed p o t e n t i 63
a l l o s s e s due to 1 % a nn u a l p ro b a b i l i t y f l oo d

5.34 S p a t i a l d i s t r i b u t i o n o f w a r d - l e v e l a v e r a g e a n n u a l i z ed 64
l o s s es for s hillong c i t y
5.35 A v e ra g e a n nu a l i zed l o s s es ( a a l s ) co r re s po n d i n g to d i f f 64
e r ent exposure c l a s s e s
5.36 W a rd l ev e l co m p o s i t e r i sk zo n e s 68
7.1 Trigger mechanism for city eoc 75
7.2 IRS structure 76
7.3 Four composition of operation section 81
7.4 Composition Of Planning Section 83
7.5 Composition Of Logistics Section 84
7.6 Emergency Support Function (ESF) Plan 86
10.1 Information Flow Chart Of The DEOC 148
10.2 Co-Ordination Structure At District Level Control Room 149

Table Title Page

No.
1.1 Classification Of Disasters And Hazards 2
3.1 Steps For Preparatrion Of Disaster Preparedness Plan 15
4.1 Profile Of Shillong City 20
4.2 Population Growth Data Shillong Municipal Area 21
4.3 Detail Ward-Wise Population For Shillong City For Year 2011 22
5.1 Estimated Exposure Values For Aggregated And Site Specific 46
Exposures
5.2 PML For The Earthquake Hazard In Shillong City
5.3 Estimationofprojectedlossestovarioussector 51
sfo rtheeart hquakehazardfo ra475 -yearreturn
periodhazard
5.4 Estimated Numbers Of Seriously Injured And Fatalities (Number Of 52
Deaths) For 475-Year Return-Period Earthquake Hazard Scenario Event
5.5 Po t en t i a l m a x i m um l o s s e s d u e to s t r o n g wi nd h a z a rd i n 52
sh i l l o n g c i t y

5.6 S t ru c t u r a l l o s s m a t r i c e s co r re sp o n d i n g t o v a r i o u s 53
s c e n a r i o s o f s t r o n g w in d e v e n t s f o r r e s id e nt ia l b u i ld in
g s i n sh i l l o n g c i t y

5.7 St ru c t u ra l l o s s m a t r i c e s co r re sp o n d i n g t o v a r i o u s 53
s c e n a r i o s o f s t r o n g w in d ev e n t s f o r c o m m e rc i a l b u i l d i n
g s i n sh i l l o n g c i t y

5.8 St ru c t u ra l l o s s m a t r i c e s co r re sp o n d i n g t o v a r i o u s 54
s c e n a r i o s o f s t r o n g w i nd ev e n t s f o r i n d u s t r i a l b u i l d i n gs
in s h i l l o n g c i t y

5.9 Co m b i n ed l o s s e s d u e to s t ro n g w i n d d u e to v a r i o u s 56
sc e n a r i o s i n s h i l l o n g c i t y
5.10 Po t en t i a l m a x i m u m l o s s e s d u e to f l o o d ha z a rd i n s h i l l o n g 57
c it y

5.11 St ru c t u ra l l o s s m a t r i c e s co r re sp o n d i n g t o va r i o u s 57
annual f l o o d p ro b a b i l i t i e s f or re s i d e n t i a l b u i l d i ng s i n s
hillongcity
5.12 St ru c t u ra l l o s s m a t r i c e s co r re sp o n d i n g t o va r i o u s a n nu al 58
f l o o d p r o b a b i l i t i es f or co m m e r c i a l b u i l d i n gs i n s h i l l o n
gcity
5.13 es t i m a t ed l o s s e s c o r re sp o n d i n g to v a r i o u s a n n u a l f l o od 60
p r o b a b i l i t i e s f o r es se n t i a l f a c i l i t i es a nd u t i l i t y c l a s s e s
in s h i l l o n g c i t y

5.14 Es t i m a t ed d a m a g e c o r r e sp o nd i n g to v a r i o u s a n nu a l 61
f l o o d p ro b a b i l i t i es f o r d i f f e r e n t e s s e n t i a l f a c i l i t i e s a nd
t r a n sp o r t a t i on s t r u c t u re s c l a s s e s
5.15 To t a l , a f f e c t ed , a nd p e r c e n t a g e a f f e c t e d p op u l a t i o n 61
co r r e s p o nd i n g to v a r i o u s a n nu a l f l o od p r o b a b i l i t i e s i
n sh i l l o n g c i t y
5.16 Wa rd - l ev e l t o t a l a f f e c t ed p o p u l a t i o ns c o r r e s p o nd i n g to 62
va r i o u s a n n u a l f l o o d p ro b a b i l i t i es i n sh i l l o n g c i t y
5.17 Com b i n ed l o s s e s d u e to f l o o d w i t h v a r i ou s a n n u a l 62
p ro b a b i l i t i e s i n s h i l l o n g c i t y
5.18 Ave r a g e a n n u a l i z ed l o s s es ( a a l s ) co r re s po nd i n g to 64
d i f f e r e n t exposure c l a s s e s
5.19 Es t i m a t ed p ro b a b l e m a x i m um l o s se s to va r i o u s 65
ex p o s u r e t y p es d u e t o l a n d s l i d e i n w o r s t - c a se
sc e n a r io ( i n Rs. c ro re s )

5.20 Es t i m a t ed a f f e c t ed p o p u l a t i o n a nd ho u se ho l d s due t o 66
l a nd s l i d e s in worst - ca se s c e n a r i
5.21 Co m po s i t e h a z a rd index 67
 SECTION 1
EXECUTIVE SUMMARY
Shillong Municipal Area (SMA) occupies the core area of Shillong city the capital of Meghalaya. It
harbours all activities- as a commercial centre, an educational hub, an administrative unit, a tourist area
and many more. The area has been growing haphazardly since the British Era till data. There is an
increase in the horizontal as well as vertical growth of the area thus making it vulnerable to a large
number of natural as well as man-made disasters. Earthquake, flood, landslide, thunderstorm (associated
with strong wind, lightning, hailstorms and cloudbursts), cold wave, fire, and climate change impact on
hydro meteorological hazards. The city is located in the highest seismic zone V that is also a very high
earthquake risk zone category as per the BMTPC Atlas (2006). Shillong city lies on the Shillong Plateau.
The Shillong Plateau experienced the 1897 Great Assam Earthquake (also known as 1897 Shillong
earthquake) of magnitude 8.1 and heightened seismicity from 1869 to 1950. Since 1951, the city and
nearby areas have been experi encing moderate to high level of seismicity. In spite of the moderate to
high levels of seismicity observed in and near Shillong in the last 65 years, it cannot be said that higher
intensity earthquakes (VIII and above) are unlikely as the region has a potential for large to great
magnitude earthquake. Recently, on Jan 04, 2016, an earthquake of magnitude 6.7 occurred 29 km west
of Imphal, Manipur, which was severely felt in different parts of Shillong city causing panic and minor
non-structural damages in a few buildings. Another earthquake on April 13, 2016 with a magnitude 7.2
occurred in Myanmar and its tremors were distinctly felt in Shillong city.

Shillong city is less prone to landslides as compared to its neighboring areas, including the approach
roads to the city. The city experiences most of the landslides during the monsoon that cause damages to
houses, roads, and sometimes to agricultural land. However, the potential of earthquake-triggered
landslides cannot be ruled out, as the region has a potential for very strong earthquakes.
Thunderstorms / hailstorms / squalls (broadly referred to as Nor’westers) in Shillong are vigorous and
widespread with heavy downpours in a short-duration. This resulted in higher probability of flash
floods in terrains with steep slopes in Shillong and the entire East Khasi Hills district in a warmer
atmosphere. The city witnesses flash floods during the monsoon season, due to high intensity rainfall
for prolonged hours. This causes water to overflow the banks in most of the streams causing flooding in
localities in the vicinity of these streams. The city drains are not in good shape at many places along the
roadside. At several places, rainwater simply flows along the roads and many of the roads are without
1
any drains. Floods and water logging in the low-lying areas of the city have also become common due
to unplanned growth of the city. The south-west monsoon contributes a considerable portion of heavy
rainfall in both onset and withdrawal phases, which generally lead to flash floods in a short time.
Encroachment and clogging of the channels are the major causes of flooding. The building of
settlements in the floodplain has choked the natural flow of the river, thus causing water logging and
submergence of low- lying areas. The famous Polo ground area, Pynthorbah, Langkyrding, and lower
part of Nongmynsong are developed on the floodplain. The water from nearby steep terrains is
accumulated in the floodplain, which cause water logging in the area.

On 23 December 2005, the Government of India (GoI) took a defining step towards holistic
disaster management by enacting the Disaster Management Act, 2005. With a vision to make the city
safer and disaster resilient, preparation of City Disaster Management Plan was drafted for the Shillong
Municipal Area covering an area of 11 km2 and having population of 143229 (as per Census-2011).

2
 SECTION 2
DISASTER MANAGEMENT AND ITS STAGES

2.1. CLASSIFICATION OF DISASTERS

A catastrophe, mishap, calamity or grave occurrence may take place in an area, arising
from natural or manmade causes, or by accident or negligence and may results in substantial loss
of life and destruction of property, or damage to, or degradation of, environment. In case such an
event occurs, the nature or magnitude is beyond the coping capacity of the community of the
affected area, it can be said that a disaster is taking place. Disaster means a serious disruption
of the functioning of a society, causing widespread human, material or environmental losses
caused due to earthquake, cyclone, flood, tsunami, landslideetc., which exceeds the ability of the
affected society to cope using only its own resources. Hazards are defined as phenomena that
have probailit y of occurance within a specified period or time and within a given
area of potent ially posing a threat to people, structures or economic assets and which may
cause a disaster. (United Nations-International Strategy for Disaster Reduction, 2005).

A hazard, and the diaster resulting from that can be of different types. They could be either
manmade or naturally occurring in our environment. Disasters whether natural or man-made can
strike at any time. The disaster and hazards classification is presented in Table 1.1.
Table 1-1 Classification of disasters and hazards
1.Floods and Drainage Management
1. Water and Climate Related 2.Cyclones
3.Tornadoes & Hurricanes
4.Hailstorm
5.Cloud burst
6.Snow Avalanches
7.Heat & Cold Waves
8.Thunder & Lightning

3
 2. Geologically Related 10.Earthquakes
11.Landslides & Mudflows
12. Dam Bursts & Dam Failures
13. Mine Fires
3. Chemical, Industrial, Electrical and 14.Chemical and Industrial Disasters
15.Nuclear Disasters
Nuclear Related 16.Fire
17.Biological Disasters
5. Biologically Related 18.Epidemics
19.Food Poisoning
20.Cattle Epidemics
21.Pest Attacks

Source: High Powered Committee Report, Indian Institute of Public Administration, Delhi.

DISASTER RISK MANAGEMENT

According to the Hyogo Framework for action 2005-2015 for building the resilience of nations and
communities to disasters, the folowing actions are to be taken up as main priorities:
1. Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis
for implementation;
2. Identify, assess and monitor disaster risks and enhance early warning;
3. Use knowledge, innovation and education to build a culture of safety and resilience at all levels;
4. Reduce the underlying risk factors;
5. Strengthen disaster preparedness for effective response at all levels.

2.2.1 Disaster Management Cycle

A disaster management cycle is a general strategy for disaster risk reduction. Firstly, in the cycle it is to
establish the risk management context and criteria, and characterize the potential threats to a community
and its environment (hazard); secondly, the social and physical vulnerability to be analysed and then to
determine the potential risks from hazards in order to, finally, implement measures to reduce them (
Figure 1.1). This is to achieve the goal of , reducing disaster risk. It can be achieved by combining
4
structural and non-structural measures that foster risk management as an integrating concept and practice
and needs to be relevant and implemented during all stages of a community’s development process and
not just as a post-disaster response. Disaster risk management requires deep understanding of the root
causes and underlying factors that lead to disasters in order to arrive at solutions that are practical,
appropriate and sustainable for the community at risk (UN-ISDR, 2005).

Figure 1: The traditional disaster cycle and the role of risk assessment
(adopted after Westen, 2011)

Disaster Management Cycle is a cycle that includes stages for better managemnet of disasters. But at the
same time it is to be remembered that none of these stages in Disaster Management cycle are watertight
compartments. If disasters are handled professionally with the perspective of a long term development
and sustainability, the quantity of relief required could be halved drastically.

There is no country that is immune from disaster, though vulnerability to disaster varies. Disasters
whether natural or man-made can strike at any time. Any disaster can interrupt essential services,
such as health care, electricity, water, sewage/garbage removal, transportation and
communications. The interruption can seriously affect the health, social and economic networks of
local communities and countries. Disasters have a major and long-lasting impact on people long
after the immediate effect has been mitigated. Poorly planned relief activities can have a significant
5
negative impact not only on the disaster victims but also on donors and relief agencies. So it is
important to have a proper planning process to manage disaster. Local, regional, national and
international organizations are all involved in mounting a humanitarian response to disasters.
Each will have a prepared disaster management plan. These plans cover Prevention, Preparedness,
Relief, Capacity building and Recovery. The general response to a disaster is in terms of relief and
rescue operations - after the event. However, if adequately prepared, it’s possible to reduce the after
effect of a disaster through a knowledge of certain life-saving tools and techniques, which when
used at the time of the event of disaster. In order to deal with disasters, this city disaster
managemnet plan was commissioned by UNDP to provide support to the establishment of a multi-
hazard disaster management in Shillong City under the pilot initiative of GoI-UNDP Urban Risk
Reduction Project.

CONCEPT OF OPERATION

During an emergency or disaster, the District Disaster Aanagement Authority (DDMA) will take
immediate and appropriate action to determine, direct, mobilize, and coordinate resourceneeds. The
DDMA will suspend or cancel normal operations andredirect resources to save lives, relieve human
suffering, sustain survivors, protectproperty, and repair essential facilities. The DDMA has designed,
built, equipped, and staffed anEmergency Operations Center (EOC)/District Control Room, from
which allemergency activities will be managed. The District Control Room/EOC willcommunicate
with the State EOC to ensure close cooperation in emergenciesand disasters. The DDMA is primarily
responsible for natural, technological,human caused and biological emergency preparedness, but has a
sharedresponsibility with the State and the Central Governments for national securitypreparedness and
for catastrophic hazards.

Disasters could, individually or in combination, cause a grave emergencycondition in any area of the
district. It can vary in scope and intensity, from asmall localincident with minimal damage to a multi-
district disaster with extensivedevastation and loss of life.The actions of prevention, mitigation,
preparedness, and response and recoveryoperations are conducted by the District Administration. Local
authorities willexhaust their resources, and then use resources of other support agencies,volunteer
groups, the private sector, and/or neighbouring districts.

6
The Disaster Management Plan is based on the premise that the EmergencySupport Functions (ESF)
performed by the various agencies and organizationsduring emergency operations generally parallels
their normal day-to-dayfunctions. The same personnel and material resources will be employed in
bothcases. Day-to-day tasks and operations that do not contribute directly to theemergency may be
suspended or redirected for the duration of any emergencyor disaster, and efforts that would normally
be assigned to those tasks will bechannelled toward emergency and disaster ESF as assigned.

ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

The Deputy CommissionerShillong (Responsible Officer) has the overallresponsibility for Disaster
Management in the District. In case of emergencysituations, the Responsible Officer activates the
Incident Response System(IRS). On activation of the IRS, based on the emergency situation the
relevantEmergency Support Functions (ESFs) will be utilized. Since this City Disaster Management
Plan (CDMP) is concerned with many hazards to which the citizens may be exposed before, during
and after a disaster occurs, responsible authorities operate in accordance with thefive phases of Disaster
Management:

Prevention

Preventive actions are taken to avoid an incident or tointervene to stop an incident from occurring.
Such actions are primarilyapplicable to terrorist incidents. They may include the application
ofintelligence and other information to a range of activities that mayinclude deterrence, heightened
security for potential targets,investigations to determine the nature and source of the threat,
publichealth surveillance and testing, disrupting illegal activities etc.

Mitigation

Mitigation activities actually eliminate or reduce theprobability of disaster occurrence, or reduce the
effects of unavoidabledisasters. Mitigation measures include building codes; hazard andvulnerability
analyses updates; zoning and land use management;building use regulations and safety codes;
preventive health care; andpublic education.
Mitigation will depend on the incorporation of appropriate measures innational and regional
development planning. Its effectiveness will alsodepend on the availability of information on hazards,
emergency risks,and the countermeasures to be taken. The mitigation phase, and indeedthe whole
7
Disaster Management cycle, includes the shaping of public policies and plans that either modify the
causes of disasters or mitigatetheir effects on people, property, and infrastructure.

Preparedness

The goal of emergency preparedness programs is toachieve a satisfactory level of readiness to respond
to any emergencysituation through programs that strengthen the technical and managerialcapacity of
governments, organizations, and communities. Thesemeasures can be described as logistical readiness
to deal with disastersand can be enhanced by having response mechanisms and procedures,rehearsals,
developing long-term and short-term strategies, publiceducation and building early warning systems.
Preparedness can alsotake the form of ensuring that strategic reserves of food, equipment,water,
medicines and other essentials are maintained in cases of national or local catastrophes.

During the preparedness phase, governments, organizations, andindividuals develop plans to save
lives, minimize disaster damage, andenhance disaster response operations. Preparedness measures
includepreparedness plans; emergency exercises/training; warning systems;emergency
communications systems; evacuations plans and training;resource inventories; emergency
personnel/contact lists; mutual aidagreements; and public information/education. As with mitigations
efforts,preparedness actions depend on the incorporation of appropriatemeasures in national and
regional development plans. In addition, theireffectiveness depends on the availability of information
on hazards,emergency risks and the countermeasures to be taken, and on thedegree to which
government agencies, non-governmental organizationsand the general public are able to make use of
this information.

Response
Response actions are taken before, during, or after a disaster/disaster to save lives, minimize damages
and enhance recoveryoperations. Such measures include activation of:
 Emergency Operation Centers/Control Room
 Plans and procedures
 Arrangements and agreements
 Emergency alert system
 Publicwarning

8
  Notification of public officials
 Provision of mass care, shelter,search and rescue, and security

The aim of emergency response is to provide immediate assistance tomaintain life, improve health and
support the morale of the affectedpopulation. Such assistance may range from providing specific but
limited aid, such as assisting refugees with transport, temporary shelter, and food,to establishing semi-
permanent settlement in camps and other locations. It also may involve initial repairs to damaged
infrastructure. The focus in theresponse phase is on meeting the basic needs of the people until more
permanent and sustainable solutions can be found. Humanitarian organizations are often strongly
present in this phase of the Disaster Management Cycle.

Recovery

There is no distinct point at which immediate relief changes into recoveryand then into long-term
sustainable development. There will be manyopportunities during the recovery period to enhance
prevention andincrease preparedness, thus reducing vulnerability. Ideally, there should bea smooth
transition from recovery to on-going development. Recovery activities continue until all systems return
to normal or better.Recovery measures, both short and long term, include returning vital life
supportsystems to minimum operating standards; temporary housing;public information; health and
safety education; reconstruction;counselling programs; and economic impact studies. Information
resources and services include data collection related to rebuilding, and documentation of lessons
learned.

9
 SECTION 3

MULTI-HAZARD DISASTER MANAGEMENT PLAN

3.1 INTRODUCTION

As part of Multi-Hazard preparedness of Shillong City, the District Administration, East Khasi Hills
District have prepared Shillong City Disaster Management Plan. The plan was used to increase the
effectiveness of administrative intervention by describing and performing expected operational
activities and by assigning responsibilities for effective co-ordination and implementation of
emergency capabilities. Therefore, the Shillong City Disaster Management Plan addresses the city
response to aMulti-Hazard Disaster Preparedness situation which may affect large areas causing
extensive damage to life, property and environment and consequent epidemics which may affect a
large population. In any case, the management of disaster requires extensive resources and manpower
for containment by remedial action during and after the disaster.

RATIONALE

Rapid urbanization in Shillong has led to the increase in demand for land within the city area and
expansion of the city along the peril-urban areas. Since there is a lack of efficient and effective
public transportation in many habitations, people especially from the low socio-economic
class started to gradually move towards the prime (in terms of accessibility) but highly hazard
risk prone locations within the city. With inadequate public infrastructure, higher population
growth rate, inadequate contingency planning, and deficient urban governance the problem of
settlements within unsafe locations are steadily increasing.

Vulnerability of the Shillong towards disasters, both natural and man – made is widely recognized.
The city is vulnerable towards natural and manmade calamities like, Flash Flood, Earthquakes,
Wind Storms, Fire Accidents, Landslides etc. Losses caused by disasters continue to mount year
after year.

The need for an effective Disaster Management strategy to reduce the impact of disaster is very
much essential in many quarters and also strengthening of organizational structures fordisaster

10
management. Along with, regular updating of Codes/Manual/DisasterPlans on the basis of lessons
learned, technological developments should be made.

Precise actions, procedures and responsibilities have to be laid down wellin advance in order to
ensure timely response in case of any disaster. Therefore, amechanism that takes into account
multiple hazards and basic preparednesshas to be articulated in the form of Quick Response
Teams, Quick AssessmentTeams, Reporting Procedures, Checklist and Handbooks. The
mechanism alsolays down crucial parameters, requirements and organizational composition of
Emergency Operation Centers and Incident Response System.

NEED OF PLAN

With passing of Disaster Management Act., 2005 due importance has been given to Disaster
Management apart from many state interventions, local preparedness and mitigation of Disasters
is also required to have a strategy by integrate all existing resources and opportunities under
unified plan for stipulate effective mitigation mechanism. Therefore each City is commissioned
to make an integrated City Disaster Management Plan.

OBJECTIVES

The objective of the project are to prepare the basic CDMP encompassing the elements of the pre
and post disaster management activities including capacity building. Further it describes how
life, assets, infrastructure losses and adverse impacts can be mitigated and minimized with
advance and proactive measures. The study envisages the roles and responsibilities of
various Departments of Meghalaya and required coordination with various other
organizations of the city to carry out action plans of preparedness and response strategies.
Line of authority and organizational structure of various agencies is enshrined in providing
personnel, equipment and other supplies during response and recovery actions. Capacity building
plan of various stakeholders and community in specific with participatory approach is described to
bring awareness in the city. The main objectives of the study are to:
 To prepare a comprehensive and updated picture of the possible urban disaster scenario of
the city
 To mitigate impact of natural and man-made disasters through preparedness at City and

11
 Urban Ward level
 To provide effective support and resources to all the concernedindividuals, groups and
departments in disaster
 To assist the line departments, district administration, communities indeveloping
compatible skills for disaster preparedness andmanagement
 To disseminate factual information in a timely, accurate and tactfulmanner while
maintaining necessary confidentiality
 To develop immediate and long-term support plans for vulnerablepeople in /during
disasters
 To create awareness among the people about hazard occurrenceand increase their
participation in preparedness, prevention,development, relief, rehabilitation and
reconstruction process
 To have response system in place to face any eventuality
 To affect or elicit the least possible disruption to the normal lifeprocess when dealing with
individuals in disaster
 To ensure active participation by the Government Administration,Communities, NGOs,
CBOs and Volunteers/Ward Level Task Forcesat all levels making optional utilization of
human and materialresources at the time of disaster

SCOPE OF THE WORK

The study helps in identification of the key areas for action plans on pre-disaster, during and post-
disaster of the disasters which have the probaility to occur in the city. It involve the preparation
of basic mapping of risks and vulnerabilities areas of Shillong due to various natural or
manmade disasters like flash flood, fire, landslides, earthquake, etc. of the city. Proper
institutional mechanism mainly coordination of various departments and agencies in the city is
suggested for appropriate utilization of personnel and equipment during emergency operations
including transportation plan, evacuation, rescue and rehabilitation plans. Basic commodities like
food, water, medicine etc. and critical sectors like sanitation, electricity, communication etc., shall
be tied up with rescue and rehabilitation plans. Short, medium and long term mitigation
measures will be identified for structural and non-structural risks. Strategic training needs across
various stakeholders will be formulated and methods to reach the beneficiaries are planned in
12
 capacity building. In the present study includes the preparation of the basic profile of the city and
the organizational structure during normal state of affairs in the activities. Apart from this, it is
envisaged to prepare the plans of important components of the basic CDMP of the city. The
existing data base available with DDMA and several other organizations involved in the
administration of city during normal days and during emergency operations will be used for
the preparation of the revised CDMP. The whole exercise is to be based on HRVA of the city
carried out recently by RMSI, Noida.

PERSPECTIVE

A formal plan for managing disaster would include:

 Pre planning a proper sequence of response actions

 Allocation of responsibilities to the participant agencies
 Developing codes and standards operating procedures for variousdepartments and
relief agencies involved
 Inventory of existing facilities and resources
 Mechanism for effective management of resources
 Coordination of all relief activities including those of NGOs to ensure acoordinated
and effective response
 Coordinating with the state response machinery for appropriate Support
The City Disaster Management Plan (CDMP) has been envisaged as a preparedness plan on
the receipt of a warning of an impending disaster that wouldsimultaneously energise and
activate the mechanism for response andmitigation without loss of crucial time. Identification
of available resourcesincluding manpower, material, equipment and adequate delegation of
financialand administrative powers are prerequisites for successful operation of the CDMP.
The CDMP is in essence, the Standard Operating Procedure (SOP) in whichthe
implementation of efforts on ground is well laid down. Activities such asEvacuation, Search
& Rescue, Temporary Shelter, Food Drinking Water, Clothing,Health and Sanitation are given
prime importance. Communication accessibilityand public information, that are important
components of disastermanagement, would follow on the activation of the CDMP. These
activities arecommon to all types of disasters and require subdivision and preparation of

13
subaction plans by each field level officials. Each sub group has been requested towork out
the CDMP mechanism relevant to their group of disaster.
The CDMP requires the disaster managers to:
 Evolve an effective signal/warning mechanism
 Identify activities and their levels
 Identify sub activities under each activity/level of activity
 Specify authorities for each level of activity and sub activity
 Determine the response time for each activity
 Workout individual plans of each specified authority to achieve activationas per the
response time
 Have quick response teams for each specified authority
 Have alternative plans and contingency measures
 Provide appropriate administrative and financial delegation to make theresponse
mechanism functional viable
 Undergo preparedness drills

METHODOLOGY OF PLAN DEVELOPMENT

Preparation of a multifaceted plan document is neither possible with asingle agency nor an
individual. District has been taken various measures toprepare this document and make it as perfect
as possible. The major stepsinvolved in preparing the plan document include the following steps;
 Data collection from all line departments
 Data analysis
 Discussion with experts
 Referring national and international literature
 Preparation of action plans for departments
 Preparing draft plan document
 Mock drill to check the viability and feasibility of implementationmethodology
 Vide circulation for public and departmental comments and
 Preparation of the final plan document based on HRVA of the city

14
 STRATEGY

The preparation of a Disaster Preparedness Plan involves the steps as presented in Table 3.1.
Table 3.1: Steps for preparatrion of Disaster Preparedness Plan
Steps What is to be done Who are to be involved How it is to be done
I Review and Deputy Commissioner,  Past history of disasters to be
Analysis CEO-Shillong discussed and documented
Municipal Board,  Extent of severity and damage
Secretary, MUDU, to be recorded
Urban Affairs  The nature of the Warning
Department, Supdt. of issued to be analyzed
Police, ADC, Ward  The nature and extent of the
Community level rescue and restoration done, to
workers, NGOs/CBOs, be revisited

II Situation Analysis Line Depts., Ward  Mapping the geography and

Community level topography of the risk prone
workers, NESAC, GSI, areas, Circle-wise and ward-
NGOs/CBOs wise
 Demographic details to be
recorded
 Mapping of the habitation in
the concerned areas
 The natural resources to be
marked on the maps
 Listing all the livelihoods and
properties
 The existing risk prone/ safe
infrastructure to be marked on
the map
III Hazard Analysis -do-  Identification of all possible
hazards in the area based on

15
 past experience and available
records
 Identification of the most
vulnerable areas with relation
to threat to life, livelihoods and
property
IV Vulnerability and -do-  Locations of the vulnerable
Risk Assessment areas are to be mapped
separately
 Identification of the vulnerable
people such as, the elderly, the
disabled, children and pregnant
women, families living in
thatched houses, fishermen (if
any), ailing people, etc
 Identification of property or
assets which are likely to be
affected, such as, cattle and
other livestock’s, kachcha
houses, weak structures, life
line buildings etc
 Identification of weak
structures
 Marking the drainage system in
the concerned area

16
V Opportunity -do-  Identification of the existing
Analysis resources which may help to
reduce risks to life and
property
 Listing of the existing health,
fire service, police station
facilities etc
 Identification of the open
spaces (parks/fields etc.),
raised platform, safe houses
and hillocks for shelter and
storage
 Listing the existing structurally
safe flood/cycloneshelters, if
any
 Identification of the elevated
and up-lands which can act as
natural barriers to protect
livestock
 Identification of the sources of
funds to carry out the
preparedness activities

ROLE OF THE DISTRICT ADMINISTRATION

In anticipation of any disaster, the District Administration has taken various precautionary measures.
Functioning of the Control Room, rain recording and submission of rainfall report, communication
of Gauge reading, installation of temporary VHF stations, arrangement for keeping telephone and
telegraph lines in order, storage of food stuff, arrangement for keeping drainage clear,
agricultural/health/veterinary measures, selection of flood/cyclone shelters,

17
etc. have been properly planned. The government officials of different departments have been
apprised of their duties for pre, during and post disaster periods.
The ULBs, Executive Engineers of Water Resource Department, Executive Engineers of PWD
Department, Executive Engineers of PHE, , Health, Police, A.H &Veterinary, Joint Director
of Supply etc. have been requested to take all precautionary and preparatory measures and to
remain alert to face the challenge of any disaster. The other government officials have also
been apprised of their roles and responsibilities to be played during pre-disaster arrangement
and during/post-disaster management. Every possible kind of cooperation from all the line
departments has been sought for by the District Administration in combating the severe
natural calamities that may occur anytime.

WHO FORMULATES AND CARRIES OUT THE PLAN

The Disaster Management Plan has been formulated at City level. The planclearly indicates
the role and responsibility of each player of the team. TheDeputy Commissionerat the district
level formulates and carries out this plan inthe Urban Ward level. Civil society organizations
also play a vital role during theimplementation of this plan in the field .

18
 SECTION - 4
CITY AT A GLANCE
PROFILE OF SHILLONG MUNICIPAL AREA

Shillong, located in the East Khasi Hills District, is the capital city of Meghalaya, popularly known
as “The Scotland of the East”. During the British regime, Shillong functioned as the administrative
capital of the erstwhile Assam Province as well as being the only major tourist destination in the
northeastern region. The city is situated between 25°31’26” – 25°39’ 56” N Latitude and
91°47’20” – 92°0’39” E Longitude, and the altitude of the city varies between 1,400 to 1,900 m
above Mean- Sea Level (MSL). The Khasi Hills range at the south descends at a slope of over
20° towards the city and acts as a water divide. The slope within the city ranges from 50 to 100,
except at locations such as Happy Valley, Pynthorumkhrah, and Polo Ground area, where the slope
is gentle and within the range of 00 to 50. Wah Umkhrah, Wah Umshyrpi, and Wah Umkhen are the
three main streams draining the city through a number of second and third order tributaries. The
National Highway (NH 40) links Shillong with Guwahati and rest of the country. There is an
airport at Umroi, 35 km from Shillong. Guwahati, the largest urban center of the region is located
120 km from Shillong and is the nearest railhead and a major airport. Shillong city experiences a
humid subtropical climate due to its latitude and high elevation and is characterized by moderate
warm wet summers and cool dry winters. The average rainfall is about 2,200 mm, mostly from the
southwest monsoon. During the rainy season when the winds are mainly from the Southwestern
direction, the relative humidity is high (over 75%). The monsoons arrive in June and it rains almost
until the end of September. Shillong, the capital city and hill station of Meghalaya, is the
headquarters of the East Khasi Hills district. The city lies on the Shillong Plateau and is surrounded
by three hills, namely, Lum Sohpetbneng, Lum Shillong, and Lum Diengiei. The area covered
under the CDMP is the Shillong Municipal area (11 sq. km.) and is presented in Figure 1.

Shillong, the capital of Meghalaya occupies the northern slopes and foothills of Shillong peak at an
average an altitude of 1496 metres above sea level. The city derived its name from a deity named
Shillong, whose dwelling place is known as Shillong Peak. He is believed to have established the
art of democratic governance and rule of justice in the formation of the princely Shillong (Hima
Shillong), which subsequently bi-furcated into Mylliem State and Khyrim State in 1830. During the
British rule, it consisted of a few clusters of hamlets which were scattered. The British
Administration shifted the headquarters of United Khasi and Jaintia Hills District from
Cherrapunjee to Shillong. In 1874 the State of Assam was created out of Bengal, the city became
its provincial capital. In 1972, when the State of Meghalaya became a separate State, the city
became its capital. A profile of the city is presented in Table 4.1.
 Figure 4.1: Shillong Municipal (Localities and Ward Names)
Table 4.1: Profile of Shillong City
Latitudinal and Longitudinal Extent 25°31’26” – 25°39’ 56” N and 91°47’20” –
92°0’39” E
Area 10.99 sq. km
Number of wards 27 (excluding cantonment)
Weather characteristics
Average annual rainfall 2,167 mm
Mean Annual Temp. (Minimum, 12.9°C, 30.2°C
Maximum)
Rainy days (season) 112.7 days (Apr-Oct)
Mean Annual Humidity 70%
Socio economic profile
 Slums Population 3,303
No. of slum households 887
Population 162,017 (2017)
Population density 14,733 person/ sq. km
Key economic activity Tourism, Trade and Commerce
No. of households (residential) 37,567 (2017)
Literacy rate 92.81% (Census 2011)
Infrastructure
Road length 211 km
Industries 528 (2017)
Hospitals 28 (2011)
Educational institutions 129 (2011)
Source: Shillong Municipal Board (SMB); Census of India (2011)

POPULATION PARTICULARS
As per 2011 census, total population of Shillong Municipal Area is 184,950. Based on population,
Shillong Municipal is ranked 2nd in East Khasi Hills district and ranked 3rd in Meghalaya. Out
of State’s total urban population as per 2001 Census, the Shillong Municipal Area represents nearly
41% of the State’s urban population. The population growth of SMA shown in Table. 4.2 and Figure
Wardwise distribution of population for 2011 is shown in Table 4.3.

Table 4.2. Population Growth Data Shillong Municipal Area

Name Population
1971 1981 1991 2001 2011
Shillong Municipal Area 87659 109244 131719 132867 143229
Source: Master Plan of Shillong, Table 2.2, P7 and Reports of Census of India 1991, 2001, 2011

143,007
160,000
140,000
120,000 70,028 72,979
Population

100,000
80,000
60,000
40,000
20,000
0
Male Female Total
Shillong City Populatiocnategories

Figure 4.2: Shillong City Population- 2011

 Table 4.3: Detail Ward-wise population for Shillong City for year 2011

Ward No Ward Name 1991 2001 2011

1 LAITUMKHRAH1 7656 2397 11537
2 LAITUMKHRAH2 2177 9748 3266
3 LAITUMKHRAH3 5291 6133 5437
4 LAITUMKHRAH4 3836 2995 2753
5 MALKI1 3699 3413 4908
6 MALKI2 6526 7494 4888
7 EUROPEAN WARD1 4615 4753 4891
8 EUROPEAN WARD2 4500 4261 6009
9 POLICE BAZAR 2936 1529 2145
10 JAIL ROAD 5244 4688 5766
11 JAIL ROAD1 4654 4536 4863
12 MAWKHAR1 3606 6027 2797
13 MAWKHAR2 6602 2173 5337
14 JAIAW1 4626 3547 3032
15 JAIAW2 3898 4901 3838
16 JAIAW3 3958 2667 4067
17 S.E. MAWKHAR 4798 3375 3270
18 MAWKHAR3 5382 5189 3875
19 MAWPREM1 3557 5431 4556
20 MAWPREM2 9299 8900 10613
21 MAWPREM3 9756 12052 14009
22 KENCH'S TRACE1 1990 3589 2973
23 KENCH'S TRACE2 5722 3703 8161
24 LABAN1 3412 4501 3568
25 LABAN2 3577 3139 5218
26 LUMPARING1 6731 4148 6319
27 LUMPARING2 3671 7278 5133
Total 131719 132567 143229

SHILLONG LITERACY RATIO

Shillong literacy ratio of 92.81% with 119,642 total people literated. Literacy rate for male and
femle is 94.80% and 90.92% respectively. In terms of literacy, Shillong ranks at 1st in East
Khasi Hills district and ranked 1st in Meghalaya (Census, 2011).
 SHILLONG SEX RATIO
The sex ratio of Shillong city is 1042 per 1000 males. The sex ratio of female to male in Shillong
UA was found higher with figure of 1006 females against national urban average of 926 females
per 1000 males.

SHILLONG EMPLOYMENT RATIO

Shillong has total 54,807 people employed. Out of total employed people, 36,491 are male and
18,316 are female. Employment ratio of Shillong is 38%.
 SECTION 5
HAZARD RISK VULNERABILITY ASSESSMENT
INTRODUCTION
The Shillong city like the whole state of Meghalaya, by its geographical location and geological
setup, is highly vulnerable to natural hazards, especially earthquakes, landslides, heavy rainfall
and storms. The changing topography, rapid development, as well as environmental degradation
has increased the vulnerability of the area to disasters. The growth of population and increased
building activity has also made the city prone to hazards like flash flood, fire, land slides, road
accidents, etc. Due to the growing pressures, the water resources, the soil resources and other
resources are becoming polluted, giving rise to health hazards. The risk of a disaster due to
collapse of man-made structures is also high.

"Multi-Hazard Risk and Vulnerability Assessment (HRVA) for the city of Shillong,
Meghalaya". was carried out by RMSI. The outputs of the project are used in the preparation of
CDMP for Shillong Municipal area.

IDENTIFICATION AND ASSESSMENT OF HAZARDS

The historical hazard information shows that the city is vulnerable to earthquakes, floods,
landslides, thunderstorms (associated with strong wind, lightning, hailstorms and
cloudbursts), cold wave, fire, and climate change impact on hydro-meteorological hazards.
Being located in seismic Zone-V, the city is highly vulnerable to earthquakes. Historical hazard
information, including frequency of occurrence and damage, were considered while carrying
out detailed hazard assessments. The impact of projected climate change on hydro-
metrological hazards, particularly on flood, thunderstorm (including strong wind) have also
been factored in for the assessment of city.

5.3.1. EARTHQUAKE HAZARD ASSESSMENT

North-East India region lies in one of the seismically active regions of the world. As per the
Seismic Zoning Map of India (IS: 1893, 2002, 2014), Shillong city is located in the highest
seismic Zone-V. Some of the well-known earthquakes that have occurred in North-East India
include the 1869 Mw 7.5 Cachar earthquake, 1897 Mw 8.1 Great Assam earthquake (also
known as 1897 Shillong earthquake; Bilham and England, 2001), 1923 Ms 7.1
Meghalaya earthquake , 1930 Ms 7.1 Dhubri earthquake, 1943 Ms 7.2 Assam earthquake, 1947
Ms 7.7 Arunachal Pradesh earthquake, 1950 Mw 8.7 Assam earthquake, 1988 Ms 7.3 Manipur
earthquake, 2009 Mw 5.1 Assam earthquake, 2011 Mw 6.9 Sikkim earthquake, and the recent
2016 Mw 6.7 Imphal, Manipur earthquake. Shillong city lies on the Shillong Plateau (Figure
5.1). The plateau has experienced heightened seismicity from 1869 to 1950. Since 1951, the
Shillong city and nearby areas have been experiencing moderate to high level of seismicity. In
spite of the moderate to high levels of seismicity observed in and near Shillong in the last 65
years, it cannot be said that higher intensity earthquakes (VIII and above) are unlikely as the
region has a potential for large earthquakes. Recently, on April 13, 2016, an earthquake of
magnitude 6.7 occurred 29 km west of Imphal, Manipur, which was severely felt in different
parts of Shillong city causing panic and minor non-structural damage in a few buildings.

Seismic hazard assessment identifies and demarcates areas, which are exposed to different
levels of earthquake ground motion. It provides information on the expected levels of peak
ground motion that might be experienced in different parts of a city for a particular value of
probability of exceedance by taking into account all the seismic sources in and around the city.
Most of the seismic hazard assessment studies estimate the expected hazard at hard rock level.
However, it is important to understand that ground motion experienced by structures is not
necessarily at the hard rock level. Hence it should be estimated at the surface level since local
soil also plays an important role in ground motion amplifications, especially when Vs30
(average shear–wave velocity up to a depth of 30 meters) values are much lower than 760
meters/second. From the data analysis, it was observed that Vs30 values in Shillong city vary
from about 358 m/sec to 904 m/sec. Hence, for proper estimation of the seismic hazard,
modeling of local soil amplification is important. The seismic hazard assessment approach for
Shillong city comprises of the following:

 Seismotectonics of the city

 Review of published probabilistic seismic hazard analyses for key return periods and
choose the hazard value(s) at hard rock level
 Model the soil-amplification on a finer grid cell of 0.1 km x 0.1 km using
NEHRP (2007)/HAZUS-MH soil classification scheme
 Convolute the hazard value(s) at hard rock level with soil amplification factors and
generate earthquake hazard maps for 10% probability of exceedance (475 year return
period)
 Compute the seismic hazard values at Uniform Resolution Grids (URG) at 0.1 km x 0.1
km for Shillong city
 Generate GIS based seismic hazard maps at ward level
 Map Seismic hazard to show expected peak ground motion (Peak Ground Acceleration,
PGA) for 10% probability of exceedance (475 year return period), which is the end result
of hazard assessment.
5.3.1. Seismotectonics of Area Around Shillong

As mentioned earlier, the Shillong city lies within the seismically active Shillong Plateau where
moderate to strong earthquakes have occurred frequently. SP has experienced high seismicity
from 1869 to 1950. During this period, the plateau has experienced two great earthquakes – the
Mw 8.1, 1897 Great Assam earthquake (also known as 1897 Shillong earthquake) and the Mw
8.7, 1950 Assam earthquake.

The 1897 Shillong (Assam), northeast India, earthquake is considered to be one of the largest in
the modern history and opened new vistas in observational seismology with the Oldham
(1899) classic memoir (Rajendran et al, 2004). This earthquake prompted the establishment
of India’s first seismic observatory in Alipore (Kolkata) in 1899 (Kayal, 2008). It caused
extensive damages to life and property in the plateau as well as to Shillong City. According to
Gupta and Singh (1980), the plateau experienced an earthquake of magnitude 5 on June 1,
1969, with an epicentral distance of 20 km from Shillong city. In another study by Khattri et al.
(1992), the Shillong Plateau shows a persistent seismic activity with an average of 10-15 small
magnitude earthquakes per day. As per Biswas et al. (2013), in recent years, there has been a
noticeable rise in the number of felt earthquakes whose epicenters lie in the vicinity of Shillong
City. Recently, on April 13, 2016, an earthquake of magnitude 6.7 occurred 29 km west of
Imphal, Manipur, which was severely felt in different parts of Shillong city causing panic and
minor non-structural damages to a few buildings. Various small and large faults, shear zones
and lineaments surrounding the plateau as well as existing within it have shown evidence of
seismic activity (Figure 5.1).

Faults present within SP include the Barapani shear zone, the Chedrang fault, the Samin fault,
the Dapsi thrust, and the Dudhnoi fault (Kayal et al, 2006; Angelier and Baruah, 2009; Figure
5.1). The faults surrounding the SP are the Dauki fault in the south, the Dhubri fault in the west,
and the Kopili fault in the east (Figure 5.1). According to Biswas et al. (2013), Barapani Shear
Zone is one of the major active thrust faults in this region. The Dauki fault is more than 300
km long and dips towards south as a normal fault (Srinivasan, 2005). The Ms 7.1
Meghalaya earthquake of Sept 9, 1923 occurred on this fault. As per reports, this earthquake
caused heavy damage in the southern part of Meghalaya including Cherrapunji; Guwahati,
Sivasagar and Borjuli in Assam, and Mymensingh and Nagrakata in West Bengal. Another
major fault – the Dhubri fault is the source zone for the Ms 7.1 Dhubri earthquake of 1930.
This earthquake was felt far and wide from Dibrugarh and Manipur in the east, Kolkata in the
south, Patna in the west and Nepal, Bhutan and Sikkim in the north (Kayal, 2008). As per
reports, Dhubri town lying in close proximity to the Dhubri fault was the worst affected region
with an intensity of IX. In Tura, Meghalaya, several government buildings suffered minor to
severe damages with a reported intensity of VIII. Damage was also reported in Shillong and
Cherrapunji with an intensity of VI (Kayal, 2008). However, the damage to buildings in
Shillong was much less than expected due to the lessons learnt from the 1897 earthquake as
several buildings constructed after the earthquake were of Assam type, which are well built
timber houses.

Northeast of the plateau lies the Kopili fault, which is about 300 km long (Figure 5.1). The Mw
7.5 Cachar Earthquake of Jan 10, 1869 occurred on this fault, which caused moderate to severe
damages across entire North East India, including damages in the Khasi hills. As per reports,
the Kopili fault is one of the most seismically active faults in the region and a major earthquake
could be expected in the future (Kayal et al., 2006, 2010).

Fig u r e 5. 1 : Seismotectonic map of areas around Shillong

(modified after Baro and Kumar, 2015 )
5.3.1. Seismic Hazard at Rock Level
As per the study conducted by RMSI (2017) probabilistic seismic hazard values in and
near Shillong city of about 0.38 g corresponding to 10% probability of exceedance in 50
years (475 years return period) at base rock level (Figure 5.2). The study clearly indicates
that PGA values are almost the same for the entire city, while, in reality, different parts
experience different levels of ground motion due to local soil conditions.
Local soil conditions can significantly affect earthquake ground motion of an earthquake. The
soil’s top layers act as filters that can modify the ground motion as a function of their
dynamic characteristics. Soft, weak soils tend to amplify long-period seismic motions and
thus generally impart large ground displacements to structures, while very stiff soil and rock
tend to de-amplify the ground motion. The final seismic hazard map generated at ward-
level contains seismic ground motion estimates at surface level by taking into account
the local soil-amplification factors in different parts of Shillong city (Figure 5.3).

Fig u r e 5. 2 : Ward level PGA map of Shillong city at hard rock-level

(after GSHAP )
 Figure 5. 3: Ward-level P GA based Probabilistic Seismic Hazard Map for 10 %
probability of exceedance in 50 Years (475-Year Return Period) for Shillong c i t y

As discussed earlier, from Figure 5.2 it is clear that different parts of the city are expected
to experience different levels of ground motion due to local soil amplification.

LANDSLIDE HAZARD ASSESSMENT

The municipal area of Shillong city is less prone to landslides as compared to its neighboring
areas and the approach roads to the city. The city experiences most of its landslides during
the monsoon that cause damages to houses, roads, and agricultural land. The occurrence of
landslides in the monsoon months suggests that landslides are directly related to high
rainfall intensity. The city also lies in seismic zone V (the zone of highest seismicity) and
experiences tremors frequently, which, coupled with high rainfall, can act as a trigger for
landslides.

In the recent past, landslide vulnerability has increased due to unplanned and unscientific
development, deforestation, chocking and blocking of natural drains, poor road construction,
encroachments on steep hill slopes and unstable slopes. Some of the localities, which
have experienced landslides in the recent pasts, include Madanriting (2000),
Nongrimbah (2007), Lawsohtun (2007), Happy valley (2007), Lumsohra, Laitumkhrah
 (2008), Mccabe Road, Bethesda, Arbuthnot road, Wah kynrud, Raid Laban, Um Saw,
Lumparing, Jackson Trace Road, M.E.S. Road, and Sericulture farm (CDMP, 2016).

Collection of Historical Landslides Events

Historical information on landslide occurrences is one of the most important considerations

in landslide hazard assessments. It gives the following insights:
 The frequency of the phenomena
 The types of landslides involved
 The volumes, spatial distribution, and the damages they cause
 The correlation between various factors

According to CDMP (2016), some of the localities that have experienced landslides are
Laitumkhrah (2008), Arbuthnot road, Lumparing, Jackson Trace Road, and MES Road,
Sericulture farm, Mc Cabe Road, Streamside Road, Bethesda, Wah Kynrud Raid Laban,
Nongrimbah Stream, and Um Saw Saw, Lumparing. According to GSI, there is only one
natural landslide within the city, which lies on the left bank of Umshirpi River near Lumlyer.
The remaining landslides occurred due to human interference. Figure 5.4 presents historical
landslide locations within the city.

F i g u r e 5.4: Loc a t i o n s o f l an d s l id e e v e n t s i n S h i l l o n g

Landslide Hazard Mapping

 In the study for landslide susceptibility mapping, the following factors were considered:

Slope Angle

Slope angle is the principal causative factor in landslide initiation. It can be numerically
calculated and spatially illustrated from the Digital Elevation Model (DEM). As a rule, the
steeper the slope, the higher is the risk of landslide due to the higher gravity-induced shear.
This is because as the slope angle increases, shear stress in soil or other unconsolidated
materials generally increases, which leads to sliding. Low frequency of landslides is
observed on gentle slopes because of the lower sheer stress associated with the low
gradient while its frequency is greater on steep slopes because of higher shear stress.
However, it has been observed that most of the supplied historical events in city have
occurred in slope angles ranging from 6 to 15 degrees

Slope data has been prepared from SRTM digital elevation model of 30-meter resolution. It
has been divided into 8 classes and ranking of each slope class has been done based on their
susceptibility to landslide. Here rank eight indicates the maximum susceptibility while rank
one indicates the minimum susceptibility. A thematic map of slope angle is presented in
Figure 5.5.

F i g u r e 5.5 : S l o p e a n g l e m ap o f t h e s t u d y a r e a
Geology
The source of geology data is Geological Survey of India (GSI), which is available at 1:2
million scale. The study area consists of low-grade metamorphic rocks of Shillong group
comprising of quartzites with sub-ordinate phyllite of high foliation (also known in geology as
fissibility), and slates and conglomerate. The rocks are highly weathered with soil cover
ranging in thickness from less than 1 m to about 10 m at places.

The landslides along NH-40 are confined to the Shillong group of rocks and are more
frequent where development activities have altered the slope profile. Incidentally, all the
active landslides that took place during the monsoon period are encountered along NH-40,
in the stretch characterized by well-bedded and jointed phyllite and the type of slide was
mostly debris fall. Within the city, there are no major landslides. A thematic map for geology
has been represented in Figure 5.6.

Fig u r e 5.6 : G e o l o g y of t h e s t u d y a r e a
Land use
Land use is one of the major factors influencing the occurrence of landslides. Frequently
changing vegetation cover often results in modified landslide behavior. The areas
with denser vegetation are less susceptible to sliding (mass movement) in comparison to areas
with less or no vegetation. On the other hand, large areas of shrubs and bare hills are very
conducive for landslide occurrences. Based on historical events, it has been observed that
thickly populated slopes are more susceptible to landslides. A thematic map for the land use
has been presented in Figure 5.7.

Fig u r e 5.7: L a n d u s e / L a n d c o ve r m ap of t h e s t u d y ar e a

Soil
Soil texture and depth influence slope stability. Data from the National Bureau of Soil
Survey and Land Use Planning (NBSS & LUP) provided three classes for study area
based on the soil texture, depth, and drainage capacity. Ranking of each soil class has
been done based on their susceptibility to landslide where rank three indicates the maximum
 susceptibility (valley-filled sediments) while rank one indicates the minimum
susceptibility (Deep, excessively drained, fine soils on moderately steep side-slopes of
hills having loamy surface with moderate erosion hazard and strong stoniness). A thematic
map for soil has been presented in Figure 5.8.

Seismicity
One of the major factors in triggering landslides is seismicity. Based on the peak-ground
acceleration value, the entire city has been categorized into three zones using natural

Fig u r 5.8 : S o i l m a p of t h e s t u d y a r e a
breaks. Zones having high PGA values have been ranked higher as compared to zones having
lower PGA values (Figure 5.3).

Rainfall
Spatial patterns of rainfall and its intensity are closely associated with landslide initiation as
they generate pore water pressure in unstable slopes. It is considered a triggering factor for
landslide. Based on rainfall, the entire city has been divided into 3 zones. Ranking of each
rainfall zone is done based on their susceptibility to landslide. Here rank three indicates the
maximum susceptibility (zone having highest rainfall) while rank one indicates the minimum
susceptibility (zone having least rainfall). A thematic map for rainfall has been presented in
Figure 5.9.

Figure 5 . 9 : Rainfall map of t he s t udy area

As described in sub sections 2.3.4.1 to 2.3.4.6, thematic maps of each factor have been
generated based on their susceptibility to landslide which have been used further to determine
landslide susceptibility of the city.
 Landslide Susceptibility Mapping
To get the final landslide susceptibility zones, the six factors described above were
compared pair wise. Five susceptibility classes were identified. Areas with the highest weight
value of 5.03 or more have been designated as falling under the Very High landslide
susceptibility zone. Similarly, areas with weight values between 4.05- 5.03 have been
designated as falling under the High landslide susceptibility zone; those falling between 3.15-
4.05 as falling under the Medium landslide susceptibility zone; and those falling between
2.35-3.15 as falling under the Low landslide susceptibility zone. Areas with weight values
<2.35 are considered as Very Low landslide susceptibility zones. The landslide susceptibility
map for Shillong city is shown in Figure 5.10.

Fig u r e 5.10 : L a n d s l id e su s c e p t ib i l i t y m ap of S h i l l o n g

THUNDERSTORM AND STRONG WIND HAZARD ASSESSMENT

Before the monsoon sets in, there is considerable thunderstorm activity in and around
Shillong city in the month of April and May that are the cause of high rainfall (HRF) events.
Many of these HRF events occur associated with the pre-monsoon Nor’westers (tornadoes).
In and around Shillong city, these thunderstorms reach severity when continental air meets
warm moist air from ocean in the lower troposphere. Thunderstorms in Meghalaya are locally
named as “Er-langthari”. These localized thunderstorms are generally accompanied by
strong squally winds and torrential rainfall. Maximum destruction occurs in terms of
lightning, thunderstorm, hailstorm and rainfall. Maximum thunderstorm activity is observed
over Guwahati and Shillong (in Assam and Meghalaya States as against Kolkata in Gangetic
West Bengal) with about 66–70 days of thunder in a year. Shillong city represents a zone of
convergence between the pre-monsoon and southwest monsoon season. The pre-monsoon
months of March, April, and May account for about 40% of annual total Thunderstorm days
in Meghalaya State (Figure 5.11). The directions of these squalls (Nor’westers), although
predominantly north–northwesterly, vary from west- northwesterly to northeasterly.
Sometimes, squalls coming from southerly or southeasterly directions, attaining a maximum
speed of 50 knots, have been observed. Majority of thunderstorms are observed to occur
during the afternoon to early night over Shillong and the surrounding locations (Chaudhuri
and Middey, 2013).

Figure 5.11: Trends in thunderstorm occurrences over Meghalaya state during the
pre-monsoon season for the period 1998-2008 (Source:Chaudhuri and Middey,
2 013)
For Shillong, even though the average number of rainy days in a season is large, its average
rainfall on a rainy day is around 14 cm. Figure 5.12 above depicts a comparison of
climatological annual total and March to May (MAM) pre-monsoon rainfall averaged over
Assam and Meghalaya to that in the Gangetic West Bengal and for All India Rainfall. It is
interesting to see that Assam and Meghalaya get significantly more rainfall during the pre-
monsoon season as well as in the monsoon season relative to Gangetic West Bengal. Monthly
distribution of rainfall over Shillong is depicted in Figure 5.13. It can be seen that Shillong
gets a maximum precipitation of 469 mm in the month of June and minimum of 9 mm in
December. The difference in precipitation between the driest month and the wettest month in
Shillong is 460 mm.

Figure 5.12: Comparison of climatological annual total and March to May (MAM) pre-
monsoon rainfall over Shillong to that in Assam and Meghalaya, the Gangetic West
Bengal and for All India Rainfall

Figure 5.13: Monthly distribution of rainfall over Shillong city

During first fortnight of April in 2016, heavy thundershowers accompanied by a hailstorm hit
Shillong and its surrounding areas. The all-India weather bulletin had forecast heavy rain
and thunderstorms, accompanied by squalls at isolated places in Meghalaya and Assam for

5th April 2016. The capital city wore a whitish look with pebble-sized hail on the roads
and the lanes and on rooftops. Several houses were damaged in and around Shillong
when strong wind accompanied with rain and hailstones lashed the capital city (Figure5.14).
There was disruption of power supply in most parts of the city in the squall. Several trees
were uprooted by the storm, which disrupted the movement of both vehicular traffic and the
pedestrians. Similarly, heavy rain occurred in association with thunder squall with wind
speeds exceeding 60 km/h accompanied with hail at isolated places over Arunachal
Pradesh, Assam and Meghalaya on April 18, 21, and 22, 2015 and Shillong recorded 39.5
mm of rain.

Figure 5.14: Damages due to pre-monsoon squall and associated wind gusts in
Meghalaya (Source: Daily Telegraph News of 6 April 2016)
As per the stuay carried ouy by RMSI, the following conclusions can be drawn:
 The thunderstorms, hailstorms, and squalls (broadly referred to as Nor’westers) in Shillong and
surrounding areas are likely to be more vigorous and widespread in the future.
 The rainfall intensity in these thunderstorms would be more pronounced resulting in flash floods
and associated landslides in terrains with steep slopes in Shillong and the entire East Khasi Hills
district.
 The hailstorm events may become more frequent as the vertical extent of the thunderstorm cells
developing in a warmer atmosphere are likely to reach higher (sub- freezing) levels in the
 atmosphere.
 More instances of flash floods associated with the thunderstorms are likely to occur in the future,
which are linked to stronger and deeper vertical updraft in Cumulonimbus cloud cells.
 Lightening discharges associated with deep convective thunderstorms in Shillong and in the entire
Meghalaya state may be more severe in a warmer atmosphere.

URBAN FIRE HAZARD ANALYSIS FOR SHILLONG CITY

In Shillong city, the old buildings are made up of wood. Some of the new buildings as well
the flooring of these buildings is also made up of wood. Certain localities of the city are very
congested and the density of population is also very high. In such congested localities, fire
incidences are very common. Every winter household fires take place due to overheating,
electrical faults, burning of charcoal etc. (CDMP, 2016). The Fire and Emergency Service
Headquarters in Shillong is located in near Madan Iew Rynghep (Figure 5.15). In addition to
this, there are three other fire stations serving the city. These are the Barabazar Fire and
Emergency Service Station, the Mawlai Sub-Fire and Emergency Service Station and the
Upper Shillong Fire and Emergency Service Station. The narrow roads in the city make the
operation of dousing fires challenging in case of fire incidents.

Figure 5.15 : Location of fire stations in Shillong city

Urban Fire Hazard Analysis
Historical event data (Figure 5.16) shows that the occurrence of fire events is higher in
commercial buildings as compared to residential and industrial buildings. More events are
reported in 2014 as compared to the 2015-2016. The Shillong fire station is located in the
most densely populated area, which has a high density of residential and commercial
buildings. As presented in Figure 5.16, Ward numbers 9 and 17 have the maximum number
of fire incidents followed by wards 1, 3, 10, and 18.

Fi gure 5.16 : Ward-level number of fire incidences during 2014-2016

FLOOD HAZARD ASSESSMENT

5.7.1. Flood Prone Areas Around Shillong City

Shillong is a major city of the northeastern region of India with an average elevation of 1,525
m. As a hilly city, it is prone to various natural disasters. One of the disasters that affect the
city is flash flooding. The city witnesses flash floods during the monsoon season, due to high
intensity rainfall for prolonged hours. Other important factors responsible for flooding in the
city are the clogging of drains and insufficient capacity of the rivers flowing through the city
area. Due to heavy downpours during the monsoon season, the water tops the banks along
most of the streams causing flooding in localities in the vicinity of these streams. This is
aggravated by a drastic reduction in channel capacities in most streams due to encroachments
along their banks by buildings. The city is drained mainly by the upstream reaches of Wah
Umiam, Wah Umkhen, and Wah Tamdong Rivers. Most of the drainage lines in the area are
first, second, and third order reaches of these rivers. During the inception phase, the RMSI
team collected various information regarding the nature, causes, and history of flooding. The
team also collected information regarding the places that experience regular flooding.
According to the Shillong CDMP (2016), the following areas have drainage congestions
causing flash floods:
 Wah Umkhrah Mc Cabe Road
 Polo Market
 Don Bosco Road
 NH 40 Weiking Pdengshnong
 Budha Mandir Road
 Veronica Road
 Dhankheti Junction
It has also been observed that drains are not in good shape at many places along the roadside.
At several places, rainwater simply flows onto the roads and many of the roads are without
any drains. Dumping of garbage and waste materials at unauthorized sites and on roads clog
the drains, which subsequently cause water logging and increasing the flooding problem.
Figure 5.17 shows the flood hazard map and municipal ward boundaries overlaid on the
Google Earth view of Shillong City.

Figure -5.17 : 100-year return p eriod flood hazard map over laid on Google Earth
 Flood Hazard Mapping Under Current Climatic Conditions

Based on return period rainfall and corresponding flow values, the team determined the
boundaries of the flood plains by using 2D hydraulic modeling. Flood extent maps have been
prepared by integrating model results with GIS data to produce maps with varying flood
depths. The maps show the flood extents and flood water depths for various return periods.
The flood hazard map for a 100-year return period event is shown in Figure 5.18.

Figure 5.18: Flood Hazard Map for 100-year return period

Flood Hazard Mapping Under Projected Future Climatic Conditions

In order to understand the possible impact of future climate change scenarios on the rainfall
and discharge patterns, flood hazard mapping has been carried out. For flood inundation
modeling under future climatic conditions, three return periods, namely, 25, 50, and 100-
year flows have been considered. Figure 5.19 shows a 100-return period event under
scenario 2 (26.7%) of the future climatic conditions.

Figure 5.19 : Flood Hazard Map for 100 - year return under projected future
climate scenario 2
ELEMENTS AT RISK

A detailed analysis of each exposure element that was collected is presented in the following
subsections.
Demography

As per Census 2011, the total population of Shillong city is about 1.43 lakhs, which is
approximately 17% of the district population. To estimate 2017 population, the decadal
growth rate at municipal level (Census 2011 and 2001) was used to determine annual average
growth rate, which was applied to Census 2011 population to arrive at the ward level
populations for 2017. After applying the growth rate, the projected population for 2017 is
 estimated at 1.62 lakhs. Figure 20 indicates that Ward No 19 of Shillong city has the highest
population density of about 52,934 persons/ sq. km, followed by Ward No 13 with more than
39,973 persons/ sq. km. Ward No 11 and 27 are sparsely populated wards.

Figure 5 . 20 :Population density across v arious wards of S hillong

5.8.2. Exposure Values of Element at Risks

The total exposure values have been estimated for each type of exposure element. This
estimation has been carried out by multiplying the unit replacement cost with corresponding
asset length/area to get the total replacement cost for each exposure type. This data will
be usefull to assess damage and decide the compensation if required. Table 5.1 provides
details of estimated values for aggregated and site-specific exposures in the city of Shillong.
Residential building exsposure level in terms of valu is presented in Figure 5.21. Wards 1
(Laitumkhrah), 20 & 21 (Upper and Lower Mawprem) are having the higer values interms of
residential building exposure.
 T a b le 5.1 : Estimated exposure values for aggregated and site specific exposures
Sl. No. Exposure Layer Total Replacement
Cost (INR Crores)
1 Residential 1,098.96
2 Commercial 506.90
Industrial 310.73
3
Educational institutions 546.06
4
Health facilities 232.63
5 Religious places 86.76
6 Police Stations 20.18
Fire Stations 3.11
7
Administrative Headquarter 16.21
8 Bridges 39.06
9 Roads 705.11
Potable Water 97.75
10
Waste Water 102.92
11
Communication System 12.38
12 Electric Power Network 214.34
Grand Total 3,992.10
13

Figure 5.21: Ward-level distribution of total estimated exposure values for

residential buildings
Industrial building exsposure level in terms of value is presented in Figure 5.22. Wards 11 (Jail
Road and part of Lawmali) is having the higer values interms of industrial building exposure.
 Figure 5.22:Ward-level distribution of total estimated exposure values for industrial
buildings
VULNERABILITY ASSESSMENT

Physical Vulnerability

Most of the houses in Shillong are not designed to the building codes requirements and the
average performance scores are lower than the base score for several buildings. From the
surveyed buildings, the following buildings given in Table 5.2 have very low scores and
may need further detailed investigations. The RMSI team also reviewed the reports of the
detailed RVS, which was conducted by DDMA, Shillong in 2016. DDMA has done
detailed RVS of 11 institutional as well as commercial buildings listed below:
1. Christian Academy
2. Woodland Hospital
3. Children's Hospital
4. Supercare Hospital
5. Bethany Hospital
6. Dr. HG Roberts Hospital
7. State Central Library
8. Pine Mount School
9. Nazareth Hospital
10. Government Boy's Hr. Secondary School
11. DTO's Office

With reference to the RVS surveyed forms received from DDMA, Shillong, it has been
observed that the following buildings needed retrofitting based on their performance score:
1. Christian Academy Riatsamthian
2. Woodland Hospital (Annex Block, New Block, Front Block, Rear Block)
3. Children's Hospital (Block A & B)
4. Supercare Hospital

Social Vulnerability Assessment

The ward level SoVI of Shillong city is presented in Figure 5.23. W ard number 1, 13, 14,
18, 20, 21, 26 and 27 located in the e outskirt of the city have a higher SOVI.

Fi gu re 5.23 : So c i a l vu l n e rab i l i t y i nd ex S h i l l o ng c i t y
 RISK ASSESSMENT

Risk assessment can be used for understanding the potential impacts of each hazard and allowing
a comparison of hazards by quantified potential impacts. The potential impact, loss and damage
estimates of various building usage, infrastructure and socio-economic for diiferent hazards.

Earthquake Risk Assessment

Shillong city has experienced major earthquakes in1869 and 1950 and every now and then
tremors of medium and low scale are also felt. Based on the study, risk assessment for
earthquake hazard estimates and loss have been presented. Table 5.2 below provides estimates
of Probable Maximum Loss (PML) for general occupancy (residential, industrial, and
commercial) classes due to Earthquake hazard scenario of 475-years return period.
Accordingly, losses are presented at ward-level for this scenario-event (Figure 5.24, Figure 5.25
and Figure 5.26 for residential, commercial, and industrial structures, respectively).
Table 5.2: PML for the Earthquake Hazard in Shillong city
Return Period Years Losses (INR Crores)
Residential Commercial Industrial
475
1,303 602 271

Figure 5- 24: Distribution of Structural ( PML) Losses corresponding to 475-years return period hazard
scenario event for residential buildings in Shillong city
 Figure 5 .25: Distribution of Structural Losses (PML) corresponding to 475-years return period
hazard scenario event for commercial buildings in Shillong city

Fig ure 5 .26: Distributio n of Structural Lo sses ( P ML) correspo nding to 475 - yea rs return period ea
rthq uake ha za rd scena rio event for in dustrial b uildings in Shillo ng city
Table 5.3 provides estimates of projected losses to various sectors for the earthquake
hazard for 475-year return-period. These sectors include transport (roads, railway lines),
utility networks (electric lines, water lines, sewerage lines), and other facilities (schools, hospitals,
places of worship) etc. From this table, it can be seen that maximum losses are expected in the
education sector, which is to the order of INR 132 crores.

T a b l e 5 .3 : E s t im at i o n o f p r o j e c t e d l o s s e s t o v a r i o u s se c t o r s f o r t h e e a r t h q
u ak e h az a r d f o r a 4 75 - ye a r r e t u r n p e r i o d h a z a r d

Facility/Sectors No. of facilities/ Losses corresponding to 475

length Year period

INR Crores

Facilities
Hospitals 28 57
Schools/Colleges 129 132
Places of Worship 53 20
Administrative 1 4
Headquarters
Fire stations 1 0.06
Police Stations 11 5
Government Buildings 183 122
Transport
Road, km (National 7 11
Highway)
Road, km (Major Road) 54 54
Road, km (Minor Road) 86 40
Road, km (Other Road) 65 23
Bridges 16 5.4
Utility Networks
Water Lines, km 195 7.3
Sewerage Line, km 206 8
Electricity System - 42

Earthquake’s most damaging impacts are in terms of structural losses and number of
casualties (injured requiring hospitalization and fatalities). Majority of the fatalities (number of
deaths) and injuries are caused due to structural failure. As a part of the study, while estimating
the probabilistic losses for a 475-year return-period earthquake scenario event and its
associated economic impacts, casualties (injuries requiring hospitalization and fatalities) were
also estimated as, at this level of ground motion, the entire population of the city is likely to get
affected. Table 5.4 provides the estimates of earthquake-affected injuries (requiring
hospitalization) and fatalities in Shillong city. However, the injuries and casualties due to
earthquake hazard is also a function of the time of occurrence and hence two typical
scenarios (daytime 2:00 PM and nighttime 2:00 AM) were considered. If the floating
population i s considered also (daily commuting population) the numbers can be significantly
higher. From this analysis, the estimated fatalities are in the range of 938 - 963, while in night
time-scenario, the estimated fatalities are between 2,335 – 2,399 people. In night time
scenario, the number of fatalities and seriously injured are significantly higher as compared to
the daytime scenario, as most people are likely to be asleep.

Table 5.4: Estimated numbers of seriously injured and fatalities (number of deaths) for
475-year return-period earthquake hazard scenario event
Type of Casualty Number of Casualties
Expected Fatalities 938 - 963
(Day time scenario, 2:00 PM)
Injured (Daytime scenario, 2:00 PM) 8,347 – 8,575
Expected Fatalities 2,335 - 2,399
(Night time scenario, 2:00 AM)
Injured (Night time scenario, 2:00 AM) 22,186 - 22,791

Strong Wind Risk Assessment

The estimates of potential losses due to strong wind hazard for the present, middle and end of
this century thunderstorm events for general occupancy (residential, commercial, and
industrial) classes are summarized in Table 5.5. From the table, it is clear that residential
buildings contribute the highest losses followed by commercial and industrial building losses
for all the three scenarios of strong wind. The estimated losses for 2080s event are to the tune
of INR 2.33 crores, 1.35 crores and 0.61 crores for residential, commercial, and industrial
occupancies respectively. The analysis indicates that losses for 2050s event are more than
double of present day thunderstorm events.
Table 5.6 presents distribution of ward-level potential losses to residential buildings for the
most affected wards in Shillong city. The table clearly shows that ward numbers 21 and 1
suffer the most losses. The losses have been sorted based on present day event. Similarly, Table
5.7 summarizes the ward-wise distribution of potential losses to commercial buildings. The
table clearly shows that ward numbers 3 and 4 suffer the most losses. In case of industrial
occupancy (Table 5.8), the losses are almost negligible except in ward numbers 11 and 20.

Table 5 .5: P ot e nt i al m axim um l osse s due to st rong wind hazard in Shill ong c i ty
Scenarios Estimated potential losses to general occupancies
(INR Crores)

Residential Commercial Industrial

Present Scenario (5th April 2016 event) 0.30 0.19 0.16
Scenario 1 (2050s event) 1.56 0.87 0.38
Scenario 2 (2080s event) 2.33 1.35 0.61

Table 5 .6 : S tru ctu r al lo s s ma tri ces cor r esp ond i ng to vari ous s cena r io s of s t ro
ng wind event s for r es id ent i al bu il d i ngs in Shi ll o ng c i t y
 Ward No. Ward wise estimated potential losses (INR Lakhs) for residential buildings

Losses for 5th April, Losses for mid- Losses for end-century
2016 event century (2050s) event (2080s) event
21 5.92 21.72 32.59
1 3.07 16.36 24.54
13 1.96 9.08 13.89
3 1.91 9.94 14.91
25 1.79 8.89 12.72
19 1.46 7.04 10.41
6 1.34 7.14 10.00
5 1.29 6.51 9.96
20 1.19 8.32 12.67
26 1.07 6.52 10.11
14 0.91 4.87 7.35
24 0.88 4.55 6.82
11 0.87 4.18 5.98
23 0.84 4.39 6.61
17 0.83 3.31 5.02

Table 5 .7 : Structural lo s s matrices corresponding to various scenarios of s t ro ng win d

events for commercial buildings i n Shillong c i t y

Ward No. Ward wise estimated potential losses (INR Lakhs) for commercial
buildings

Losses for 5th April, Losses for mid-century Losses for end-century
2016 event (2050s) event (2080s) event
3 5.54 18.36 27.69
4 1.82 7.19 11.07
2 1.80 6.73 10.45
7 1.77 11.76 17.78
11 1.57 7.78 11.67
8 1.49 7.54 11.61
5 1.04 4.63 7.23
17 0.59 4.01 6.21
10 0.47 2.73 4.05
6 0.42 1.71 2.64
9 0.41 2.27 3.56
16 0.38 1.85 2.98
25 0.31 1.22 1.90
1 0.31 2.12 3.13
23 0.31 1.38 2.22
 Table 5 .8 : Structural lo ss matrices corresponding to various scenarios of s t rong win d events for
industrial buildings in Shillong c i ty
Ward No. Ward wise estimated potential losses (INR Lakhs) for commercial
buildings
Losses for 5th April, Losses for mid-century Losses for end-century
2016 event (2050s) event (2080s) event
11 16.15 37.17 58.36
20 0.28 1.19 2.31

For better understanding of distribution of estimated potential losses to various occupancy

classes, the ward-wise spatial distribution of estimated potential losses to residential,
commercial, and industrial occupancy classes for strong wind associated with
thunderstorm of the 5th April 2016 event are presented in Figure 5.27, Figure 5.28
and Figure 5.29 respectively. Figure 5.27 clearly shows the high residential building
losses in various parts of Shillong city in ward numbers 21, 1, 13, 3, and 25. Map also
shows significant losses in wards 19 and 6 of the city. Figure 5.27 shows the high
commercial building losses in Shillong city in ward numbers 2, 3, 4, 7, and 11. Figure
5.28 shows industrial losses only in ward numbers 11 and 20 while losses in other
wards are negligible. Figure 5.30 depicts the scenario of combine potential loss due to
strong winds associated with thunderstorm of pre-monsoon by around end of 21 st Century
and Combine losses due strong winds because of different scenarios in the city is presented
in Table 5.9

Fi gure 5 - 2 7: Ward - level d i s t r ibuti on of e s t im at ed pot enti al lo sses for re side nti al oc c upanc y
due to s t rong wind associ at e d with 5 t h April 2016 t hunde rstorm event
Figure 5 - 2 8: Ward- level d i s t ribution of estimated potential lo sses for commercial occupancy
due to s t rong wind associated with 5 t h April 2016 thunderstorm event

Figure 5 - 29: Ward- l evel d i s t ribution of estimated potential lo sses for industrial occupancy
due to s t rong wind associated with 5 t h April 2016 thunderstorm event
 Figure 5 - 30: Ward- l evel distribution of estimated combined potential losses due to
st rong wind associated with thunderstorm of pre - monsoon season by around end of 21 s t
century ( 2080 s)

Table 5 - 9 : Com bi ne d l osse s due to s t rong wind due to v arious sce nari os in Shi ll ong c
i ty
Exposure Class Combined Losses for various strong wind event scenarios
for Shillong city (INR lakhs)

Present event 2050s event 2080s event

Residential 29.83 156.18 233.30
Commercial 18.91 86.82 134.84
Industrial 16.43 38.36 60.67
Essential 3.26 11.05 26.50
Facilities
Utilities 6.49 18.15 27.41
Combined 74.92 310.57 482.72
Losses
 Flood Risk Assessment

Flood hazard associated loss assessment was carried out for various flood events at different
return period scenarios (2, 5, 10, 25, 50, and 100 years) and six climate change scenarios
(two each for 25, 50, and 100) and risk assessment have been considered. All the estimated
potential losses due to flood hazard have been analyzed for Shillong Municipal Corporation.
The estimated potential losses for various scenarios or annual probabilities are given in terms of
INR lakhs. Table 5.10 for general occupancy (residential, industrial, and commercial)
classes, clearly indicates that PML from the flood hazard are significant for residential and
commercial occupancies as compared to the industrial losses. The losses in both the
residential and commercial occupancies are consistently increasing from higher probabilities of
occurrence to the lower probabilities of occurrence. The losses are expected to be more than
double from 50% probability to 1% probability. For the flood event with 1% annual probability
of occurrence, the losses are estimated to be INR 78.24 lakhs for residential, INR 45.60 lakhs
for commercial, and negligible for industrial occupancies.

Table 5.11 presents distribution of ward-level potential losses to residential buildings for the
most affected wards in Shillong city. The table clearly shows that ward numbers 5 and 1
show maximum losses. The losses have been sorted based on highest to lowest frequency of
occurrences.
Similarly, Table 5.12 summarizes the ward-level distribution of potential losses to
commercial buildings. The table clearly shows that ward numbers 5 and 6 show maximum
losses. In case of industrial occupancy, the losses are almost negligible.

Table 5 .10 : Potential m aximum losses d ue to f lood ha zard in Shillong city

Probability of Estimated potential losses to general occupancies (INR lakhs)
occurrence
Residential Commercial Industrial
50% 31.64 21.06 Negligible
20% 39.23 24.51 Negligible
10% 42.46 27.43 Negligible
4% 56.87 37.57 Negligible
2% 62.03 41.33 Negligible
1% 78.24 45.60 Negligible

Table 5 .11 : Structural loss matrices correspo nding to va r ious a nnual f lood probabilit i es for
residential building s in Shi l lo ng c ity
Ward No. Ward level estimated potential losses (INR lakhs)

50% 20% 10% 4% 2% 1%

5 6.98 8.39 8.71 10.56 10.99 11.44
 1 6.16 8.08 8.08 11.05 11.15 11.88
6 5.49 6.19 6.93 7.78 8.03 8.81
4 4.50 6.01 6.06 6.99 7.01 7.38
22 3.93 5.05 5.92 7.25 8.52 9.67
7 3.10 3.46 3.63 3.89 4.06 4.27
25 0.78 0.80 0.85 0.92 1.03 1.07
2 0.51 0.59 0.62 0.68 0.71 0.74
24 0.19 0.52 0.97 1.36 1.38 1.38
8 0.00 0.14 0.50 1.17 1.33 5.29
10 0.00 0.00 0.00 0.31 0.83 2.12
11 0.00 0.02 0.17 4.55 6.55 13.22
23 0.00 0.00 0.00 0.36 0.44 0.96
26 0.00 0.00 0.00 0.00 0.00 0.00

Table 5 - 12 : Structural loss m atrices correspo nding to va r ious a nnual f lood probabili t i es for co
m m ercial buildings in Shillo ng c i ty
Ward No. Ward level estimated potential losses (INR Lakh)

50% 20% 10% 4% 2% 1%

5 9.47 11.02 11.68 15.97 17.18 17.82
6 9.30 9.70 9.86 10.20 10.30 10.63
7 2.15 2.38 2.48 2.77 3.16 3.27
4 0.12 0.48 0.48 0.99 0.99 1.15
2 0.02 0.07 1.23 1.66 1.86 2.12
10 0.00 0.00 0.00 3.74 5.47 7.95
11 0.00 0.00 0.00 0.00 0.00 0.22
22 0.00 0.00 0.00 0.00 0.10 0.11

Figures 5.31 and 5.32 show the ward-level spatial distribution of estimated potential losses
to residential and commercial occupancy classes for flood with 1% annual probability of
occurrence, respectively. High residential building losses in various parts of Shillong city
especially in ward numbers 11, 1, 4, 5, and 6. S ignificant losses in wards 7 and 8 of the
city. High commercial building losses in Shillong city in ward numbers 5, 6, and 10.
Fig ure 5 - 31: Wa rd- l evel di stri buti on of e sti m ated pote nti al lo sses for r e si de ntia
l occ upa ncy due to 1 % annual pr obabi li ty f lood

Fig ure 5 - 32: Wa rd- l evel di stri buti on of e sti m ated pote nti al lo sses for c omm ercia
l occ upa ncy due to 1 % annual pr obabi li ty f lood
Estimated Potential Flood Hazard Losses to Affected Essential Facilities and Utilities

Similar to estimating the potential losses to general occupancies, the potential losses to
various utilities and essential facilities have also been estimated. These exposure classes
include utility classes (electricity, communication, potable water, and waste water) and
essential facilities (schools, hospitals, fire stations, police stations, and places of worships)
etc. Table 5.13 summarizes the estimated potential losses to these exposure classes due to
floods of various annual probabilities of occurrences (50%, 20%, 10%, 4%, 2%, and 1%). It
is inferred from the table that most of the losses are caused in affected schools as compared to
losses in other classes. The flood losses to utility exposure classes are negligible as
compared to other classes. It can be seen from the table that estimated potential losses are
dominated by road losses. In fact, the losses to roads are highest amongst essential facilities,
utilities, and transportation structures.

Table 5 .13: Estim ated losses co rresponding to various a nnual f lood probabilities fo r essential
facilities and utility cla sses in S hillo ng c i ty
Essential facility/ Estimated potential losses in Shillong city (INR lakhs)
utility classes
50% 20% 10% 4% 2% 1%

Essential facilities
Electricity 0.03 0.03 0.03 0.64 1.23 2.44
Hospitals - - 0.06 0.84 1.28 1.35
Religious Places 0.92 1.15 2.16 4.57 4.64 4.86
Schools 12.81 13.06 13.15 14.32 14.37 15.05

Utilities
Communication - - - - - -
Potable Water 0.01 0.01 0.01 0.03 0.07 0.29
Waste Water 0.01 0.01 0.01 0.03 0.08 0.32

Transportation structures
Bridges - - - - 0.49 4.44
Roads 16.48 22.64 24.42 36.42 40.52 47.87

Estimated Damages to Essential Facilities and Transportation Structures

Table 5.14 summarizes the estimated potential damages to essential facilities and
transportation structures due to various flood event occurrence scenarios. The potential
affected road lengths have also been estimated for various road types and summarized in
Table 5.14. The table clearly indicates that minor roads are affected largely due to regular
flooding.

Table 5 - 14 : Estimated da mage corresponding to various a nnual f lood probabilities f

 or diffe rent essential facilities and t ra nspo rtation structures cla sses
Essential Estimated potential damages for various flood event
facilities/ scenarios for Shillong city (Nos.)
transportation
structures 50% 20% 10% 4% 2% 1%

Number of affected facilities and structures

Hospitals - - 1 1 1 1
Religious Places 1 1 2 2 2 2
Schools 1 1 1 2 2 2
Govt. Buildings - 1 1 1 1 1
Bridges - 1 1 3 3 4

Affected road lengths, km

Major Roads 0.18 0.30 0.30 0.43 0.50 0.74
Minor Roads 0.56 0.67 0.70 0.89 0.96 1.07
National Highways 0.19 0.25 0.25 0.28 0.28 0.30
Other Roads 0.36 0.46 0.49 0.54 0.56 0.58

Estimated Affected Population and Households Due to Flood Hazard

Flood affects the city by not only causing economic losses and damages to buildings,
essential facilities, and transportation structures, but also by affecting the population and
households living in the flood-inundated areas. The affected population and households are a
function of the residential units in the inundation areas. Table 5.15 provides a statistical
summary of the affected households and population, total population, and the percentage of
affected population in the Shillong city. It can be seen from the table that around 1,283
persons (0.79%) and 323 households are likely to be affected due to a very frequent flood
event (50% chance of occurrence in any year). However, affected population increases almost
by twice for floods with a rare annual chance of occurrence. Almost 1.54% population is
expected to get affected in the case of a rare event with a 1% annual chance of occurrence.

Table 5 - 15 : Total, aff ecte d, a nd per ce ntage affec te d popul ati on co r r e spondi ng
to vari ous a n nual f lood pr obabi l i tie s in Shill o ng city
Population Affected population and households in Shillong city

50% 20% 10% 4% 2% 1%

Affected Population 1,283 1,452 1,481 1,945 2,029 2,495
Total Population 1,62,017 1,62,017 1,62,017 1,62,017 1,62,017 1,62,017
% of Total Population 0.79% 0.90% 0.91% 1.20% 1.25% 1.54%
Affected Households 323 369 381 506 552 710

For understanding the social vulnerability due to floods in Shillong city, ward-level total
affected population was estimated corresponding to various annual flood probabilities. Table
5-16 presents a list of wards that are most likely to get flood-affected in Shillong city based
on affected population. The list is sorted based on the affected population for the most
 frequent flood event. The table provides a comprehensive summary of the wards, which are
likely to be affected due to flood events with different annual chances of occurrence. The list
clearly shows that the population residing in ward numbers 22, 5, 4, 1, 6, and 7 are most
prone to regular flooding caused by rare flood events.

Table 5 - 16 : Wa rd- l evel total affected populatio ns co rresponding to various a nnual f lo od

probabilities in Shillong city
Ward No. Total affected population for 15 most affected wards in Shillong city

50% 20% 10% 4% 2% 1%

22 252 252 252 283 283 293
5 247 253 253 294 302 303
4 217 238 238 238 238 238
1 189 273 273 336 336 336
6 163 163 180 213 219 244
7 143 151 153 156 159 164
25 49 49 49 49 95 95
2 14 14 16 16 16 16
24 8 31 40 40 40 40
8 20 20 30 30 137
10 19 37 139
11 9 9 256 257 450
23 16 17 38
26 2 2

Combined Losses, Average Annual Losses (AAL), and Loss Exceedance Curve (LEC)
Once the potential losses to various exposure classes in the city were estimated, a
combined loss matrix was also prepared by combining all the expected losses in a ward.
Table 5-17 provides a gist of estimated potential losses spread across the various exposure
classes corresponding to various annual flood probabilities of occurrences. It provides a
comparative view of sector-specific losses and can be useful for administrators and the city
authorities for decision-making regarding fund allocation for long-term and short-term
mitigation strategies.

Table 5 - 17 : Com bined losses due to f lood with various a nnual probabilities in Shillong city

Exposure Combined Losses for various flood event scenarios for

Class Shillong city (INR lakhs)

50% 20% 10% 4% 2% 1%

Residential 31.6 39.2 42.5 56.9 62.0 78.2
Commercial 21.1 24.5 27.4 37.6 41.3 45.6
Industrial 0.0 1.0 2.0 3.0 4.0 5.0
 Essential 13.7 14.3 15.5 21.8 22.4 23.6
Facilities
Utilities 0.0 0.0 0.0 0.7 1.4 3.1
Transportation 16.5 22.6 24.4 36.4 41.0 52.3
Infrastructures
Combined 82.9 101.7 111.9 156.4 172.1 207.8
Losses

Figure 5.33 shows the ward-level spatial distribution of combined losses for a probable flood
event with 1% chances of occurrence annually and ward numbers 5 and 6 are most
vulnerable to flood events, followed by ward numbers 1, 4, and 11.

Fig ure 5 .33: Wa rd- l evel distribution of estim ated com bined potential losses due to 1% annual
proba bility f loo d
Spatial distribution of ward-level average annualized losses for Shillong city shows that
ward numbers 6 and 5 are most vulnerable as per the combined losses followed by ward
numbers 1, 4, 7, and 22. Combined potential losses are dominated mainly by residential and
road losses (Figure 5.34).
Table 5.18 provides a comparative distribution of various components contributing to the
combined AAL and AAL as a percentage of the total corresponding value of exposure.
Fig ure 5 . 34 : Spa t ial distribution of wa rd - level average a nn ualized losses for Shillong city

Table 5 - 18 : Average Annua l i zed Lo sses ( AALs) correspo nding to different exposure
c la sses
Exposure classes AAL (INR lakhs)

Residential 14.96
Commercial 9.70
Industrial 0.00
Essential Facilities 5.88
Utilities 0.07
Transportation Infrastructures 8.44
Combined Exposure 39.07

Landslide Risk Assessment

For landslide risk analysis, the landslide susceptibility map is directly overlaid with
exposure data and all exposure that falls within the high hazard zone is considered to be at
high risk. Table 5.19 represents the probable maximum losses to various sectors in the worst-
case scenario due to landslide. Similarly, maximum affected population and households in the
worst-case scenario have been estimated due to landslides across various wards of Shillong
have been projected (Table 5.20).

Table 5 . 1 9 : Estim ated probable m axim um losses to va rio us expo sure types due to land sl
ide in wor st- case scena rio ( INR cro res)
Ward No. Residential Government Road School Total
1 3.23 - 1.50 - 4.73
2 0.17 - 0.95 - 1.12
3 0.02 - 0.21 - 0.23
4 - - - - -
5 0.07 - 0.14 3 2.86
6 0.01 - 0.10 - 0.11
7 - - - - -
8 0.02 - 0.20 - 0.21
9 - - - - -
10 0.14 - 0.01 - 0.14
11 0.02 - 0.05 - 0.07
12 - - - - -
13 0.29 - 0.04 - 0.34
14 - - - - -
15 0.00 - - - 0.00
16 - - - - -
17 - - - - -
18 - - - - -
19 - - - - -
20 0.70 1 0.71 - 2.29
21 0.17 - 0.97 - 1.14
22 - - - - -
23 - - - - -
24 - - - - -
25 - - - - -
26 0.79 - 0.56 - 1.35
27 0.44 - 3.46 - 3.90
 Table 5 - 20 : Estimated affected population a nd househo lds due to la ndslides in worst
- case scenario
Ward Number Affected Affected
Population Household
1 436 114
2 23 6
3 3 1
4 0 0
5 9 2
6 1 0
7 0 0

8 2 1
9 0 0
10 15 4
11 3 1
12 0 0
13 46 12
14 0 0
15 0 0
16 0 0
17 0 0
18 0 0
19 0 0
20 106 23
21 28 6
22 0 0
23 0 0
24 0 0
25 0 0
26 140 34
27 74 19

Risk Hotspots in Shillong

Based on the intensity of hazard, each ward has been ranked from 1 to 3 categories where
rank 1 indicates low, rank 2 indicates medium, and rank 3 indicates high hazard intensity.
Table 5.21 presents composite hazard index across various wards. Ward-level composite
hazard index information will help in city planning, including deciding upon new investments.
 Table 5 - 21 : Composite haza rd index
Ward No. Earthquake Hazard Index Flood Hazard Index Cyclone Hazard Index Landslide Hazard Index
1 2 1 2 2
2 2 2 2 1
3 2 3 3 1
4 2 1 3 1
5 2 1 3 1
6 2 1 3 1
7 2 1 3 1
8 2 3 2 1
9 3 1 2 1
10 3 2 2 1
11 3 2 2 1
12 3 1 2 1
13 3 1 2 1
14 2 1 2 1
15 2 1 2 1
16 2 1 1 1
17 2 1 2 1
18 2 1 1 1
19 2 1 1 1
20 2 1 1 3
21 2 1 1 2
22 2 2 3 1
23 2 2 3 1
24 2 2 3 1
25 2 3 3 1
26 2 2 3 2
27 2 1 3 3

The “Composite High Risk hotspots analysis” categorizes the city into high, medium, and low
vulnerability areas based on the cumulative score of all the hazards considered for the
analysis. Wards with high risk need priority interventions. Figure 5.35 represents ward level
composite risk wards. About 22% of the city’s population is living in high composite risk
wards.

67
Fig ure 5 - 35: Wa rd lev el com posite risk zo nes

68
 SECTION 6
INSTITUTIONAL ARRANGEMENT
DISASTER MANAGEMENT COMMITTEE AT THE CITY LEVEL:

The City Disaster Management Committee (CDMC) came into currency because of the frequent
occurrence of disasters in the city. The primary aim of the committee is to have proper
coordination among all the line departments. The Deputy Commissioner is the Chairman of the
CDMC and the city level response is coordinated under his guidance. The City Disaster
Management Committee exists to assist the ADC (DM) in:
 Reviewing the threats of disaster
 Strengthen Capacity of City Disaster Management Authority
 Analyzing the vulnerability of the city to such disasters
 Evaluating the preparedness and Response
 Considering suggestions for the improvement of the City Disaster Management Plan

CITY DISASTER MANAGEMENT COMMITTEE- SHILLONG

Designation of the Personnel Designation in the Committee
1. Deputy Commissioner Chairperson
2. Additional Deputy Commissioner (DM) Secretary
3. Project Director, DRDA Member
4. Secretary, MUDA Member
5. Chief Executive Officer, Shillong Municipal Board Member
6. Chief Executive Officer, Cantonment Board Member
7. Superintendent of Police, Shillong Member
8. Superintendent of Police, F&ES Member
9. EE, PWD (R), Shillong Central Division Member
10. EE, PWD (R), National Highway Division Member
11. EE, PWD (R), Shillong South Division Member
12. EE, PWD (B), Shillong Member
13. Chief Engineer, MeCEL Member
14. DM&HO, East Khasi Hills District Member
15. District Transport Officer, East Khasi Hills District Member
16. Deputy Controller, Civil Defence, Shillong Member
17. District Home Guards Commandant, Shillong Member
18. District Schools Education Officer, East Khasi

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 Hills District Member
19. District Forest Officer, Territorial Division Member
20. EE, PHE, Investigation Division Member
21. EE, PHE, Greater Water Supply Shillong Division-I Member
22. EE, PHE, Electrical Division, Shillong Member
23. EE, Water Resources, Shillong Member
24. Representative from Army Head Quarter 101 Area, Shillong Member
25. Representative from Easter Air Command, Upper Shillong Member
26. Representative from Assam Rifles, Shillong Member
27. Representative from Border Security Force, Shillong Member
28. Representative from Central Reserve Police Force, Shillong Member
29. Honorary Secretary, Indian Red Cross Society, Shillong Member
30. Representative from local body Member

This Committee function as the main decision making cum advisory body for any kind of
disaster in the Shillong city. This body will be at the apex of all initiatives for the urban
vulnerability reduction in the City with jurisdiction within the limits of Shillong.

ROLES AND RESPONSIBILITIES OF CITY MANAGEMENT COMMITTEE

The City Level Disaster Management Committee will meet every six months. However, the
committee may meet more frequently if the situation requires so. The areas of concern for the
Committee will be:-
 Create awareness among Government functionaries, technical institutions, NGOs,
CBOs, and Communities about Hazard, vulnerability and possible preventive actions
 Create City Disaster Mitigation Fund.
 Capacity building for certification by Government functionaries and professionals
(engineers and architects)
 Development and Institutionalizing of Disaster preparedness and response plans and
practice these through mock drills
 Development of a regulatory framework (techno-legal regime) to promote safe
construction Practices to ensure structural Safety
 Networking knowledge on best practices and tools for effective Disaster Risk
Management, including creation of information systems containing inventory of
resources for emergency operations.

70
 The committee will meet in January and July every year to review emergency
preparedness in the city. The committee will discuss threats and vulnerabilities in the
city, identify potential sources of trouble and disturbances, and take necessary decisions
for prevention and preparedness.
 The committee will appraise the capacity and preparedness of all the first responder
agencies: police, fire brigade and Civil Defence.
 The Committee will discuss the on-site emergency plans prepared by all the important
installations in the city and decide upon safety and security measures to be taken by
private and public sector companies and undertakings.
 The committee will appraise state of critical infrastructure: roads, drainage and
sewerage, water supply, electricity, and telecommunications.
 The committee will take appropriate decisions for the continuity and maintenance of the
essential infrastructure and develop necessary backup plans
 The committee will convene immediately following any emergency, natural or man-
made. The committee will decide upon specific steps to be taken for dealing with the
disaster.

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 SECTION 7

EMERGENCY RESPONSE PLAN

INTRODUCTION

The need for an effective Disaster Management strategy is to lessen disaster impact which can
be achieved through strengthening the existing organizational and administrative structure at
city level. The Emergency Response Plan is a first attempt to follow a multi-hazard approach
to bring out all the disasters on a single platform and incorporates the ‘culture of quick
response’. Under the plan, common elements responsible for quick response have been
identified and a set of responsible activities has been articulated. It provides a framework to the
primary and secondary agencies and departments, which can outline their own activities for
disaster response. The plan will also include specific disaster action plans along with modal
scenarios in detail to conduct practice drills at city level.

METHODOLOGY OF RESPONSE PLAN

• Identification of disasters in the city depending on:

-Past records
-Geological settings
-Vulnerability associated in context to the disaster
-Risk assessment according to the socio-economic conditions
• Identification of emergency response functions in consultation to the guidelines
provided by SDMA/Revenue and Disaster Management Department.
• Identification of responsible government and non-government agencies depending upon
response functions
• Identification of responsible officers, manpower and resources
• Identification of primary and secondary agencies and demarcation of roles and
responsibilities as per their functions
• Conducting regular trainings, meetings and mock drills

RESPONSE LEVELS

Most of the disasters are to be managed at the State and District level. The Centre plays a
supporting role in providing resources and assistance. It will mobilize supportin terms of
various emergency teams, support personals, specialized equipmentsand operating facilities
depending upon the scale of the disaster. Active assistance would be provided only after the

72
declaration of national emergency level (National Disaster Response Plan, 2001). State, District
and City Emergency Operations Centre would activate in case of emergency. District Authority
of affected area will establish an Onsite Emergency Operations Centre. Teams of all three levels
would establish their link with each other for mobilizing resources and manpower based on
situation analysis.

Response Plan

The Response plan establishes an organized setup to conduct ESF operations for any of the
Natural and Manmade Disasters. It outlines an implementing framework of sharing resources
as per the requirement within National and State level department who will be engaged to
provide support during an emergency situation. The Response Plan has structured the response
of concerned department’s i.e. primary and supporting departments to be organized and
function together with grouping capabilities, skills, resources, and authorities across the State
and district with the ESF plan. The plan unifies the efforts of State Departments and supporting
agencies to be involved in emergency management for a comprehensive effort to reduce the
effects of any emergency or disaster within the state. Such plan can be prepared at city level.

Incident Response System (IRS)

The Incident Response System (IRS) is an effective mechanism for reducing the scope for ad-
hoc measures in response. It incorporates all the tasks that may be performed during DM
irrespective of their level of complexity. It envisages a composite team with various Sections
to attend to all the possible response requirements. The IRS identifies and designates officers
to perform various duties and get them trained in their respective roles.

Emergency Support Functions (ESFS)

Emergency Support Functions (ESFs) are the essentials of Emergency Management

comprising of various coordinating agencies, which manage and coordinate specific kinds of
assistance common to all disasters types. The plan establishes an organized set-up to conduct
ESF operations for any of the Natural and Manmade Disasters. It outlines an implementing
framework of sharing resources and coordinating, preparedness, Mitigation, response and
recovery as per the requirement. The Plan has structured the activities of concerned agencies
i.e. Primary/nodal and support agencies into an organized manner according to their
capabilities, skills, resources and authorities across the state and district government. It also
attempts to unify efforts of state departments so that they are involved in emergency

73
management comprehensively to reduce the effects of any emergency or disaster within the
state.

Primary and Secondary Agencies

The designated primary agency would be assisted by one or more supporting agencies
(secondary agencies) and will be responsible to manage activities of the Emergency Support
Functions and ensuring the mission accomplished. The primary and secondary agencies have
the authority to execute response operations to directly support the city needs.

Situation Reports

Situation reports provide an update of relief operation at regular intervals. These reports are
crucial for planning out response actions to the affected areas. The situation reports provide
information about the disaster status, casualties, status of flow of relief materials,
arrival/departure of teams etc.

Quick Response Teams (QRTS)

The QRTs should leave for the affected site within 3 to 6 hours of the event after the
declaration of emergency. They have been adequately briefed by their respective departments.
Team should be self-sufficient in terms of resources, equipments, survival kits and response
work.

Emergency Operations Centre (EOC)

EOC is a nodal point for the overall coordination and control of response work in case of any
disaster situation. In case of any disaster, city levels EOC have to be activated. The primary
function of EOC is to facilitate smooth inflow and outflow of relief and other disaster related
activities. These EOCs act as bridges between City, District and State Govt.

OPERATIONAL –COORDINATION STRUCTURE

Each organization generally has a framework for direction of its operation and coordination
between its different units. Disaster Management generally requires partnership between
organizations and stakeholders. An effective and early response requires mobilization of
manpower, equipments and materials belonging to different organisation which may not be
working together during normal times. Therefore, a framework needs to be prescribed as a part
of emergency planning for operational directions and coordination during response phase. This
plan recognizes role of Deputy Commissioner in providing overall operational direction and
74
coordination for all the response functions. With the help of City Disaster Management
Committee and Emergency Operations Centre, Deputy Commissioner will formulated
following coordination structure for response plan.

Trigger Mechanism

As soon as Emergency Operations Centre would get the information about any event, the staff
on duty in EOC will pass the information the concerned authority and seek for his instruction
for further actions. If the information pertains to the occurrence of a disaster in any part of the
city, the staff on duty will also try to inform District Disaster Management Authority, City
Disaster Management Committee members, Emergency Support Functions-team leaders,
Major hospitals etc. The staff on duty will also be responsible to reclaim information related to
type, magnitude and location of the disaster and also inform it to responsible authorities. The
EOC in-charge will also inform all the details to Deputy Commissioner and State EOC. All the
desk officers/team leaders and Incident Response Team members will also be informed to
immediately report to District EOC (Figure 5.1). Incident Command team and Desk officials
would respond as per their standard operating procedures and directions of Responsible Officer
(RO).

Designed EOC in
charge

Desk Arrangement:
Sections of Incident
ESF Commanders Command Team
Communication Logistics
Health Planning
Electricity Operation
Search and Rescue DDMA Members Finanace and
law and Order Administration
Relief and Shelter
Water supply
Debries Clearance
and Sanitation
Help lines
Transport

Fig u r e 7. 1 : Trigger Mechanism for City EOC

75
 ACTIVATION OF INCIDENT RESPONSE SYSTEM

Depending upon the location and degree of disaster, Responsible Officer would be appointed.
The DC has been designated as the RO in the District. The heads of different departments in the
District will have separate roles to play depending on the nature and kind of disaster. The roles
and responsibilities of the members of the DDMA will be decided in advance in consultation
with the concerned members. The roles of other line departments also have to be clearly
delineated in various disaster situations in the District DM Plan which will be duly approved by
the State Government, so that there will be no ambiguity about their functions during response.

The IRS organisation functions through Incident Response Teams (IRTs) in the field.
Responsible Officers (ROs) have been designated at the State and District level as overall in
charge of the incident response management. The RO may however delegate responsibilities to
the Incident Commander (IC), who in turn will manage the incident through IRTs. The IRTs will
be pre-designated at all levels; State, District, Sub-Division and Block. On receipt of Early
Warning, the RO will activate them. In case a disaster occurs without any warning, the local IRT
will respond and contact RO for further support, if required. A Nodal Officer (NO) has to be
designated for proper coordination between the District, State and National level in activating air
support for response.
Apart from the RO and Nodal Officer (NO), the IRS has two main components; a) Command
Staff and b) General Staff. The structure is shown in Figure 7.2.

Fig u r e 7. 2: IRS structure

76
 Roles and Responsibilities Of Deputy Commissioner as Responsible Officer

The Deputy Commissioner / Responsible Officer will:

i) Ensure that IRTs are formed at city levels and IRS is integrated in the CDMP as per Section 31
of the DM Act, 2005. This may be achieved by issuing a Standing Order by the RO to all SDOs,
SDMs and BDOs;
ii) Ensure web based / on line Decision Support System (DSS) is in place in EOC and connected
with Sub-Division and Block level IRTs for support;
iii) Ensure that toll free emergency numbers existing for Police, Fire and Medical support etc. are
linked to the EOC for response, command and control. For e.g., if there is any fire incident, the
information should not only reach the fire station but also the EOC and the nearest hospital to
gear up the emergency medical service;
iv) Obtain funds from State Government as recommended by the 13th FC and ensure that a
training calendar for IRTs of city is prepared and members of IRTs are trained through ATIs and
other training institutions of the District;
v) Activate IRTs at District headquarter, Sub-Division, Block levels, as and when required;
vi) Appoint / deploy, terminate and mobilise IC and IRT(s) as and when required;
vii) Ensure that IAP is prepared by the IC and implemented and remain fully briefed on the IAP
and its implementation;
viii) Give directions for the release and use of resources available with any department of the
Government, Local Authority, private sector etc. in the City;
ix) Ensure that local Armed Forces Commanders are involved in the planning process and their
resources are appropriately dovetailed, if required and also ensure that when Armed Forces
arrive in support for disaster response, their logistic requirements like camping grounds, potable
water, electricity and requirement of vehicles etc. are sorted out;
x) Appoint a NO at the City level to organise Air Operations in coordination with the State and
Central Government NO. Also ensure that all ICs of IRTs of the District are aware of it;
xi) Ensure that the NGOs carry out their activities in an equitable and non-discriminatory
manner;
xii) Deploy the District Headquarter IRTs at the incident site, in case of need;
xiii) Ensure that effective communications are in place and that telephone directory of all ESF is
prepared and available with EOC and members of IRTs;
xiv) In case the situation deteriorates, the RO may assume the role of the IC and may seek
support from the State level RO;

77
xv) Conduct post response review on performance of IRTs and take appropriate steps to improve
performance.

Coordination Of Response the Locality Level With a Slightly Different Administrative

Structure and Set Up

In most localities of Shillong Municipal Area, as the same in the other localities or villages of
Meghalaya, the administrative structure is slightly different from that of the rest of the country.
Some departments and agencies may have a dominating presence while others may not have any
presence at all. In such areas, village chiefs and community level leaders are also important
functionaries. It is therefore necessary that the RO at the state or district level should design their
IRTs according to their administrative structure and functionaries. They should select their
village and ward level IRTs and get them sensitised and trained as per IRS principles for
response. A proper communication set up should also be established.

Incident Commander (IC) and Command Staff

The IC is the overall in-charge for the management of onsite response to any incident. He is
appointed by the RO. He may have a deputy with him depending upon the magnitude and nature
of the incident. For his assistance and management of the incident there are two sets of staff:
a) Command Staff and b) General Staff. The command staffs comprise IC, Information & Media
Officer (IMO), Safety Officer (SO), and the Liaison Officer (LO).

Roles and Responsibilities of IC

The IC will:
i) Obtain information on:
 Situation status like number of people and the area affected etc.;
 Availability and procurement of resources;
 Requirement of facilities like ICP, Staging Area, Incident Base, Camp, Relief Camp,
etc.;
 Availability and requirements of Communication system;
 Future weather behaviour from IMD; and
ii) Determine incident objectives and strategies based on the available information and resources;
iii) Establish immediate priorities, including search & rescue and relief distribution strategies;
iv) Assess requirements for maintenance of law and order, traffic etc. if any at the incident site,
and make arrangements with help of the local police;
v) Brief higher authorities on the situation as per incident briefing
78
vi) Establish appropriate IRS organisation with Sections, Branches, Divisions and/or Units based
on the span of control and scale of the incident;
vii) Establish ICP at a suitable place. There will be one ICP even if the incident is
multijurisdictional. Even a mobile van with complete communication equipment and appropriate
personnel may be used as ICP. In case of total destruction of buildings, tents, or temporary
shelters may be used. If appropriate or enough space is not available, other Sections can function
from a different convenient location. But there should be proper and fail safe contact with the
ICP in order to provide quick assistance;
viii) Ensure that the IAP is prepared and ensure that team members are briefed on performance
of various activities as per IAP;
ix) Approve and authorise the implementation of an IAP and ensure that IAP is regularly
developed and updated as per debriefing of IRT members. It will be reviewed every 24 hours and
circulated to all concerned;
x) Ensure that planning meetings are held at regular intervals. The meetings will draw out an
implementation strategy and IAP for effective incident response. The decision to hold this
meeting is solely the responsibility of the IC. Apart from other members, ensure that PSC attend
all briefing and debriefing meetings;
xi) Ensure that adequate safety measures for responders and affected communities are in place;
xii) Approve and ensure that the required additional resources are procured and issued to the
concerned Sections, Branches and Units etc. and are properly utilised. On completion of assigned
work, the resources will be returned immediately for utilisation elsewhere or to the department
concerned;
xiii) If required, establish contact with the Rangbah Shnong, ULBs, CBOs, NGOs etc. and seek
their cooperation in achieving the objectives of IAP and enlist their support to act as local guides
in assisting the external rescue and relief teams;
xiv) Approve the deployment of volunteers and such other personnel and ensure that they follow
the chain of command;
xv) Authorise release of information to the media;
xvi) Ensure that Incident Status Summary (ISS) is completed and forwarded to the RO;
xvii) Recommend demobilisation of the IRT, when appropriate;
xviii) Review public complaints and recommend suitable grievance redressal measures to the
RO;
xix) Ensure preparation of After Action Report (AAR) prior to the demobilisation of the IRT on
completion of the incident response.

Roles and Responsibilities of Information and Media Officer (IMO)

79
The IMO will:
i) Prepare and release information about the incident to the media agencies and others with the
approval of IC;
ii) Jot down decisions taken and directions issued in case of sudden disasters when the IRT has
not been fully activated and hand it over to the PS on its activation for incorporation in the IAP;
ask for additional personnel support depending on the scale of incident and workload;
iii) Monitor and review various media reports regarding the incident that may be useful for
incident planning;
v) Organise IAP meetings as directed by the IC or when required;
vi) Coordinate with IMD to collect weather information and disseminate it to all concerned;
vii) Maintain record of various activities performed

Roles and Responsibilities of Liaison Officer (LO)

The LO will:
i) Maintain a list of concerned line departments, agencies (CBOs, NGOs, etc.) and their
representatives at various locations;
ii) Carry out liaison with all concerned agencies including NDRF and Armed Forces and line
departments of Government;
iii) Monitor Operations to identify current or potential inter-agency problems;
iv) Participate in planning meetings and provide information on response by participating
agencies;
v) Keep the IC informed about arrivals of all the Government and Non Government agencies and
their resources; and help in organising briefing sessions of all Governmental and Non
Governmental agencies with the IC;
viii. Maintain record of various activities performed

Roles and Responsibilities of Safety Officer (SO)

The SO will:
i) Recommend measures for assuring safety of responders and to assess or anticipate hazardous
and unsafe situations and review it regularly;
ii) Participate in planning meetings for preparation of IAP and Review the IAP for safety
implications;
iii) Obtain details of accidents that have occurred within the incident area if required or as
directed by IC and inform the appropriate authorities;
iv) Review and approve the Site Safety Plan, as and when required;

80
 v) Maintain record of various activities performed

GENERAL STAFF

The General Staff has three components which are as follows;

Operations Section (OS)

The OS comprises Response Branch (RB), Transportation Branch (TB) and Staging Area (SA)
and is headed by the OSC. The activation of the RB and TB is situational.
The RB consists of various Divisions and Groups depending upon the functional and
geographical requirements of the incident response. The Groups are classified by their functional
characteristics, such as Single Resource, Strike Teams and/or Task Force.
The TB may consist of Road Operations Group, Rail Operations Group, Water Operations Group
and Air Operations Group. These Groups are also activated according to the transportation
modes that may be required in the incident response.
SA is the area where resources mobilised are collected and accounted for. It is from this location
that the resources are deployed for specific assignments or tasks. The composition of OS is
shown in Figure 7.3.

F i g ure 7. 3: Four Composition of Operation Section

RB is activated according to the nature of response required. For example in case of earthquake
and flood where a lot of houses get damaged or destroyed and people need to be rescued and
81
 provided relief and temporary shelter. The rescue and relief group of the Response Branch will
be activated to provide these services.
The TB will manage the transportation of the affected people and the movement of relief
materials. Groups within the TB like Road group or Water group will be activated as required for
managing and providing the Road or Water transport. Since Air Operations in disaster response
involves coordination between the Central Government, Ministry of Civil Aviation,Air Force,
State and the Districts concerned and also requires technical inputs. Selection of the OSC
depends on the nature of operations required. Rescuing people and taking them to shelter in case
of earthquake or floods can best be handled by the police/Armed Forces and thus in such cases it
should ideally be headed by them. However in cases of such disaster like bird flue epidemic, the
main requirement will be providing medical treatment to the victims, vaccinating and culling of
birds. In such cases the OS shall have to be headed by Doctors for treatment of victims and
supported by Animal husbandry department and Municipal institutions for vaccinating and
culling of birds.

Roles and Responsibilities of OSC

The OSC will:

i) Coordinate with the activated Section Chiefs;
ii) Manage all field operations for the accomplishment of the incident objectives;
iii) Ensure the overall safety of personnel involved in the OS and the affected communities;
iv) Deploy, activate, expand and supervise organisational elements (Branch, Division, Group,
etc,) in his Section in consultation with IC and in accordance with the IAP;
v) Assign appropriate personnel, keeping their capabilities for the task in mind and maintainOn
Duty Officers list for the day.
vi) Brief the personnel in OS at the beginning of each operational period;
vii) Prepare Section Operational Plan in accordance with the IAP; if required;
viii) Suggest expedient changes in the IAP to the IC;
ix) Determine the need for additional resources and place demands accordingly and ensure their
arrival;
x) Ensure record of various activities performed by members of Branches, Divisions,
Units/Groups are collected and maintained.

Planning Section (PS)

The PSC is responsible for collection, evaluation, dissemination and use of information. It keeps
track of the developing scenario and status of the resources. In case of need, the PS may also

82
have Technical Specialist for addressing the technical planning matters in the management of an
incident. A list of such specialists will be kept available in the PS. The PSC reports to the IC and
will be responsible for the activation of Units and deployment of personnel in his Section as per
requirement. The composition of PS is shown in flow chart (Figure 7.4).

PLANNING SECTION CHIEF

Resource Unit

Situation unit

Documentation unit

Demobilization
Unit

Figure 7.4: Composition of Planning Section

7.5.9.1 Roles and Responsibilities of PSC

The PSC will:

i) Coordinate with the activated Section Chiefs for planning and preparation of IAP in
consultation with IC;
ii) Ensure that decisions taken and directions issued in case of sudden disasters when the PS had
not been activated are obtained from the IMO (Command Staff) and incorporated in the IAP;
iii) Ensure collection, evaluation, and dissemination of information about the incidents including
weather, environment toxicity, availability of resources etc. from concerned departments and
other sources. The PS must have a databank of available resources with their locations from
where it can be mobilised;
iv) Coordinate by assessing the current situation, predicting probable course of the incident and
preparing alternative strategies for the Operations by preparing the IAP. The IAP contains
objectives reflecting the overall incident strategy and specific tactical actions and supporting
information for the next operational period (24 hours is considered as one operational period).
The plan may be oral or written.
v) Ensure that Incident Status Summary is filled and incorporated in the IAP;
vi) Ensure that Organisational Assignment List (Divisional/Group) is circulated among the Unit
leaders and other responders of his Section;

83
vii) Plan to activate and deactivate IRS organisational positions as appropriate, in consultation
with the IC and OSC;
viii) Determine the need for any specialised resources for the incident management;
ix) Provide periodic projections on incident potential and report to the IC of any significant
changes that take place in the incident status; compile and display incident status summary at
the ICP;
x) Oversee preparation and implementation of Incident Demobilisation Plan (IDP)
xi) Assign appropriate personnel, keeping their capabilities for the tasks in mind and maintainOn
Duty Officers List for the day;
xii). Ensure that record of various activities performed by members of Units are collected and
maintained in the Unit Log.

Logistics Section (LS)

The LS comprises Service, Support and Finance Branches. Structure and details of each Branch
are shown in Figure 7.5. The Section is headed by a chief known as the LSC. The activation of
various Branches of the LS is context specific and would depend on the enormity and
requirements of the incident. The Finance Branch (FB) constitutes an important component of
the LS to specially facilitate speedy procurement, and proper accounting following financial
procedures and rules.
LOGISTICS SECTION

Service Branch Support Branch Finance Branch

Time Unit
Communication Unit Resource Provisioning
Unit
Compensation/Claim
Medical Unit Unit
Facilities unit

Food Unit Ground Support Unit Procurement unit

Cost Unit

Figure 7.5: Composition of Logistics section

7.5.10.1 Roles and Responsibilities of LSC

The LSC will:

i) Coordinate with the activated Section Chiefs;

84
ii) Provide logistic support to all incident response effort including the establishment of SA,
Incident Base, Camp, Relief Camp, Helipad etc.;
iii) Participate in the development and implementation of the IAP;
iv) Keep RO and IC informed on related financial issues;
v) Ensure that Organisational Assignment List (Divisional / Group) is circulated among the
Branch Directors and other responders of his Section;
vi) Request for sanction of Imprest Fund, if required;
vii). Ensure that a plan is developed to meet the logistic requirements of the IAP with the help of
Comprehensive Resource Management System;
viii) Anticipate over all logistic requirements for relief Operations and prepare accordingly;
ix) Constantly review the Communication Plan, Medical Plan and Traffic Plan to meet the
changing requirements of the situation;
x) Assess the requirement of additional resources and take steps for their procurement in
consultation with the RO and IC;
xi) Provide logistic support for the IDP as approved by the RO and IC and ensure release of
resources in conformity with the IDP;
xii) Ensure that the hiring of the requisitioned resources is properly documented and paid by the
FB;
xiii) Assign appropriate personnel, keeping their capabilities for the tasks to be carried out and
maintain On Duty Officers List for the day
xiv) Ensure that cost analysis of the total response activities is prepared;
xv) Ensure that record of various activities performed by members of Branches and Units are
collected and maintained in the Unit Log.

The Incident Response Teams (IRTS)

The IRT is a team comprising of all positions of IRS organisation as shown in Figure 7.6 is
headed by IC. The OS helps to prepare different tactical operations as required. The PS helps in
obtaining different information and preparing plans as required. The LS assesses the availability
and requirement of resources and takes action for obtaining them.

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 Figure 7.6: Emergency Support Function (ESF) Plan

NEED OF ESF PLAN

A disaster causes immense loss to human lives in a massive scale. If a formalized andtimely
response would not take place, death toll can increase immensely. Therefore,district formulates a
Emergency Response Plan consisting several Emergency Support Functions (ESFs) related to
Communication, Search and Rescue, evacuation, law and order, medical response and Trauma
Counselling,water supply, electricity, warning and transport, relief etc. All of these
emergencyfunctions consist of emergency plans that would be activated at the time ofemergency.

The ESF Plan document outlines the objective, scope, organization setup andStandard Operating
Procedures (SOPs) for each ESF that is to be followed by therespective ESF agencies when the
Responsible Officer will activate the responseplan. Standard Operation Procedures (SOPs)
provides a basic concept of theoperations and responsibilities of Disaster Management Team,
Nodal andSecondary agencies.

ESF Organizational Setup and Inter-Relationships

The plan establishes an organized setup to conduct ESF operations for any of theNatural and
Manmade Disasters. It outlines an implementing framework of sharingresources and
coordinating, preparedness, Mitigation, response and recovery asper the requirement. National

86
and State level department will be engaged tosupport during an emergency situation. The Plan
has structured the activities ofconcerned agencies i.e. Nodal and support agencies into an
organized mannergrouping their capabilities, skills, resources, and authorities across the State
anddistrict Government. The plan unifies the efforts of the District Administration and
supportagencies so that they are involved in emergency management comprehensively toreduce
the effects of any emergency or disaster withincity/district.

The Revenue and Disaster Management Department is the Primary Agency coordinating all
Disaster RiskManagement Efforts at State Level. However, there will be Other Agencies
Involved in-charge of Different ESFs.

Each ESF shall have an ESF Nodal agency, and a number of support agencies. TheESF Nodal
agency shall be directly linked to the Responsible Officer /Deputy Commissioner and the State
EOC, and will be the main coordinator in charge of theESF. The support agencies to the ESF
shall support the Nodal agency in establishingand managing the emergency shelter and
rehabilitation.

At the district level, the Nodal Agency will lead the ESF with direct link to the Responsible
Officer of the District and the district EOC. The Nodal Agency will also be amember of the
Incident Management Team lead by an officer of theRevenue/Police or other department as
decided upon by the district IC, and asrequired by the Incident Commander who may draw upon
some or all of the ESFs foronsite response. The Nodal Agency must hence nominate a Team
Leader (TL) at theState level and district level, and a member for the IMT(s) in advance,
withappropriate (at least two) backstopping arrangements.

The Nodal and Support Agencies must together or separately (as decidedaccording to need of the
specialized function) constitute QRTs with members, andappropriate (at least two) backstopping
arrangements. Team Leader (TL) of EOCwould be on the basis of its authorities, resources, and
capabilities in the functionalarea. He would be the member of Disaster Management Team that
represents all ofthe key functions of the district in a single location under the direction of the
Deputy Commissioner (Responsible Officer).

All persons nominated, and all teams must go through a sensitization, training andmust be
acquainted with the Standard Operating Procedures of the ESF Plan. Theymust practice and
update their plan and SOP regularly (at least twice a year) eachof the Nodal and Support
agencies would also comprise of quick response teamtrained to carry out their functions at the
response site.

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The success of ESF will be of critical importance and would reflect in the lives savedin the
golden hour. Below a list of ESFs has been given which will be activated atstate/district level
during emergency situation.

STANDARD OPERATING PROCEDURE

Emergency Support Function # 1: Coordination

Team Leader: Deputy Commissioner, Shillong

Support Agencies: S.P; ADC (DM); ADC (Law and Order); Joint director of Supply,
CEO, Shillong MunicipalBoard; Secretary, MUDA, S.P, Fire,
DTO, Youth Coordinator, NYK; Executive Engineer
(PWD),Assistant Director, IPR, District AH&V
Officer;Commandant, (Civil Defence and Home Guards) and other
relevant departments of District desired during the crisis.

In anticipation of any disaster, the District Administration has taken variousprecautionary

measures. Functioning of the Control Room, Closure of past breaches

in river and canal embankments and guarding of weak points, rain recording andsubmission of
rainfall report, communication of Gauge reading, deployment ofpower/country boats, installation
of temporary VHF stations, arrangement forkeeping telephone and telegraph lines in order,
storage of food stuff, arrangementfor keeping drainage clear, agricultural / health /veterinary
measures, selection ofFlash flood/ Earthquake shelters, etc. have been properly planned. The
governmentofficials of different departments have been apprised of their duties for pre,
duringand post disaster periods.

The ULBs, Executive Engineers of Water Resource Department,Executive Engineers of PWD

Department, Executive Engineers of MeCEL,DM&HO, A H &Veterinary, Joint Director of
Supply etc. have been requested to take allprecautionary and preparatory measures and to remain
alert to face the challengeof any disaster. The other government officials have also been apprised
of their rolesand responsibilities to be played during pre-disaster arrangement and
during/postdisastermanagement. Every possible kind of cooperation from all the linedepartments
has been sought for by the District Administration in combating the severe natural calamities that
may occur anytime.

Emergency Support Function # 2: Communication

Team Leader: SP, Shillong

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Support Agencies: MPRO, Ham radio operator Clubs, IPR, Bharat Sanchar Nigam
Limited (BSNL), NIC, Private/ mobile Telecom Representatives,
Signal Representative Army’, IMD, CWC, FM Radio,
Doordarshan, All India Radio, Private Satellite Channels.
The Emergency Support Function (ESF) ‘Communication’ supports the ResponsePlan in case of
Major Communication links damage in various parts of the cityduring a Disaster and there is a
requirement for immediate restoration orreplacement of the network. The objective of the ESF is
to provide safe andreliable communication support during and after a disaster; to
restorecommunication facilities in the aftermath of a disaster and provide vitalcommunication
linkages between Emergency Operations Center, and importantresponse agencies. This ESF
encompasses setting up of temporary communicationcenters in and around the area of impact
and activation of Mobile units in case ofwidespread damage in a disaster like an earthquake.

Situation Assumptions

 There would be congestion in the network because of increased calls to controlrooms due
to panic created in the community
 The initial reports on damage may not give a clear picture of the extent ofdamage to
Communication network
 The affected site may cut off from the state control rooms and the officials onsite and find
difficulty in communicating to the District/State EOC
 Police wireless network will only be the reliable communication network till theother
communication networks are fully restored

It is possible that telephone service will be disrupted very badly in a majorearthquake for a
period of time. Not all components of the telephone system will beequally affected, but initially
the failure of land- based components will cause ageneral failure of the total system’s reliability.
As the telephone system is graduallybrought back into service in accordance with the priorities
given to it, it may allowlimited use by the competent authorities within a matter of hours after
theearthquake.

As this is not a dependable or even predictable situation, this plan must require thecapability to
carry out emergency response independent of the commercialtelephone system. While the use of
existing radio systems is an obvious solution, thesimultaneous breakdown in delivery of electric
power distribution may limit thosecapabilities as well. Other simple means of communication,
such as handwrittenmemo delivered by courier, and verbal communication through personal
liaison, willalso be necessary.

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Scope:

This function is limited to the emergency communications requirements only. Assuch, the
restoration of public sector communication could be carried out as a partof the Department of
Telecommunication’s emergency functions during disaster.

THE TASKS:

Immediate Tasks:

 Collection of initial reports of damage

 Status of the affected regions in respect of establishing communication withrest of the
City/District
 Status of the key officials in the area
 The main focus of the activities is to coordinate life saving activitiesconcurrent with re-
establishing control of the disaster affected area
 Establish radio communication with the State Emergency Operations Centre,District
Emergency Operations Centre as well as Relief Centers
 Appoint a Nodal Officer, Communications
 Renew and update precautionary measures and review with the staff theprecaution to be
taken to protect the equipment
 Alternative Communication

Initial Action:

 Identify operational telecommunication facilities within the affected area.

 Identify telecommunication facilities that need to be transported to theaffected site to
establish the emergency operational services
 Identify the actual and planned action of private telecommunicationcompanies towards
reconstruction of their facilities
 Establish temporary communication facility through mobile exchange onpriority for use
by District Officials, Officers in the transit, relief camp, NGOs.
 Establish a temporary communication facility for use by the public
 Carry out an assessment of overall damage for the following:
(i) Overhead route damage, (ii) Cable damage, (iii) Specific equipmentdamage.

Task during sustained Phase:

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Establish emergency communications in order of priority to the functions andlocations most in
need of them for the mitigation of life- threatening situations andthe relief of human suffering.
Provide a communication advisory function andinternal communication organization. Monitor
and control, where possible, the re-establishmentof telephone services.

Standard Operating procedures for the Nodal Agency

 Team leader (TL) of Communication ESF will activate the ESF on receiving
theintimation of occurrence of the disaster from the Responsible Officer
 Wireless operators would be informed about the current requirements andcoordination
mechanisms shared. Till the restoration of normal telecom facilities,the police wireless
system would be the main communication network
 TL issues orders to establish systems and reports to District EOC on the actiontaken
 TL would inform Nodal Officers (NOs) of support agencies about the event andESF
activation
 TL would establish contact with the district EOC for First Information Report
 TL requests for reports from local ESF contact persons (this would be the localoffice of
ESF Primary Agency) to understand the current situation and actionstake
 Based on information given by the support agencies, TL decides on the need to launch an
assessment mission to estimate the extent of damage to telecomservices and network as
well as to come up with possible arrangements toestablishing reliable and appropriate
network
 TL communicates situation to support agencies and also requests to providedetails on the
status of equipment and infrastructure in the affected area(s).
 TL informs the Responsible Officer on the status of telecom services
 TL works out a plan of action for telecom companies and convenes a meetingof all ESF
members to discuss and finalize the modalities
 TL gets the temporary telephone facilities established for the public. Priorinformation on
this would be announced through media/ and locally throughmega phones and other
feasible mediums
 TL monitors the situation and arranges emergency staff required to operateestablished
systems
 TL sends the District Quick Response team (QRT) at the affected site with therequired
equipments and other resources

SOPs for Quick Response Team on Help Lines, Warning Dissemination

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The QRT (Quick Response Team) members will reach to the Nodal office assoon as they will get
instructions.Once the QRTs receive any intimation from the Nodal Officer toreach at the site
they would reach to the site at the earliest,without wasting any time.
 At the emergency site QRT members will take stock of the situation from the
sitecommunication manager
 QRTs would assess the ground situation and would send sectoral report to theDistrict
ESF agency
A sectoral report would contain following:
An assessment of overall damage, listing specifically:
 Overhead route damage (in miles/ kilometres)
 Cable damage (in yards/meters)
 Specific equipment damaged
 Establish a temporary communication facility for use by the public
 Identify requirements of manpower, vehicles and other materials andequipments Give
priority and concentrate on repairs and normalization ofcommunication system at disaster
affected areas
 Begin restoration by removing and salvaging wires and poles from the roadwayswith the
help of casual labourers
 Carry out temporary building repairs to establish a secured storage area for
theequipments and salvaged materials
 Report all activities to head quarter
 Begin restoration by removing damaged wires and poles through recruitedcasual
labourers
 Establish a secure storage area for incoming equipments and materials

Emergency Support Function # 3: Emergency Public Information, Help line & Warning
Team Leader: Assistant Director, IPR
Support Agencies: NIC, NGOs, Media (Print/Audio-Visual), Local Cable TV
Network, FM Radio, Doordarshan,AIR, NSS,NYK, Scouts &
Guides.

All levels of government and the news media have a responsibility to provideemergency
information to the public that is accurate, timely and consistent. Justwhen public and media
demands for information are at their highest following anearthquake, the probability is that most

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media in the area will not be operationaldue to power failures. Nevertheless, media will be
present to gather information forlater local dissemination, and for media outside the disaster area.
The mediarepresent the major resource to inform the public about the disaster situation, andsome
Local Cable TV Network and radio broadcast media have long beenoriented to their role. It then
follows that the utilization of the media for the benefit ofongoing relief, rehabilitation and
restoration activities is essential, and a high level ofpriority should be set to restore an adequate
radio broadcast capability.

Scope:

This Emergency Function in this respect is primarily concerned with creating aneffective means
of informing the public in the disaster operational area concerningefforts and actions expected of
them to reduce risks to life and safety. Secondarily,the presentation of a sole point of release for
Government information to the mediain general is required to prevent confusion on the part of
the public, and to makebest use of public information/media affairs staff.

The emergency functions include, the determination of surviving broadcast media,and provision
of assistance to district authority by delivering their emergencyannouncements and pre- arranged
State Government’s announcements.

In a major disaster, a Public Information Centre will be established as an integral partof the
DDMA and perform publicinformation and media relations activities and assist in arrangement
of tours of theOperational Area by the government officials and media persons.

THE TASKS:
Immediate Tasks:
 Assist in the determination of damage to media public informationcapabilities
 Pass prepared and updated public information announcements to theoperational media
from the District Emergency Operations Centre (DEOC)

Tasks during sustained Phase:

 Establish the requisite level of emergency public information capabilities;establish the

necessary media relations capabilities for release ofgovernment information to the
general public through thenational/international media
 Control media personnel access through a system of accreditation andaccess control, in
conjunction with the Law and Order function; ascapabilities are available, assist media
personnel to prepare and send theirmaterial from the Operational Area; arrange for

93
 official government andmedia tours of the Operational Area subject to availability of
resources; assistdistrict/sub- divisional authorities with their own requirements
whenrequested

SOP OF NODAL AGENCY

 Upon finding out about any hazardous event, ESF-TL will contact theDistrict EOC by
any means possible (phone, wireless, personally)
 If asked to activate the ESF, Team leader (TL) will call nodal officers ofsupporting
agencies of the ESF
 QRTs will be activated and deployed at the affected sites
 Coordinate with the different ESFs to get regular information in order tocompile and
prepare updates, situation reports, damage assessmentreports, and media briefs
 Upon finding out about any hazardous event, Nodal officers will contactthe ESF-TL /
District EOC by any means possible (phone, wireless,personally)

SOP OF QUICK RESPONSE TEAM (QRT)

 The QRT members will reach to the nodal office as soon as they will getinstructions
 QRT teams would reach to the site immediately after receiving instructionsfrom the nodal
officer
 On the site QRT members will take stock of the situation from the RO at thesite and their
counter parts
 The QRTs will coordinate, collect, process, report and display essentialelements of
information and facilitate support for planning efforts inresponse operations

Emergency Support Function # 4: Search & Rescue

Team Leader: S.P Fire and Emergency Service and Deputy Controller, Civil
Defence and Home Guards,Shillong
Support Agencies: CEO,SMB; PWD(Roads and Building);Police Department,
NDRF, Health Dept, Ambulance Services, NSS, NCC, NYK, Zila
Sainik Board, NGOs Dorbar Shnong, Volunteer, Army , Air force
and Para-military forces.

Search and Rescue operations are one of the primary activities taken up in a postdisaster
situation. The promptness in these operations can make a remarkabledifference in the amount of
loss of life and property and will include removal oftrapped and injured persons from buildings
collapses and other structural collapses,administering first aid, and assisting in transporting the
94
seriously injured to medicalfacilities. This activity involves the use of professional and volunteer
search teamsincluding the use of dog teams.

Situation Assumptions
 Local community task forces will initiate search and rescue at residential level
 Spontaneous volunteers will require coordination
 Access to affected areas will be limited.
 Some sites may be accessible only through air routes only

The Exigencies:
In the urban environment, the collapse of buildings may include rescuesituations well beyond the
capabilities of fire- fighters to resolve (possibly many ofthem at the same time). These situations
are characterized by the extensive rubble,which can make it unclear if a rescue is needed. In
some rescue situations heavyobjects must be moved or cut to extricate trapped persons; perhaps
tunnelling techniques may be needed; and in other situations further collapse could occur ifan
unskilled rescue attempt is made. Often there are circumstances where otherspecialized skills
should be applied, such as on- scene medical care beyond first aidtreatment.
While an adhoc rescue might be put together for many such earthquake scenarios,the lack of a
coordinated specialized search and heavy rescue capability in urbanareas may turn out to be a
contributor to the loss of life in major earthquakes. Alevel of permanent organizational integrity
should exist to allow training andexercising of the techniques and skills required, and to permit
the functionaries inother branches to orient their skills in concert with those of the Search and
HeavyRescue function in urban areas. The possible total preoccupation of fire-fighterswith fire
suppression at the critical time for rescue also suggests that a capability tocoordinate the total
organized rescue effort would be desirable, utilizing othermanpower sources that possess basic
rescue skills similar to those of the fire- fighter.

Organizational requirement:

This plan conceptualizes a Search and Heavy Rescue Team, which would meet the needs
outlined above.

THE TASKS:

Immediate Tasks:
The objectives of the team would be to:

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  Locate and remove injured people who are trapped in the wreckage ofdamaged buildings
and other structures
 To ascertain the safety of damaged buildings and structures
 To provide on- site medical treatment; and to remove the dead

Task during sustained Phase:

 Assist in removal of the dead from collapsed structures

 Team Organization (Conceptual)

The Search and Heavy Rescue Team should be organized in such a way that at least one trained
personnelremains in command of the team followed by his/her assistants. Apart fromthis, there
should be a district coordinating team with specialists/ experts likeone surgeon, one structural
engineer, one logistic person, search dogs andlabourers, etc.

Heavy Rescue Group: This component includes one or more sections, each one of which could
beassigned responsibility for search and rescue tasks for a particular site. Skills includebasic
rescue techniques including improvisation of rescue equipment, tunnelling,cutting, shoring,
hoisting with mechanical equipment, searching in confined areas,operation in hazardous
environments, and providing paramedic treatment topatients in emergency situations. Each
section should comprise about five to sevenpersons and hold some light specialized equipment,
including a vehicle.

Heavy Equipment Group: This component holds heavy equipment and heavy equipment
operators, ormaintains an inventory of where they can be obtained, and trains
equipmentoperators in the application of their skills to heavy rescue situations. Personnel of
thisgroup would be assigned to a Heavy Rescue Group for carrying out criticaloperations and
then shall be re- allocated. For these purpose personnel from Army, Air force, Para-Military and
NHAI, may be included in this group as they have goodnumbers of bulldozers and cranes, etc.

Rescue Group: The exact size, composition and duties of the team are subject to
furtherdevelopments depending on the acquisition of skill modern methodologies.

The S&R ESF has to respond to assist the Responsible Officer as per their assignedduty, which
has been described in the SOP’s and is to be followed duringemergency within the State. The
scope of Response function includes the followingbroad areas:
 Rescue of those trapped
 Search for victims of a disaster (whether living or dead)

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SOPs FOR Nodal Agency

 The ESF would be activated on receiving order from the Responsible Officer(IC) to the
Team Leader (TL) of Primary Agency for ESF activation
 TL of primary agency will call Nodal Officers of supporting agencies
 TL would activate the District Quick Response Team
 Quick Assessment for the scale of S& R operations required to be carried out
 On requirement request for additional S&R teams sent to National DisasterResponse
force through state Govt. without wasting time, almostsimultaneously
 Assessments of the specific skill sets and the other equipments required
 Using IDRN network to check and map the availability of resources in andaround the
disaster site
 Responsible Officer / District EOC (on orders from RO) would contact the team leader of
S&ROperations to activate the ESF response plan
 Team leader of Nodal agency would report to the Quick response teams forimmediate
operation and inform supporting agencies to coordinate in thesituation depending upon
the scale of the disaster
 QRTs (of both nodal and supporting agencies) would perform a physicaldamage
assessment and report to the leaders of central and nodal agencyabout the percentage of
damage, percentage of casualties expected andpossible requirement of equipments,
manpower and rescue sites
 Medical and Trauma Counselling Response Teams at District Levelto be activated by
ESF-TL if needed, and report to the Incident Commander atthe Onsite EOC who will
coordinate their activities
 Response Teams in the field communicate with the ESF-TL at the District EOC,through
the Incident Commander
 Major hospitals given warning to activate their contingency plan, if required
 ESF-TL to inform Responsible Officer at District EOC if activation of the State EOC will
beneeded
 Following up a systematic approach of transferring resources, manpowerequipments,
vehicles at the Disaster affected areas
 Determine the release of QRTs and facilities at effected site may beconsidered on a
priority basis

97
  Contacting health services to instruct them to send first-aid and traumacounselling team
to the affected site, so the patients can be treated beforetransporting to the hospital for the
advance treatment (if needed)
 Contacting damage assessment teams and send them to the site so thatassessment reports
can be prepared and situation analysis can be doneproperly
 Establishing a failsafe communication system with QRTs members so thatcurrent reports
on situation analysis can be gathered and accordingly helpcan be provided to the site
 Declaration of further help required at State and National level in case ofdamage is at
large scale and situation is unmanageable with the availableresources
 At the site, QRTs should contact the local volunteers and local people togather
information about vulnerable areas so that search and rescueoperation can be taken place
through a proper channel in heavily denseareas, large buildings, community centres,
hotels, hospitals, public buildingand any other area having large gathering.
 Special care to women and children groups should be given as they areexpected to be
more affected and helpless in case of any emergencysituation
 Further request to the health department to deploy mobile hospitals in casethe casualties
are severe and transportation of patients may take much moretime
 Provide regular updates to the RO at the District/State EOC based on reportsfrom the
field and the hospitalsCoordinate with the Transportation ESF if a large number of
medicalprofessionals need to be sent to the affected sites and/or a large number ofvictims
need to be transported to health facilities.
 Ensure the provision and continuous supply of medical facilities (medicines,equipments,
ambulances, doctors and manpower etc) required at thedisaster affected site and the
hospital health centres catering to disaster victims
 Coordinate with the ESFs on Law & Order, Evacuation, and Debris and RoadClearance,
for setting up of field medical posts, transport of victims, andsetting up of mobile
hospitals

SOP for Quick Response Team on Search &Rescue

 Assessment of damage (locations, number of structures damaged, severity of

Damage)
 The QRTs will be deployed at the affected site
 Enlisting the types of equipment required for conducting the S&R

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  QRTs will report the situation and the progress in response activities to therespective
EOCs
 QRTs will reach on the spot and take a damage assessment including typeof injuries,
number of people affected and possible medical assistance need
 QRTs will provide situation and progress reports on the action taken by theteam to the
ESF-TL
 QRTs will ensure timely response to the needs of the affected victims byEstablishing
field medical posts at disaster sites, as needed
 QRTs should maintain a coordination with the local people so the S&Roperation may
take place at more vulnerable locations having dense,population, multi-storied buildings
and community gatherings as more peopleare expected to be trapped in such areas
 QRT will report to Nodal agency in case of shortage of vehicles, manpower,resources
and relief materials
 QRT will also work effectively with the other teams conducting first aid,
traumacounselling, law and order, debris clearance, damage assessment and waterand
sanitations so the effective rehabilitation may take place accordingly

Emergency Support Function # 5: Evacuation

Team Leader (TL): Deputy Controller, Civil Defence
Support agencies: Police Department; Civil Defence and Home
GuardsVolunteer;Dorbar Shnong, Voluntary
Organization;NSS;NYK;NCC;Rotary Club;NDRF ; Army ,
Air force and Para-military forces

The purpose of this Emergency Support Functions is to coordinate efforts in safelyevacuating the
public from a threat to life and/or health. Evacuation andmovement involves the coordination of
varying agencies and good communications with the public. Evacuation and movement is the
responsibility ofpublic safety and the legislative authorities of a jurisdiction. This ESF applies to
thoseagencies and others that are necessary for an evacuation.

The ESF on evacuation is primarily responsible for establishing evacuation plans,identification

of fastest evacuation routes and alternate routes and coordinatingevacuation logistics during field
operations.
Situation Assumptions:

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Any disaster situation could cause the need for evacuation. So far particularconcern to Shillong
is from earthquake, flash flooding or a fire, which could cause theneed for an immediate
evacuation, with very little time to plan for the specificevacuation.

 Individuals and families may be displaced from their homes and may beprovided shelters
by one or more volunteer organizations
 Approximately 10% of the populous may seek shelter in organized shelters.The rest
usually will find their own through friends, family, relatives orcommercial sources
 Displaced persons may require transportation to shelter facilities. This shouldbe provided
for by private transportation
 Shelter operations will have sufficient sanitation and cooking facilities,including cold and
frozen storage, to maximize the use of available products
 Most of the buildings would be damaged and would not remain serviceable.
 Many structures would be damaged and there would be an urgent need toevacuate

SOPs for Nodal Agency:

 Team leader (TL) of Evacuation ESF would activate the ESF on receiving thewarning of
the disaster/disaster from District EOC
 TL would inform Nodal Officers (NOs) of other primary and support agenciesabout the
event and ESF activation
 TL will direct the QRTs to be deployed on the affected site
 TL will gather information on availability of predefined evacuation routes
 Where the predefined evacuation routes are not available, the Nodal officerwould
coordinate through District EOC with other ESFs Nodal officers and thesupport agencies
about clearing of routes and identifying alternate routes.

SOPs for Quick Response Team on Evacuation

 The QRT members will reach the Nodal office as soon as they getinstructions to do so
from the TL
 Once the quick response teams receive an order from the Nodalofficer for reaching the
site they would reach to the site immediately
 On reaching at the site the QRT members will take stock of thesituation from the Incident
Management Team at the site and theircounter parts
 The quick response teams with the help of local task forces will startevacuating peoples
to safe shelters or open areas

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  The QRT members should concentrate more on evacuation in areasthat have been worst
affected by the disasters
 Keep reporting about all the activities to the TL

Emergency Support Function # 6: Emergency Medical Response

Team Leader: DM&HO

Support Agencies: Medical Supt. Shillong Civil Hospital and other hospitals; Blood
Bank; Indian Red Cross Society, Nursing Homes; NSS; Rotary
Club, Lions Club; Ambulance Services; Civil Defence First Aider;
Medicine Stockiest ; Indian Medical Association (IMA); NYK;
NCC.

All disasters affect human life and health. Health is both a main objective and ayardstick in
disaster management. This Emergency Support Function (ESF) will beresponsible for the
emergency medical treatment and mental trauma support in the aftermath of any hazardous
event.

The ESF on Emergency Medical Services and Public Health Counselling will look
afteremergency treatment for the injured people immediately after the disaster takeplace.

Situation Assumptions:

 Hospital services would be affected

 Communication and transport services would be disrupted
 Emergency Medical Care, Trauma Counselling services will be requiredfor affected
population
 Likely outbreaks of diseases epidemic after the disaster
 Hospital services would be affected

Primary Agency: Health Department

The exigencies:
A severe earthquake is characterized by its effects on the health care deliverysystem perhaps
more than any other way. Not only are there likely to be manyinjured persons, the types of injury
experienced by persons rescued after beingtrapped under the rubble may require urgent hospital
care. At the same time, thefacilities required by the health care system are subject to damage,
which canincapacitate the system and require the evacuation of their existing patients.

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Disrupted roads interfere with ambulance movement, requiring some dependenceupon on- scene
paramedical treatment and first aid until removal to places wheremedical facilities are possible.
The decentralized local operation of health servicesmay not suffice in the event of a major
disaster.

Functions:

The function includes:

 District level health services responsibilities shall be mobilized toprovide emergency
medical treatment to the injured; sustained hospital careto the seriously injured or
seriously ill
 Continue care at an appropriate level to patients in hospital and outpatientsat the time of
the earthquake and other hazards response
 Evacuation of the sick and injured to a location where care can beprovided as well as
sustained emergency care until evacuation can becarried out with medical or paramedical
supervision
 District level coordination of delivery of medical supplies, blood and blood
Products; operation of ambulance services
 Prevention of epidemic through education of the general population
 Carrying out of health inspections of food and water supplies
 Initiation of vaccination programs under epidemic conditions. Radiologicaland
toxicological services could be in increased demand and require anexpanded response
 There will also be a need to provide initial establishing of death, and thetemporary safe
storage of human remains in support of coroner operations.

A major earthquake would require a much greater degree of control of resourceswithin the
Operational Area and would necessitate the establishment of a healthservices coordination center
at the State Capital. The Health Department is toidentify some safe locations to use as first aid
centers and to shift the patientswhenever needed. In each ward the general public should be
trained up for firstaid assistance and dispensary should maintain a rotating reserve stock of
blood,saline, bandage, cotton, benzene, dettol and life saving drugs/injections.

Immediate task:

 Appoint one person as Nodal Health Officer for the district

 Ensure that the personnel working within the district come under the directcontrol of the
District Nodal Health Officer

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  Any other personnel once deployed for the purpose will directly come underthe control of
the District Nodal Health Officer
 Identify emergency patient holding facilities
 To prepare and keep ready Mobile Hospitals and stock them withemergency equipment
that may be required after the disaster
 Transfer patients who can be removed from hospitals to make room for theinjured; where
necessary implement a system of staging causality collection,treatment, and evacuation to
places where facilities are available (probablyoutside the Operational Area)
 Arrange delivery of emergency medical supplies; arrange for temporarysuitable storage
of the dead until taken over by the coroner

All efforts should be made to keep the health care receiving centres and outpatientservice centres
free from any kind of panic; prevent disease outbreak or spread;attend to mental health
requirements; expand local public health services asnecessary, particularly the supply of essential
drugs and pharmaceuticals in areaswhere the private sector drug stores have ceased to function;
carry out sanitaryinspections.

SOPs for Nodal Agency

 Upon finding out about any hazardous event, RO will call the TL ofPrimary Agency and
get the ESF activated
 Team leader (TL) of primary agency will call Nodal officers of supportagencies
 In coordination with the transport ESF, it will ensure a critical number ofmedical
professionals to be reached at the site including specialists.
 QRTs will be activated and deployed at the affected sites
 Medical and Trauma Counselling Response Teams to be activated,based on report from
the QRTs
 Provide systematic approach to patient care (Mass CasualtyManagement)
 Trauma counselling provided to the victims and their relatives at thesite and in the
hospital. In the hospital emergency department, triage carried out again toprioritise
treatment, and appropriate care provided
 Maintain patient tracking system to keep record of all patientstreated
 Deploy mobile hospitals as needed
 If medical facilities severely affected by the disaster, or roads blockedpreventing
transport of patients to the hospital, mobile hospitalsdeployed at required sites.

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  Provide regular updates to the RO at the District EOC based onreports from the field and
the hospitals
 Coordinate with the Transportation ESF if a large number of medicalprofessionals need
to be sent to the affected sites and/or a large number of victims need to be transported to
health facilities
 Ensure the provision and continuous supply of medical facilities(medicines, equipments,
ambulances, doctors and manpower etc)required at the disaster affected site and the
hospital health centrescatering to disaster victims
 Coordinate with the ESFs on Law & Order, Evacuation, and Debris andRoad Clearance,
for setting up of field medical posts, transport ofvictims, and setting up of mobile
hospitals
 If temporary housing arrangements are being made for the affectedpopulation, the ESF
must ensure high standards of sanitation insettlements in order to reduce epidemic
outbreak
 Ensuring the provision and continuous supply of medical facilities(medicines,
equipments, ambulances, doctors and manpower etc)required at the disaster affected site
and the hospital health centrescatering to disaster victims
 In case of orthopaedic care required, the immediate response wouldhave to be
complimented by a follow up treatment schedule for amajority of the patients in/near
their place of shelter
 Trained professionals should be mobilized by psychological support
 Ensuring setting up of temporary information centres at hospitals withthe help of ESF
through help lines and warning dissemination system
 TL will coordinate, direct, and integrate district level response toprovide medical and
sanitation health assistances
 On the recommendations of the EOC, the TL is also responsible to :
 Send required medicines, vaccines, drugs, plasters,syringes, etc
 Arrange for additional blood supply. Send additionalmedical personnel equipped
with food, bedding andtents etc

SOP of Quick Response Team (QRT)

 QRT’s will assess the damage: type of injuries, number of peopleaffected and possible
medical assistance need

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  QRTs will provide situation and progress reports on the action taken bythe team to the
ESF-TL
 QRTs will ensure timely response to the needs of the affected victimsby establishing field
medical posts at disaster sites, as needed
 QRTs should maintain check posts and surveillance at each railwayjunction, bus depots
and all entry and exit points from the affectedarea, especially during the threat or
existence of an epidemic

Emergency Support Function # 7: Relief

The purpose of this Emergency Support Function is to identify food and water needsin the
aftermath of a disaster or emergency; obtain these resources; and transportthem to the impact
area. Food supplies obtained and distributed by EmergencySupport Function (Food, Water,
Shelter etc).Obtaining food and supplies, arranging for transportation and authorizing
assistancemay be required. Food must be suitable for household distribution or congregatemeal
service. Transportation and distribution of food and supplies will be arrangedby local, state,
private and/or federal agencies/organizations.The Food & CivilSupplies Department assumes
overall coordination for this function. The scope of thefunction is to primarily provide food and
civil supplies to the affected area. It wouldinclude setting up of storage facilities at the disaster
site and distribution of thesupplies to the effected.

Situation Assumption:
A disaster may partially or totally destroy food products stored in the affected area.
There may be a disruption of energy sources (e.g., electricity and gas). Oil forgenerators and
propane tanks may be essential. Commercial cold storage andfreezer facilities may be
inoperable. Bordering areas affected, schools and otherfacilities may have food and supplies
sufficient to feed victims. There may be aneed to distribute food packets and drinking water to
the victims.
Tasks:
Immediate Tasks:

 Establish mobilization centre at the different points like bus station, airport etc for
movement of relief supplies
 Inform all suppliers of relief materials within 2-3 hours of the occurrence of thedisaster to
keep ready the required supply;
 Arrange for transportation of the relief supplies;

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  Provide assistance to in establishing local offices, relief camps, etc., byproviding
beddings, furniture, etc

Scope:
Emergency Social Services includes feeding, clothing, shelter, reception,registration and inquiry,
and personal services provided to evacuees, victims, andresponse workers. The services are
defined as follows:

 Personal Services- Counselling of victims and response workers,welcoming the evacuees

at entrance to relief centres in orderto screen for need and to give information, and
supervision andsupport of groups of dependent individuals including childrenseparated
from their parents, frail elderly, and thehandicapped
 Registration and Inquiry- Registering individuals and familiesinvolved in the disaster,
answering inquiries from relatives andfriends concerning victims’ whereabouts, reuniting
separatedfamily members, and providing information to response workerson the
whereabouts and numbers of evacuees
 Clothing- Emergency clothing, blankets, toiletry articles, babysupplies, and other related
goods necessary to protect healthand safety
 Shelter- Temporary housing or sleeping space for individualsand families forced to leave
their dwellings
 Feeding- Provision of meals, hot beverages and snacks toprotect health, to maintain
strength of response personnel, andto reassure victims
The Tasks:

Immediate Tasks

 Help the Deputy Commissioner in opening staff receptioncentres in all affected areas and
alert the response workers andthe public about the location of these centres
 Mobilize feeding units to provide support to response workers onlocation;Coordinate
supporting debriefing, counselling, and relatedservices for responders and victims
 Inventory of the available habitable shelter supply
 Begin registering all persons involved in the disasters

Task during sustained Phase:

Continue basic emergency social services to all evacuees, victims and othersrequiring help;
continue the registering process and respond to enquiries fromaround the world; initiate public

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information services on emotional responses todisasters; transform reception centers into multi-
service centers; lay basis foroutreach, self- help, and educational programs.

A. Food Supply
Team Leader: Additional Deputy Commissioner (Relief)
Support Agencies Joint Director of Supply; Food Corporation of India;
Social Welfare Dept., Chamber of Commerce; Dorbar
Shnong; Donor Agency;SMB;Market Association;Local
Civil Suppliers.

Immediate Tasks:

 TL will activate ESF on receiving the information about the incidentand will also inform
to the supporting agencies
 Food coordinator would gather information about the locations ofshelters and number of
persons housed in each of these shelters.
 TL will guide QRTs to reach at rehabilitation centres to provide foodpackages
 TL will keep on coordinating about the distribution of food items to theevacuees and will
give appraisal to the IC
In case of shortage of food items TL will arrange more food packagesand will ensure continuous
supply
Tasks for QRTS:
 Management and distribution of relief items to affected victims
 Report the progress on action to the TL
 Inform TL about more requirement of staff members, additionalmaterials and food
packages
 Initiate procurement of food items available at nearby markets
 Prepare take-home food packets for the families
 Ensuring equal distribution of relief material including children, agedgroups, women and
poor people

B. Shelter Arrangements

Team Leader: Additional Deputy Commissioner (Disaster Management)

Support Agencies: PWD, Meghalaya Housing Board, PHE;SMB; Tent House
Association,Social Welfare department, Nazarat Department,
Education Department, LocalTraders, Dorbar Shnong, NGOs etc.

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 Situation Assumption:
 There may be a situation of transferring victims to the safer temporary shelter
 There may be a need to establish triage station for medical treatments
Immediate Action:
 TL would be the in-charge of rehabilitation centres that will ensurenumber of people
evacuated, care of evacuees and availability ofessential supplies
 Those who will reach to the relief centres would also like to know abouttheir missing
members. TL will response to their queries and also pass onthe message to the evacuation
and rescue related coordinators
 QRT will help them in arranging temporary shelters, food and sanitaryfacilities
 Medical facilities will also be provided to the victims and injuredpeople.

Emergency Support Function # 8: Water & Electricity

Team Leader: Executive Engineers, PHE and MeCEL

Support Agencies: SMB; Water Resource.; PHE; MeCEL; Health Dept.; Local water
suppliers; Dorbar Shnong.

The purpose of this Emergency Support Function is to identify water needsand restore basic
water supply if damaged, in the aftermath of a disaster oremergency. Till the time water supply
to the damaged areas is restored waterrequirements need to be arranged by the ESFs and
distributed either using their owntransportation mechanisms or in coordination with
transportation agencies.

Situation Assumptions:
 Existing water storage bodies will be damaged and unusable
 There would be an urgent need of water to assist victims in rescue operation.
 Break down of sanitation system
 Contamination of water due to outflow from sewers or due to breakage ofwater pipelines
 There may be a need of supplying water for fire fighting operation
 There may be a need for drinking purpose
 Rehabilitation site might be requiring temporary/mobile toilets
 Need to ensure clean environment

SOPs for Nodal Agency

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  Team leader (TL) of ESF on Water Supply will activate the ESF onreceiving the
intimation of the disaster from District EOC
 TL would inform Nodal Officers (NOs) of support agencies about theevent and ESF
activation
 TL will ensure special care for women with infants and pregnantwomen
 Provide for sending additional support along with food, bedding, tents
 Send vehicles and any additional tools and equipments needed

Immediate Tasks:
 QRTs will ensure that supply of drinking water is made available at theaffected site and
relief camps
 QRTs will ensure the temporary sewerage lines and drainage lines are keptseparate
 QRTs will report the situation and the progress on action taken by the team tothe EOC
 QRTs will intimate their TL of the additional resources needed
 Carry out emergency repairs of all damages to water supply systems
 Assist health authorities to identify appropriate sources of potable water
 Identify unacceptable water sources and take necessary precautions toensure that no
water is accessed from such sources, either by sealing sucharrangements or by posting the
department guards
 Arrange for alternate water supply and storage in all transit camps, feedingcentres, relief
camps, cattle camps, and also the affected areas, till normalwater supply is restored
 Ensure that potable water supply is restored as per the standards andprocedures laid down
in “Standards for Potable Water”
 Plan for emergency accommodations for staff from outside the area
 QRTs will ensure timely response to the needs of the affected victims
 QRTs will set up temporary sanitation facilities at the relief camps
 TL will ensure that QRTs are on the site along with the required resources
 TL shall be ensuring uninterrupted supply of water for fire-fighting to all thebrigades in
operation
 TL shall coordinate with the transport coordinator for replenishing thedepleted stick of
fire water at the incident site through water tanks
 Carry out repairing task of all damages to water supply system
 Arranging alternate storage of potable water at temporary shelters
 Ensure restoration of potable water as per standards and procedures laiddown under
‘Standards for Potable Water

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  Plan for emergency accommodation of water supply in or near temporaryshelters
 Establish temporary sanitation facilities at the shelters
 Ensure cleanliness of sanitation facilities, relief shelters and localcommand post.

Electricity
Team Leader: Executive Engineer, MeCEL
Support Agencies: NEEPCO, Power Grid
Situation Assumptions:
 There will be prolonged electricity failure
 The affected victims will be panicked
 Halt of all activities specially jamming communication networking systems inthe affected
site
 Expect electric short circuits in the affected area which may aggravate thefire explosions
 Electric fitting of the affected areas may get damaged and need repairing
 There may be a requirement of temporary lightening provisions in the reliefshelters and
local command post
 Ensure smooth transportation links at all levels and to all nodal andsupport agencies
 Assess damage to power supply infrastructure for assistance from otherstates
 Restoration of power supply or temporary power supply to critical areas
 Restore major electricity failure anticipated during disasters due to fallingof cables/poles
 Facilitate restoration of electricity distribution systems at most affectedsites on priority to
help in Search and Rescue operations
 Provide electricity in lifeline buildings
 Procurement of clean drinking water
 Transportation of water with minimum wastage
 Ensure quick restoration of drainage system
 Sewer pipes to be kept separate from drinking water facilities

Task Involved

 Team leader will activate the Emergency Support Function (ESF) by informinghis
headquarter team and field team
 Inform nodal and supporting agencies about the incident
 A Notification and shutdown of electricity utilities
 As per the instruction given by RO, TL should instruct to concerned officers toshut down
the power supply immediately.
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  Provisioning Backup Power during Emergency
 Once power system is closed down, but power would still be required forresponse teams,
EOC, water supply stations, temporary houses andtemporary hospitals. Therefore,
electricity coordinator will be responsible for providing back-up or alternate source of
uninterrupted power supply forsmooth operations
 In addition to the above, QRTs should also undertake following responsibilities:
 Take stock of situation immediately on reaching the incident site
 Coordinate with other team leaders and provide essential help
expectedform the electricity department
 Conduct repairing work of dismantled connections
 Provide temporary electricity supply to EOC and relief centres
 Appraise the team leader about the situation

Emergency Support Function # 9: Debris Clearance Team

Leader: CEO, Shillong Municipal Board,
Support Agency: PWD; CPWD;MUDA; MeCEL; NHAI; Forest Dept.,Water
Resources
Background:
The importance of this ESF emanates from the fact that most large-scale disasterssuch as
earthquakes, wind storms, flash floodprimarily affect the building structures. TheESF would
involve in identification, removal, and disposal of rubble, wreckage, andother material which
block or hamper the performance of emergency responsefunctions and procure needed
equipments from support agencies using IDRN; is ahigh priority action.

Situation Assumptions:

Access to disaster-affected area would depend upon the re-establishmentof access routes.
 Early damage assessment may be incomplete, inaccurate and general
 Arapid assessment may be required to determine response time
 Engineers and masons may be required in large numbers for the inspectionof
present buildings

SOPS for Primary Agency:

 Team leader (TL) will activate the ESF on receiving the information of thedisaster from
District EOC.

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  TL would inform Nodal Officers (NOs) of support agencies about the eventand ESF
activation. TL will coordinate with the support agencies to mobilize equipments from
theware houses through IDRN database
 The respective supporting agencies will contact their respective personnel tomove the
equipments to central warehouse
 The equipments like earth movers, concrete cutters identified as per theneed will be
transported to the site.
 The equipments like JCB, concrete cutters identified as per the need will betransported to
the site.
 As per the information the nodal officer of Debris road clearance will makean assessment
on of the damages of roads and built structures at the siteand surrounding areas
 The nodal officers of Supporting Agencies will immediately start debrisclearance
operation to enable movement to the affected site
 Review of the current situation is taken up by the nodal agency to updatethe support
agencies and to delegate their respective personnel to takeprecautionary measure to plan
de-routes for the transportation ESF to beoperational
 All supporting agencies will inspect the road and rail network and structureswithin the
disaster site and surrounding
 The Response Teams will immediately start debris clearance operation toenable
movement to the affected site
 TL will also ensure proper corpse disposal and post mortem by coordinatingwith ESF on
medical response
SOP for Quick Response Team on Equipment Support and Debris Clearance:

 Damage assessment including locations, number of structures damaged andseverity of

damage
 The QRTs will be deployed at the affected site.
 Enlisting the types of equipment as compiled from IDRN resource inventoryrequired for
conducting the debris clearance
 The QRTs will report the situation and the progress in response activities to therespective
EOCs.
 Undertake construction of temporary roads to serve as access to temporarytransit and
relief camps, and medical facilities for disaster victims

Emergency Support Function # 10: Law And Order

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Team Leader: Additional Deputy Commissioner (Law and Order), Shillong
Support Agency: City SP;SP Traffic;Deputy Controller, Civil Defenceand Home
Guards;NSS; NCC, Para-military agencies
The purpose of Emergency Support Function on Law and Order is to establishprocedures for the
command, control, and coordination of all law enforcementpersonnel and equipment. The Law
and Order function encompasses a broadrange of routine policing activities. The response
function has its primary goal in themaintenance of law and order activities, and, if necessary the
restoration of lawand order should there be a breakdown within the normally law-
abidingcommunity.

Situation Assumptions
 There would be panic and people will gather at a place.
 The crowd may go out of control.
 Riots may also take place.
The Exigencies
The Law and Order function encompasses a broad range of routine policingactivities. Certain of
these activities are made more difficult by earthquakedamage and the general disaster scenario
can cause a great increased workloadfor police forces. The response function has its primary goal
the maintenance oflaw and order activities, and, if necessary the restoration of law and order
shouldthere be breakdown within the normally law- abiding community.
SCOPE:
The Law and Order function in an earthquake hit area is particularlyconcerned with the
preservation of life and the protection of property, trafficcontrol problems, the detection,
investigation and prevention of criminal activity,and support to the Coroner, Light and Heavy
Rescue, Communications, andDamage Assessment emergency response functions.

Police forces have integral internal radio communications and can be relied uponas an immediate
available backup communication system, locally within policedepartments/detachments, and also
within districts and sub- divisions.
The possibility exists that an earthquake may cause a breach of physical security atprison or
reforms centres and lead to the possibility of an internal riot or escape. Thedisruption of
transportation routes will inhibit police from performing manyrequiredtasks, and is a critical
problem to be dealt with by the police forces themselves onbehalf of the total response effort.

The Tasks:

Immediate Tasks:
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  Deploying a quick response teams (QRTs) to maintain law and order at theincident site
 Quick Assessment of law and order situation in affected areas
 Cordon off the site to restrict movement of curious onlookers, vehicles andpedestrians
 Control and monitor traffic movements
 Support and coordinate with local administration
 Prepare updates on the law and order situation in every 2 hours and brief theauthorities
 Ensure law and order at assembly points and evacuation points
 Carry out any necessary actions to save lives and prevent injury or damageto property
 Carry out route damage assessment to permit identification of usableemergency routes
 Assess and report other damage within capabilities
 Maintain a control over traffic with priority to emergency services
 Assist with the movement of emergency traffic
 Assist the Coroner as requested to provide investigation of causes of deaths,security of
body, staging areas, identification of bodies
 Assist in the dissemination of emergency notifications
 Assist in the manning of coordination centers and the provision of immediateradio
communication to them, if necessary
Sustained Phase:

Maintain emergency functions and restore normalcy as quickly as possible;provide personnel to

protect abandoned and damaged properties and areas,which may attract the curious and tempt the
criminal elements and augment prisonstaffs as needed to maintain a peaceful situation.

SOPs for Nodal Agency

 IC will call the TL of Primary Agency and get the ESF activated.
 TL of primary agency will call nodal officers of supporting agencies.
 TL would activate the State Quick Response Team.
 The QRTs will be deployed at the affected site.
 Cordoning of area to restrict movement of onlookers, vehicular andpedestrian traffic
should be done.
 Any additional requirements at site to be taken care of.
 To coordinate and communicate with concerned functionaries
 To detail traffic staff to reach the place of occurrence
 To give directions whenever necessary to ensure free passage for fire brigadeambulance,
police vehicles and vehicles of other respondents
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 Emergency Support Function:Damage Assessment

Team Leader: ADC, Relief &Rehabilitation

Support Agencies: SMB; Municipality; Agriculture Depts.; and other relevant
departments ofEast Khasi Hills District desired, during the
crisis.
Departmental Plan:
The Departments involved in this team will develop the Damage Assessment functionalconcept.
The District Disaster Management Authority (DDMA) will include Damage Assessment as a
staff function of the Damage Assessment Team, capable ofcoordinating the gathering of collated
damage informationfrom Deputy Commissioners,SDOs, Block Officers and other agencies for
the purpose of assessing overall damageon behalf of the State Government.

The Deputy Commissioners, Sub- Divisional Officers and Block Development Officers will plan
for the gathering ofpost- earthquake damage information from within their jurisdiction with their
ownresources and with pre-planned assistance provided directly to them by private
sectorAgencies.
The Exigencies

The Damage Assessment function is the determining element in deciding District level response
to an earthquake, and an early and accurate picture must be assembled toassist the government to
be effective in its response. All emergency agencies,functionaries and a network of other
information- gatherers must automatically passinformation concerning damage encountered
through a collation, system which canprovide an assessment appropriate for successively higher
levels of government as theneed arises. From the obviously damaged areas, information must be
sought out atgreater and greater distances until damage is known by positive information.
Scope

DamageAssessmentisfirstconductedat theDeputyCommissionerandSub-DivisionalOfficer's level,

for their evaluation andresponse, onthe basis of which general request for
assistancefromtheStateGovernmentisrequested.Aslocalassessmentbecomesmoreprecise,they form
the basis for specific requests for government resources, both immediate and for thenear future,
and assist in provincial government mobilization of appropriate support. Theassistancerequired
by local governments may also include requests to conduct assessments inareasremote'from
active first responder operations.

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 The initial determination of damage process will be carried out irrespective of the
suspectedmagnitude of the earthquake. On assessment that a major earthquake event has been
calculated, amethodological search for gross damage will be undertaken at all levels, collated
and filteredaneach successive level, until a clear picture of the damage has been formed. As this
assessmentisclosely related to the dispatching of immediate resource assistance to areas where
lives areat risk, it mustbe accomplishedpromptly. Accordingly,once a major earthquake is known
to have occurred, the group will have to mobilize a DamageAssessmentcellandimplementa
districtlevelplantogather information.

The Tasks:
Immediate Tasks: Assess areas likely to require life- saving response action. Help of
nearestarmyunits may also be obtained as andwhen required.

Tasks during sustained Phase: Assess total damage as the basis of response
efforts,futurerecoveryactivities,and claims; coordinatethe gatheringof informationfrom
allsources.

Emergency Support Function # 12:Donations And Volunteers:

TeamLeader: District Youth Coordinator, NYKS

Support Agencies: NCC; Zilla Sainik Board; Blood Bank; Red Cross; NSS;
Rotary Club; Lions Club; NGOs.
The Exigencies
Materialsand Fund Management is necessary to control the flow of goods and servicesinto a
disaster area. The provision of materials and supplies in a coordinated way,particularlyfrom
outside the Operational Area, will contribute to a more effectiveresponse.The coordination
required will be provided by the Action Group coordinationstructureas a staff function.

Scope

Those emergency response functions which require specialized supplies

(eg.,medical,construction) beyond the capabilities of district authority, will request
themdirectlyfrom their counterpart or the Government or the private sector or voluntary
organizationsthatmay either donatethe same or purchaseit. This function
willfacilitatethatprocesswherenecessary, coordinate requestsfor
likeitems,assureprioritiesareestablishedfor criticalitems,providethe coordinationlink withthe
deliverymeansrequiredthrough the transportationemergencyfunction,andarrangefor
stockpilingand holdingofsuppliesreceivedunderDistrictcontrolanddonations.
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The Tasks

Immediate Tasks:

To identify the donation sectors (like general public, public and private sectororganizations,
clubs, etc., international community);
Type of donations (like food, water, cloths, medicines, tools, generators, etc.) andto arrange to
handover the same to the appropriate authority.

Human Resources

The Exigencies:

In company with material resources, disaster response will probably require an influxof
additional human resources to augment the framework of professional respondersheld within the
agencies,which bear the organizational responsibility for their functions.
These needed extra personnel will come from a variety of sources, and the desirabilityof each
source will be dependent upon the function being performed:
 From differentagencieswith entrustedfunctions, or from departments or brancheswith
limited or no usual emergency response role
 From auxiliary or volunteer components of the agencies, whose role is directlyrelated to
emergency response but on a part- time basis
 From organized volunteer societies which may specialize in emergency responseor
disaster relief; and
 Individual unprepared volunteers, either with or without emergency responseskills
As a general rule, the preferential sequence of obtaining additional resources will be inthe order
listed above, so that the administrative burden on the overall response effort isminimized.

Scope:

This function is concerned with the coordinated and centralized methodsof

obtainingadditionalhumanresources forum foreseen requirements, andotherwise-controlling
employmentof those personnel in a mannerthat does not unduly comprise the response effort
itself byrequiring large numbers of staff to implement.
Human resources in this category comprise:

 Volunteers which respond to a general appeal, or which simply are expresslysought by

the response structure, and which may have to be brought in fromoutsidethe
operationalarea.
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 The Tasks:

Immediate Task.

Withemphasis on life- saving operations:

 Determine requirements of lead agencies and seek out suitably qualifiedpersonnel

 Pre-arranged public announcements for general broadcast (if possible) shouldbe used.
Establish method of reception and delivery of personnel to the requesting agency,or
arrange direct reporting to collecting points or response sites, where feasible

Tasks during sustained Phase

Continuehumanresource supportto all responsefunctions,throughdirect recruiting and central

support, to obtain out-of - area skilled personals.

Emergency Support Function # 13Public Works and Engineering

TeamLeader: Executive Engineer, PWD (Building)
Support Agencies: SMB; MUDA; PWD (Road & Building); MeCEL;Public Health
Engineering Dept.; Water Resource
The Exigencies:
Thedamageto structures in adisaster will require additionalresources to be directedtothe
Operational Area. While most engineering and construction work which needs tobe done will
have a responsible government agency (Municipalities, DRDA,Housing Board, etc.) which can
arrange its own requirements, the needfor provincial response covered by this plan is the
prioritization of effort to the areasthatneedit most.
Scope
The function comprises the gathering of requests for Government assistance, collationand
prioritization, and assignment of resources to tasks. In addition to heavy
equipmentrequirements,whichmay be the most obviousones,qualified personnel to
inspectdamageand to supervise engineering works will also be needed.Construction and
demolitionmaterials will also be coordinated by this emergencyresponse function. This
functionshould not be mistakenly considered as meeting the requirements of recovery phase
construction and engineering tasks.

The Tasks:
Immediate Tasks:
 All technical Officers shall be notified for immediate response function
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  Make provisions for resources to meet life saving operational requirements
 Inspectall roads, bridgesincludingunderwaterinspectionof foundationsandpiers
 Inspect all buildings and structures of the State Government-by a competent
officer andidentify structures which are endangered by the impending disaster
 Helping the Deputy Commissioner/DDMA in identifying locations for setting up
transitand relief camps, feeding centres and quality of construction materials;
 Keep ready the earth moving equipment, cranes, farm tractor (requisitioned)with chain,
cables and buffer stock of fuel
 Adequate road signs should be installed to guide assist the relief work
 Establish priority list of roads which will be opened first which should includeroads to
hospital and main trunk roads
 Construct temporary roads to serve as access to temporary transit to relief campsand
medical facilities to disaster victims
 Technical damage assessment of potentially life- threatening situations (dams,dykes, etc.)
 Demolition, route clearance of debris, etc.

Tasks during sustained Phase:

 Continuing on to generate cleanup and debris removal
 Emergency repairs to prevent further damage, and assistance to other
emergencyresponsefunctionsrequiringconstructionandengineeringsupport
 This function will probably continue beyond the response stage into recovery
operationsand will be involved in detailed recovery planning during the response

Emergency Support Function # 14 Animal Health

Team Leader (TL): District Animal Husbandry and Veterinary Officer
Support Agencies: Shillong Municipal Board, Bharat Scouts & Guides,
NCC/NSS/NYK volunteers
Tasks:
Public health during disasters is directly related to the safety of animals. Owners may fail to
evacuate because they cannot take their animals with them, or owners who left their animals
behind will later try to re-enter the disaster area to rescue them. Dead animals may create a threat
to public health and safety.

SOP for Animal Health

 The TL will coordinate with the district level and block level Veterinarian

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 Animal related organizations and individuals to provide assistance at the affected site
 Co-ordinate with the Shelter Task Force on the sheltering of companion animals
 In case of Animal Disease Outbreak, take immediate actions to control and quarantine
the disease and issue the advisory for safeguarding one self and others
 Injuries and death of animals will be documented
 Deceased, diseased or contaminated animals to be dispensed with

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 SECTION 8

RESPONSE FUNCTION

RESPONSE FUNCTIONS

The main elements of response planning are described here as follows:

Early Warning:

Local Authority for Warning:

The District Administration is the prime agency responsible for issuing early warningfor all
emergencies and natural disasters.

Early Warning Agencies:

Specialist agencies responsible for early warning and technical support are as follows:

Sl.No Type of Hazard Agency Responsible for warning

1. Industrial and Chemical Director, Commerce and Industries, S.P, Fire and
Accidents Emergency Service.
2. Fire Fire and Emergency Service, Police Department
3. Civil Disturbance Intelligence units, Police Dept.
4. Earthquake IMD Shillong& Guwahati
5. Flash flood CWC, Water Resources.
6. Cyclone IMD Shillong

DEPUTY COMMISSIONER’S COORDINATION WITH EARLY WARNING

AGENCIES
All the warning agencies will communicate and share their information with theDDMA/Deputy
Commissioner/Additional Deputy Commissioner (DM). Warning agencies will
provideinformation about methods, procedures, and language of warning to the
DistrictAdministration. The implications of warnings should be clear to the
DistrictAdministration/DDMA.
The District Administration will communicate continuously with the early warningagencies even
after the stage of warning is over. Continuous information on thenature and turn of events is very
important for responding to and mitigatingemergencies.

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Deputy Commissioner/Additional Deputy Commissionerwill only issue early
warning.Unauthorized authorities must not issue warnings. These are alwayscounterproductive.
 Fire incidents will be accompanied with alarms. Sirens may also be used toalert people to
fire accidents
 Fires are generally localized, and in such cases, public announcementthrough
megaphones is helpful in responding to the situation and evacuatingthe affected area

Warnings for Civil disturbance:

 In case of civil disturbances, warnings will be conveyed through prohibitoryorders and
increased patrolling and monitoring of the situation. A number ofactivities could be
suspended or stopped as a measure of caution
 Warning will be issued to those individuals, groups and organizations that maypotentially
fan disaffection and create law and order situation
 The District Administration will promptly scan the rumours and present correctpicture
authoritatively through mass media
 Press conferences and press releases are effective channels of early warningin case of
civil disturbances, though the District Administration will also makeannouncements
through radio and television

Warnings for Earthquakes and Flash flood

 In case of earthquakes, warnings are not feasible. It is impossible to predictearthquakes.
However, a number of aftershocks are experienced after theearthquake. It will be
necessary to provide information about the probabilityof these aftershocks
 In case of flash flood, the rainfall and rise in the water level of Wah Umkhrah, Wah
Umkhen and Umshyrpi and all the canals will be carefully observed. If the water level
rises posing danger of inundation, the District Administration will issue warning for the
areas that are likely to be affected

General Instructions about Warning

 Industrial and chemical accidents will trigger off sirens, to be followed withpublic
announcement through radio and television
 Early warnings will be accompanied with instructions regarding healthhazards and
immediate response
 In case of industrial and chemical hazards, the local plant management andthe Directorate
of Commerce and Industries will be involved

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  Public announcement will provide information on the likely direction ofdispersion of
toxic gas, and extent of the area that may be contaminated

Warnings for Fire

 The early warning will also convey the extent of submergence, andprecautionary
measures people must take to protect their lives and propertyagainst flash flood
 Warnings regardingfloodand cyclonewill be given through radio andtelevision. These
warnings will be repeated every half an hour

Urban Search and Rescue

Urban Search and Rescue activities include, but are not limited to, locating,extricating, and
providing immediate medical assistance to victims trapped incollapsed structures.
Non-urban Search and Rescue activities include, but are not limited to, emergencyincidents that
involve rescuing people during flash flood, assisting with road and air accidents, and treating any
victims upon their rescue

Search and Rescue:

 At present, the Police, Army, and Fire Services carry out most of the searchand rescue
functions. Though search and rescue has become a highlyspecialized function, the first
responder agencies are not sufficiently trainedor equipped for undertaking these
operations. Generally, in all emergencysituations, these agencies mount an improvised
response
 The City Disaster Management Committee may constitute two searchand rescue teams
for the city of Shillong, drawn from first responderagencies: Police, Fire Services, and
Civil Defence and Home Guards. Medical services form a verystrong component of
search and rescue functions, and hence a number ofparamedics from the Health
Department need to be included. Inclusion ofspecialists from the Directorate of
Commerce and Industries and other technical specialistsfrom private or municipal sector
will provide further strength to the searchand rescue team.
 The DDMAshould incur the expenditure on constituting,training, equipping and
maintaining search and rescue teams. The expensesshould be met through the budget
available for disaster response andrecovery
 Shillong search and rescue teams can be used for all the disasters andaccidents

Evacuation

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Necessity for Evacuation:

This function deals with the movement of people to a safe area, from an areabelieved to be at
risk, when emergency situations necessitate such action.

Factors to be considered for Evacuation:

There are several factors which must be considered when planning for anevacuation.
Themagnitudes, intensity, speed of onset, duration, and impact on the local community, are all
significant elements to be considered. They will determine the number ofpeople to be evacuated,
time available in which to effect the evacuation, and thetime and distance of travel necessary to
insure safety. Evacuees are moved fromtheir homes to a designated area (not very far from their
homes), not impacted bythe hazard that caused the evacuation.

Emergency Conditions for Evacuation:

The emergency conditions that could require evacuation are:

 Chemical and Industrial Hazard
 Civil Disturbances and Fire
 Earthquake
 Flooding
 Cycloneand
 Landslides

Developing an Evacuation Plan:

Evacuation in a city like Shillong is an extremely complex task. It is necessary forthe DDMAto
prepare specific sub-plan for evacuation. The evacuation plan may carry following details:
 The evacuation plan should make provisions for carrying out a completeor partial
evacuation of the people from risk areas
 The areas likely to be evacuated are defined
 The travel routes are specified and the destination of evacuees isidentified. The means
that will be used to transport evacuees aredescribed
 The approach for controlling the flow of evacuees from the threatenedarea is outlined and
the arrangements that have been made to returnevacuees to their homes explained
 In those emergencies for which there is sufficient warning in advance,evacuation could
be carried out using designated routes. In these cases, people can be given all the
necessary information through radio,television and newspapers for orderly evacuation.

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 Some families willevacuate through their own means. Transport will have to be provided
forthe remaining population
 In most cases, people will be required to evacuate in emergencysituations with little or no
warning, and so the evacuation will beimplemented on an adhoc basis

Operational Instructions for Evacuation:

Evacuation will be carried out as follows:

 The D.C. will order evacuation.The D.C. will designate an In-charge Officer for
supervising evacuationoperations
 The D.C. will announce the necessary information regardingEvacuation—areas to be
evacuated, routes to be followed, andDestination of evacuation—through radio, television
and Newspapers
 If the evacuation is to be done urgently, the D.C. will organize publicannouncement in
the area likely to be evacuated
 The D.C. will seek the assistance of the City S.P,Traffic, District Transport Officer
andthe Manager, MTC in getting necessary transport— buses andtrucks— for evacuation
 The In-charge Officer will ensure that the women, children, old andpeople with
disabilities are evacuated first
 The In-Charge Officer will fix the routes for evacuation. Traffic on theevacuation route
will be regulated
 The DC will designate those public buildings where the evacuees willbe taken. These
public buildings / shelter must be in safe areas
 In all the mass shelter facilities, health care must be provided
 Evacuees will be informed of the associated health hazards
 The In-charge Officer will get the police deployment to control accessto the evacuated
area and provide security for the protection ofproperty in the area that has been evacuated
 The In-charge Officer will also be responsible for returning the peopleto the homes once
the emergency is over

Family Preparedness for Evacuation:

Families should be encouraged to take along adequate supplies of water, food,clothing and
emergency supplies.
The families should be encouraged to assemble the following disaster supplies kit:

 Adequate supply of drinking water in closed containers

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  Adequate supply of non-perishable packaged food and dry rations
 Blankets and bed sheets, towels
 A change of clothing and rain gear
 Buckets, plates, glasses, mug made of plastic
 Soap, toothbrushes, toothpaste
 A battery-powered radio, torch, lantern, matchboxes
 Cash and jewellery
 Personal medicines
 A list of important family documents including ration card, passport, bankpassbook,
address/telephone book, certificates, driving license, propertydocuments, insurance
documents etc
 Special items including food for infants, elderly or disabled persons

Necessary Precautions at Family level:

People may be advised to follow these steps:
 Secure their homes. Close and lock doors and windows
 Turnoff the main water valve and electricity
 Leave early enough to avoid being trapped
 Follow recommended evacuation routes
 Not to move or drive into other congested / blocked areas
 Stay away from downed power lines

The DDMAwill ask the District Animal Husbandry and Veterinary Office to makearrangements
for pets and other animals.

Medical Arrangement and Mass Care

The DDMAwill undertake all the measures related to mass care,taking into account the nature of
medical issues arising from an event. In case of anearthquake, the injured may require
orthopaedic treatment, while in case of flood,there will be more cases of water-borne diseases.
.
In all cases, the DDMAwill have to take decision on the nature ofmass care: in-place sheltering
versus evacuation, and multi hazard/multi agenttriage. The DDMA will also have to anticipate
the need to handlelarge numbers of people who may or may not be contaminated but who
arefearful about their medical well being.

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 General Instructions
 State and local health departments, as well as local emergency firstresponders, will
organize ambulances for immediate transfer of all thepeople critically injured in the
incident
 The first responders will set up a triage for all the injured, and get qualifiedpersonnel to
supervise the triage. The injuries will be checked and theneed for medical assistance
immediately assessed
 The DDMAwill organize in-place sheltering if it is requiredand organize supplies and
personnel for the arrangement
 Except in those cases where in-place sheltering is necessary all thecritically injured
people will be admitted in the Intensive Care Units ofdifferent hospitals in the city
 All the hospitals in the city will have a system of mutual aid. Hospitals willcoordinate in
admitting all the injured to their ICUs
 All the hospitals will assess the need for blood transfusion. Blood banks inthe state will
be asked to send blood supplies immediately
 The DDMAwill arrange food and clean drinking water forall the people who occupy “in-
place shelter”, decontamination station orhospital. The DDMAwill make these
arrangements till thesituation is normalized

Damage assessment:

Damage assessment is a critical exercise for recovery and rehabilitation. Damageassessment may
be organized in two broad groups: one meant to assess losses atthe individual and household
level, and the other for the public buildings andinfrastructure.

Damages at Individual and Household Level:

At the individual and household levels, following damages need to be assessed:

 Human Deaths and Injuries,

 Individual Houses and Flats / Apartments
 Business and Livelihood Losses

Damage Assessment Methodology:

 To assess these individual and household-level damages, constitute damageassessment

teams involving staff from Revenue, Civil Defence, Municipal Board and prominent
citizens
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 The damage assessment will be carried out on the basis of physical visits andinspections.
The teams will prepare damage assessment estimatesthrough consensus. In those cases,
where there is difference within theteams regarding methods or findings of the damage
assessmentexercise, it will be decided by the Deputy Commissioner, AdditionalDeputy
Commissioner (DM)
 The entire process of Disaster Management will be supervised by the Additional Deputy
Commissioner (DM) at the citylevel
 Damage assessment reports will be prepared in the format prescribed for thepurpose
 Damage assessment should be conducted and completed within one monthof disaster.
However, if certain areas have been left out, or some moreaccuracy is required in the
reporting, the team can again look at thedamage assessment report.

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 SECTION 9

CONTINGENCY PLAN

EARTHQUAKE CONTINGENCY PLAN

9.1.1Earthquake Response, Recovery and Mitigation
The Shillong city falls under High Risk Zone –V, so the earthquake will adversely affect a large
number of houses and business. It will disrupt the normal urban life and traffic for a considerable
length, with a serious impact on business and livelihood.

Real Time Information on Important Physical Details of the Earthquake

It is impossible to predict or forecast an earthquake. However, the seismic activitiesin the district
and region can be monitored through deployment of seismometersand ground motion
accelerographs. Indian Meteorological Department is the leadagency for monitoring earthquakes.
It is the responsibility of the IMD to provideinformation about the magnitude of the earthquake
as soon as the earthquakeoccurs. In case the information is not forthcoming, the District
Administration canitself contact the IMD in Shillong and Guwahati to find out about the
earthquake.The most important information about the earthquake is the magnitude and epicentre.
If an earthquake of magnitude less than 5 on Richter scale, the probability ofdamage is very low.
An earthquake, with a magnitude between 5 and 6 on Richterscale is a moderate earthquake, and
given the state of houses and buildings in thecity, the District Administration should expect
considerable damages in the areasclose to the epicentre. An earthquake of magnitude more than
6 is a bigearthquake, and consequences are likely to be enormous. It could be described asbelow.

Earthquake < Magnitude 5 Level 1 Disaster

Earthquake > Magnitude 5 and <Magnitude 6 Level 2 Disaster

Earthquake > Magnitude 6 Level 3 Disaster

Earthquake Information
The DDMAshould immediately find out about the magnitude andepicentre from the IMD. Its
response should be guided by the information on thesetwo important parameters.

The Geological Survey of India can also provide information on theearthquake.

Primary Responders Supportive Service

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Revenue and Disaster Management Department, District Police, Health, Fire Services, Civil
Defence andHome Guards, NGOs, PWD, Water Resource, Shillong Municipal Board,
Meghalaya Urban Development Authority, MeCEL and Bharat SancharNigam Limited.

Earthquake Response
Information and Communication:

 Gather information regarding the deaths, injuries and damages. Conduct aground or aerial
survey to determine the scope of the damage, casualties,and the status of key facilities.
Damage assessment is a vital exercise in orderto identify areas where urban search and
rescue operations are to beconducted, and a priority for conduct of these operations is to
beestablished
 Establish communication links with the seniorGovernment officials including the Chief
Secretary, Principal Secretary, Revenue and Disaster Management and
ReliefCommissioner
 Communication links are most important for search and rescue operations,and flow of
medical assistance and emergency supplies. Since land-basedcommunications lines are
thrown out of gear by the earthquake, request the Bharat Sanchar Nigam Limited
(BSNL) to restore communication linesimmediately.

Deployment of Search and Rescue Teams

 Disconnect the electrical supplies to the damaged area, unless the MeCEL considers it
safe to resume electric supplies
 Deploy Search and Rescue teams of the District Police, Fire Service, andIndian Army in
earthquake response immediately
 Remove trapped and injured people from collapsed buildings, and organizeadministration
of first aid
 Ask for the deployment of NDRF, Rapid Action Force (RAF), and Para Military forces
Force etc
 Ask for reinforcement from the Fire Services and police from all the neighbouring
districts
 Procure necessary equipment for the Search and Rescue operations: cranes, gas cutters,
and earthmovers from the neighbouring districts Ri-bhoi, West Khasi Hills District and
West Jaintia Hills District. Seek the help of private sector in getting the necessary
searchand rescue equipment

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  If search and rescue teams available locally are not adequate forresponding to the
situation, make a request for deployment of search andrescue teams from other states
 Protect the collapsed houses from theft and burglary. Do not allow salvagingof these
houses, unless it is safe to enter. Ensure that only family members areallowed to salvage
their houses
 Cordon off the earthquake-affected areas and regulate the traffic. Controlaccess to the
area until it is safe. Only those people directly involved inemergency response operations
should be allowed to enter. Ensure that thesearch and rescue operations continue
unimpeded

Emergency Relief, Medical Assistance and Disposal of Dead Bodies

 Assess the needs of emergency relief and submit the demand to the stateand central
governments
 Ask for the Indian Air Force support for deployment of relief and carrying severely
injured people to the Hospitals
 Get as many ambulances as possible. Arrange transportation of all theinjured to hospitals
 Since physical injuries are likely to be very extensive, orthopaedic surgery willbe
required on a large scale
 Remove all the rubble, wreckage and other material, which block or hamperthe
performance of emergency response functions. Undertake demolitionand other actions to
clear obstructed roads
 Ask the traffic police to provide access routes for transportation ofemergency relief. In
those cases, where alternative routes are to beprovided, seek the help of PWD and even
Indian Army. Constructemergency detours and access roads. Repair or reinforce roads
and bridgeseven on a temporary basis
 Control traffic. Ensure that search and rescue teams and relief teams couldreach the
earthquake-affected areas without any delay
 Organize mass funerals if the number of deaths is high
 Arrange for disposal of cattle that perished in the earthquake. It could be aserious health
hazard
 Establish a protocol for determining the appropriate time to allow evacueesand the
general public to re-enter the area that was severely impacted

Inspection of Buildings:

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  Inspect buildings and structures that are critical to emergency servicesoperations and
mass care activities. Designate those that may be occupiedand identify/mark those that
are unsafe
 Inspect buildings and structures that may threaten safety. Identify/markthose that are
unsafe and may not be occupied
 Inspect less critical damaged structures. Designate those that may beoccupied and
identify/mark those that are unsafe to occupy
 Make arrangements for the demolition of condemned structures
 Funds or soft loans can be arranged for owners for retrofitting unsafe buildings.

Earthquake Needs

Set up relief camps close to the earthquake-affected areas. Appoint oneresponsible officer as in-
charge of each of these relief camps

Assessment: Food, Drinking Water and Temporary Shelter:

 Assess the needs of food and drinking water based on preliminary estimatesof damages
 Ask the Civil Supplies Department, NGOs and charitable organizations tomake the
provision for food and drinking water
 Ask the Shillong Municipal Board and PHEs to provide clean drinking water through
tanks and installation ofhand pumps
 Organize a public health campaign in the earthquake-affected areas forimmunization
against epidemics. Outbreak of an epidemic is seriouspossibility
 Make provision for special health and nutrition needs of the vulnerablegroups: children,
women and the old
 Since a large number of people will be homeless, assess the needs oftemporary shelter
 Set up temporary shelter made of local building material and GI sheets
 Provide sanitation facilities in all the temporary shelters

Earthquake Recovery, Rehabilitation and Mitigation:

 Set up an independent project for recovery and rehabilitation. It involves ahuge amount
of work, which cannot be undertaken in a routineadministrative course
 Announce a recovery and rehabilitation program, based on the assessmentof damages
 Restore all the civic services and critical infrastructure first. Ensure thatelectricity and
water supply are restored, and phones are working. Repairroads and bridges as soon as

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 possible. Check that all the critical Water Resourcestructures in the city are safe and do
not threaten flooding
 Open all the schools as soon as possible. Resumption of schools is very helpfulin
restoring normalcy
 Arrange financial assistance and credit to small business, traders, artisans,service-
providers, and farmers so that they can resume their respective works.
 Implement labour-intensive schemes, which generate employment
 Prepare a reconstruction program, which includes components of loans andsubsidy
 Insist upon the inclusion of earthquake-resistant features inConstruction
 Appoint engineers at the local level to supervise the reconstruction program.Train them
in earthquake engineering
 Set up a program for the dissemination of earthquake-resistant technologyamong people
through building centers, and popular media
 Develop financial incentives for seismic strengthening of houses

Non-Structural Mitigation Plan

Shillong is considered as the worst for disasters like earthquake, flash flood, landslide andfire.
Shillong falls in Zone V, which indicates the city, is at high risk toearthquake. The city is prone
to flash floodfrom river Wah Umkhrah, Wah Umkhen and Umshyrpi. Inaddition to this, fire is a
major concern for the city as fire incidents have risensteeply in the last couple of decades. The
vulnerability of the city increases in fireaccidents since some of the colonies are thickly
populated.The non structural mitigation is basically framed in such a way that the
wholepopulation of the city will be sensitized on Disaster Management and theircapacity is
developed to cope up with a hazardous situation.

Preparedness Methodology

Instead of waiting for a disaster to occur and then to manage it, this concept envisages to make
people part of the management process. The plan contains aseries of measures for preparedness
in schools, colleges, hospitals, and all other vital institutions and ultimately the community itself.
In a Disaster Management Cycle,preparedness shall be the first step. People of a given area have
to be guided toprepare their own coping mechanism. For this the district shall plan various
activitiesand reach out to the local level.

Sensitization / Awareness Campaigns

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The DDMAmust reach out to the local residents and generalpublic of the city with various level
sensitization programmes. Sensitizationprogrammes shall be conducted for schools, hospitals,
colleges, communities,policy makers and all other specific sectors. Awareness on multi -hazards
and do’sand don’ts are most important for a human being to savehim/herself. The basic
information shall be given in forms of bookletsreading materials, audiovisual material etc. The
broad objectives of suchprogrammes shall be as follows:
1. To bring awareness about disasters among the inmates of all institutions andresidents of all
communities in Shillong
2. To pave way for strict enforcement of building rules in construction departmentsand
contractors
3. Preparation of Building Evacuation Plans and training the general public onbasics of self
defence thereby building capacities of school authorities andsaving lives in the event of an
Earthquake or Fire accidents or any other disaster
4. To sensitize officers from the District Administration, Police Dept, Health Dept, FireService
and all other parallel agencies
5. Different methods and techniques shall be utilized to spread awareness ondisaster in the city.
Some sample techniques and methods are listed below:
 Public meetings and loud speaker announcements
 Hoardings at Public Places like Hospital, Bus Stands, Taxi Stands, Malls and
Market etc.
 Wall painting in the communities
 Distribution of posters and other Information Education and Communication(IEC)
materials to children and community people
 Street plays, documentaries and films on the subject
 Use of electronic media, especially cable channels
 Quiz-painting competitions, special types of books, etc for students

Training and Capacity Building

A series of training programmes shall be organized for specialized groups like,city DMTs, sub
division and community level office bearers, teachers andprincipals, doctors, engineers,
architects, masons, builders andcontractors etc. All walks of people shall be trained. This can
even be onconstruction of buildings and other structures earth quake resistant.
 City shall identify sensitization as one of the best tools to create awarenessprogramme
and preparation of Community Based Disaster Management planning. In this respect,
organize a series of programmes for the communitypeople, Dorbar Shnong and NGOs.

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  For better sustainability of Disaster Management, the DDMA / ESFs shall think
oftraining Civil Defence & Home Guards, NYK, NCC and NSS volunteers at the costof
the government and they shall be given certificate of training,identity cards as disaster
managers. The DDMA/ ESFs can take appropriatedecision for paying any honorariums
for their services.
 Training programmes shall be organized with Dorbar Shong and NGOs in the city orthey
shall be funded for organizing such programmes.
 Corporate sponsors shallbe contacted to hold such massive training programmes.

Disaster Management Planning

The first responder of any disaster anywhere is none other than the localpeople who are the
victims too. Once a disaster has been occurred, manyagencies like NGOs, Military and Para
Military Agencies as well as the GovernmentAgencies approach the area. But it takes time to
start rescue and relief operationsby these agencies due to poor accessibility and approachability
to the disaster siteand ignorance to the geographical situation of the affected area. Taking all
thesein to stock, the city shall organize various planning exercises with the local bodies.

Each ward has at least one Dorbar Shong or Community Development Organizations.
Thestrategy of planning shall be as follows:

1. The territory of each Dorbar Shnongcan be taken as logical unit for planning
2. Where there is no Dorbar Shnong, similar local bodies or NGOs can be taken as logicalunits
3. Every school in the city, irrespective of size, shall be a logical unit
4. Every Hospital with more than 10 beds shall have Disaster Management plans
5. All Cinema Halls,Multiplex, Malls, Clubs, religious centers etc where gatherings arepossible,
shall have Disaster Management plans
7. Every Government office/building/department shall have separate Disaster Management plans

The predominant objectives of the initiative shall be:

1. To create awareness on disasters and Disaster Management among communityleaders and

general public
2. To prepare Disaster Management plan for each logical unit with Hazard andResource Maps
3. To form City ManagementCommittees (CMC) and Task Forces within thelogical unit, to
manage disasters and train them specifically
4. To exercise Mock Drills in each Community in a regular interval of time includingevacuation
exercises
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Each logical unit shall collect the template/modal plan document from the EOCat the District and
after preparation a copy of the same shall besubmitted to the EOC and the other shall be with the
logical unit. This plandocument shall be updated at least annually and the updated information
shall begiven to the EOC in writing. The district EOC shall help the logical unit in conductingthe
planning exercises as and when they request the same.

Disaster Resource Inventory

In a scenario of total damage due to disasters like earthquake, flash flood, orThunderstorm all
communication system disrupts and disaster managers becomearmless in fighting the calamity.
To overcome such obstacle, Government of Indiahas developed Disaster Management portals
which facilitate the disaster managersand administrates to track down resource stocks in the
country or at least in theneighbouring area. This Website, called www.idrn.gov.in, basically
intended togather data from the government resources. Data are collected from local unitsand
line departments and uploaded by the District Administration after verificationand scrutiny.

Each government department in the district shall take part in updating thisportal regularly. They
shall give information on fresh procurement of equipments,manpower and technologies to the
Emergency Operations Centre, Shillong inthe prescribed format at least biannually.

Enforcing Existing Codes and Laws

Lists of codes are already in place to monitor the construction practices inthe city. Bureau of
India Standards, National Building codes of India andsubsequent amendments in various acts
provides sufficient legal protection to theenforcing agencies for safe construction practices. In
Shillong, the majorgovernment bodies undertaking construction and grant permission to the
privateplayers’ viz. ShillongMunicipal Board, PWD, MeghalayaUrban Development Authority,
Urban affairs, Meghalaya Housing Board, NHAI and Water Resource and Flood Control
Department shall ensurethat structural safety measures are followed well.
In Shillong the followinggeneral structural safety codes shall be followed strictly:
1. IS: 456:2000 WCode of Practice for Plain and Reinforce Concrete"
2. IS: 800-1984 WCode of Practice for General Construction in Steel"
3. IS: 801-1975 WCode of Practice for Use of Cold Formal Light Gauge Steel
Structural members in General Building Construction"
4. IS: 875 (Part-2): 1987- WDesign Loads (other than Earth Quake) for Building and
Structures, Part 2 Imposed Loads.
5. IS: 875 (Part-3): 1987- WDesign Loads (other than Earth Quake) for Building and

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Structures, Part 3 Wind Loads.
6. IS: 875 (Part-4): 1987- WDesign Loads (other than Earth Quake) for Building and
Structures, Part 4 Snow Loads.
7. IS: 875 (Part-5): 1987- WDesign Loads (other than Earth Quake) for Building and
Structures, Part 5 Special Loads and Load Combination.
8. IS: 883:1966 WCode of Practice for Design of Structural Timber in Building"
9. IS 1904:1987 WCode of Practice for Structural Safety of Buildings: Foundation"
10. IS: 1905:1987 WCode of Practice for Structural Safety of Buildings: Masonry Walls
11. IS: 2911 (Part 1) section 1: 1979 WCode of Practice for Design and Construction ofPile
Foundation Section 1
Part 1: Section 2 Based Cast-in-situ Piles
Part 1: Section 3 Driven Pre Cast Concrete Piles
Part 1: Section 4 Based Pre Cast Concrete Piles
Part 2: Timber Piles
Part 3: Under Reamed Piles
Part 4: Load Test on Piles
12. National building code 2005

13. IS 1893 (part I) 2002 criteria for earthquake resistant design of structure. Part I general
provisions and building (fifth revision)

14. IS 14242 (part 2) 1995 selection and development of site for building in hill area guidelines

Besides the DDMA / MUDA and Urban Affairs shall take appropriate decisions to enforce
Codes for Earthquake Protection, Wind Storm protection, Flash floodProtection etc.

Structural Mitigation Measures

It is immensely pivotal for the planning community to respond towardsDisaster Management

positively. Urban Disaster Management is intimatelyconnected to the wholesome process of
urban development and therefore needsa sincere incorporation in the development planning
itself.

The city shall take steps for structural mitigation of disaster management. Thedepartments that
are associated with development of residential and commercialplots shall strict the NOC norms.
The Building codes shall be strictly enforced in thecity. Only seismically oriented engineers,
contractors and masons shall be givencertificates for multi-story constructions and real estates.
Simultaneously, retrofitting isto be promoted with the expert advice. The possible two structural
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measures fordisaster protection are Retrofitting of the existing building and Earthquake
Resistantnew construction.

Retrofitting

For an existing building, Retrofitting or Seismic Strengthening is the onlysolution to make it

disaster resistant. In city, all lifeline buildings such as majorhospitals, Schools with large space
for storage, District Administration offices andother vital installations shall be retrofitted in the
first phase. In the second phase allother significant buildings shall be given priority for seismic
strengthening. Beforecarrying retrofitting, a panel of experts shall be approached for assessing
thestructure and to suggest the type of retrofitting required.

Earth Quake Resistant Construction

Promotion of Earthquake Resistant construction mainly includes constructionsafety, quality

control and inspection. In the previous decades, there were nospecific guidelines on EQ resistant
constructions and seismic strengthening. Allconstruction except load bearing buildings up to 3
storeys shall be carried out underthe supervision of the Construction Engineer on Record or
ConstructionManagement Agency on Record for various seismic zones. They shall be given
acertificate based on the norms on completion of the construction.All the constructions for high-
rise buildings higher than seven storeys, publicbuildings, and special structures shall be carried
out under quality inspectionprogramme prepared and implemented under the Quality Auditor on
Record orQuality auditor agency on Record in Seismic Zones V. DDMA/ ESFs shall lookin to
this aspect and ensure that such prerequisites are completed and observed bythe concerned
agencies and construction engineers.

Illegal constructions, Encroachments, unapproved additions, alterations etcof residential

buildings and conversion of residential building in to commercialpurpose etc shall be checked by
the District Administration with strict measures.

These unauthorized activities may lead to disasters in that particular area.

Flash floodContingency Plan

Flash flooding in Shillong

Some of the low-lyingareas in the city are water logged during monsoon, largely due to clogging
and decreasing width of the river due to human activities. The areas ofthe city, which lie close to
the river Wah Umkhrah (northern parts of Ward 10, 8, 2; eastern and norther parts of Ward 1 and
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 southern part of ward 4) and Umshyrpi (northern parts of Ward 10, 8, 2; eastern and norther parts
of Ward 5, 6, 22, 23, 24, 25 & 26 and southern part of ward 3 & 7) get flooded during the
monsoon season, as result many properties and agricultural lands are damaged.

Early Warning Agencies

These agencies will include Water Resource Department, Central Water Commission and Indian
Meteorological Department, Shillong.

 Primary Responders: Revenue and Disaster Management, Water Resource, Meghalaya

Urban Development Authority, Urban Affairs, Shillong Municipal Board, Police, Fire
Services, Civil Defence and Home Guards
 Supportive Services: PWD, Health, PHE and NGOs

Flash floodPreparedness:

 Direct the Shillong Municipal Board to clean drains and sewer lines of thecity, just before
the monsoon
 Direct the Shillong Municipal Board to increase the carrying capacity ofdrainage and
sewerage lines in low-lying area of the city
 Ask the Shillong Municipal Boardand Water Resource Department and PHE to arrange
forpumps, so that water from low-lying areas of the city could be pumped out
 Ask the PWD and Shillong Municipal Board to inspect roads and bridges inlow-lying and
flash flood-prone areas. Identify bridges, which need to bestrengthened, and water
channels beneath need to be cleaned
 Establish communications with the IMD, Shillong, Central Water Commissionand Water
Resource Department for information related to rainfall and discharge inrivers and canals.
Establish protocol for receiving information from theseagencies

Early Warning for flash flood:

Water Resource Department will provide early warning to the District Administration regarding
rising water levels in rivers. The Water Resource Department willmonitor the flooding situation
on a round-the-clock basis, and pass all thecritical information to the District Control Room on a
continuous basis.
 Water Resource Department will provide information to the District Administration ona
likely breach in the embankments of rivers and canals. It will provideinformation and
advice on the level of inundation such a breach will cause

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  The Deputy Commissioner will inform the citizens and communities about flash
floodingin a particular area through public announcement
 Warning and information will also be provided through radio, television andlocal
newspapers. AIR, Doordarshan, and Cable TV willprovide flood warnings frequently as
required. The Deputy Commissionerwillappeal to all the citizens to get the latest
information on flash flooding throughmass media

Activation of Key Facilities:

 The DC will order closure of schools and colleges in Flash flood affectedareas.
 The District Administration will ask the Shillong Municipal Board to installpumps in the
city to drain out water in the river or canal
 The District Administration will deploy Revenue staff, Police Officials, CivilDefence,
and Fire Services for all the preparedness and precautionarymeasures
 The DDMAwill operate District Control Room (DCR) on around-the-clock basis. Assign
officials to the DCR in three shifts of eight hourseach.

Evacuation:
Evacuation is an alternative that should be exercised only when it is unavoidable. There are
many reasons. First, the people are not willing to leave their houses and property. Second,
appropriate transit accommodation is notalways available, and sanitation facilities are always
inadequate. Third, evacuation is an expensive exercise, requiring expenditure on
transportation,and provision of food. However, in many circumstances, evacuation maybecome
necessary, and so following steps will be taken to evacuate people:
 The DDMA will ask the District Transport Officer and Manager, Meghalaya Transport
Corporation to organize buses and other vehicles to evacuate people
 The DDMA will make a public announcement regarding theareas being evacuated,
transport arrangements for evacuation, and transitshelters. The District Administration
should use public announcement system,radio and television for providing the necessary
information
 Volunteers will take care and give priority to the most vulnerable groups such asthe old,
disabled, women and children
 Assign a responsible official to supervise evacuation. Ensure that evacuationis orderly
 Deploy boats if it is necessary for the purpose of evacuation. Maintain lawand order.
Ensure that there is no incidence of looting in course ofevacuation

Transit Shelters:

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  Guide the evacuation to identified transit shelters: college and school buildings and other
public buildings
 Identify transit shelters which have some sanitation facility
 Provide separate space for men and women for public toilets

Deployment of Emergency Responders:

 Deploy search and rescue team from the District Police, Fire Services, and Civil Defence.
NGOs and citizens’ groups can assist the first responders
 If the first responders in the district do not have the adequate strength fordealing with the
situation, ask the external responders. Assess therequirement, and establish which the
most appropriate agency fordeployment is. Ask for the assistance from Army,depending
upon the availability of forces and their capability
 Seek the intervention of Army Shillong, if the otheremergency responders are inadequate
for responding to the situation
 Attach government officials to the units of emergency responders: the Armyand Police.
They can provide local information to these responders andalso help in coordination at
the local level

Protection of Canal and River Embankments:

 Water Resource Department will maintain a continuous vigil over the river
 Water Resource Department will take necessary steps for reinforcement
ofembankment if they are under threat. It will ensure supplies of sandbags,stones and
other materials for repairing embankments when they arebreached

Flood Relief Operations:

 Estimate the number of people who have been affected by flash flood.Assess the
requirement of drinking water and food accordingly
 Report to the Deputy Commissioner about the need for food provision and relief amount
 Organize supply of drinking water. Ask the Shillong Municipal Board, PHEto provide
drinking water through tankers and temporarilyinstalled hand pumps
 Distribute chlorine tablets among families for purification of water
 Organize cooked food for people staying in transit shelters
 Seek the assistance of NGOs and charity organizations in distributingfood and clean
drinking water

Flood Recovery and Rehabilitation:

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 After every major disaster, the Government announces a financial package forrecovery and
rehabilitation. All the measures taken for recovery and rehabilitationare guided by the financial
package announced by the government.
 Undertake repairs of all the critical public systems: roads, bridges, watersupply programs
and electrical lines so that the basic amenities are availableto the people in the flash
flood-affected areas. It helps restore normalcy in thearea.
 Undertake necessary repairs to school and hospitals. Reopening of schools isvery
important for restoring the normalcy of life. Similarly, the hospitals mustbegin to provide
critical health services immediately
 Distribute financial assistance for repairs to houses in accordance withdamage estimates.
Make payments by cheques. The damage assessmentteam should be present at the time of
disbursement of financialassistance
 Check that the amount disbursed has been spent on the repairs andstrengthening of the
damaged houses. A small booklet can be prepareddemonstrating simple techniques of
repairs and strengthening: strengtheningwalls and roof, and raising the plinth of house,
and building lofts for storage
 Assist artisans and small business owners with cheap credit and tradeimplements so that
they can resume their livelihood
 Continue aid and assistance through food supply and drinking water in thoseareas, where
the people are still restricted by flash flooding

Flood Mitigation:
Flood mitigation refers to the measures aimed at prevention and preparedness.It reduces the
actual or probable impact of flash flood on the people and theirenvironment. The most important
measure required for Flash flood mitigation in Shillongcitywill be to improve drainage in the
city. It will ensure that rain water is quicklydrained away into the river. It will prevent water
logging. It will be necessary to maintain that there will be no encroachment along the banks of
the river Wah Umkhrah, Wah Umkhen and Umshyrpi. Mitigation is always local and it must be
planned based on the experience of flash flooding in the city. The District Administration has to
take stern actions on those who have illegally built houses/commercial establishment on the bank
and narrowing down the breadth of the rivers.

Landslide Contigency Plan for Landslide

As per Geological Survey of India (GSI), four historical landslides were identified within the
study area (GSI, 2012). According to GSI, there is only natural landslide within the city, which

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lies on the left bank of Umshirpi river near Lumlyer. The remaining landslides occurred due to
human interference.

Structural Measures:
 Tree Plantations: Strengthening of the vulnerable slope through micro benching, micro
retaining structures using bamboo, plantation of grassy vegetation having large horizontal
root spread can be explored at places
 Regulation for Construction: It is required to have strong laws for regulating the
construction at steep and unstable slopes. Site specific evaluation in the identified high
hazard/vulnerable zones before taken up major construction project.
 Drainage Improvement: It is important to have proper drainage system to cater to the
storm water. Contour drain above the distressed part of the slope and stepped chuted
drain along the slope. The existing water ways also needs channelization wherever
needed to reduce soil erosion. This activity would also reduce the pace of landslides and
reduce the impact of heavy rains/cloudburst etc
 Modification of the distressed slope through berm and benches with provision of
appropriate drainage.
 Concrete lining of the slopes areas affected by toe erosion/bank erosion.
 Provision of both flexible and rigid retaining structures, to arrest downward slippage in
the vulnerable/affecting areas.

 All the encroachment on the drainage system needs to be removed so that storm water
flows down smoothly causing least damage to the soil, infrastructure and property,
avoidance of disposal of non-bio degradable waste (plastic, polythene etc) in the natural
water course

Non-Structural Measures:
 Land Slide Susceptibility/Micro-Zonation: For preparation of perspective plan on
landslides mitigation, Geological survey of India report on Meso-scale landslide hazard
zonation of Shillong town may be referred for better understanding of the vulnerable
areas of the town. A landslide susceptibility map of Shillong Municipal Area shows that
wards 1 ( Laitumkhrah), 20 (Upper Mawprem), 21 (Lower Mawprem), 26 and 27
(Lumparing) are more susceptible to landslide (RMSI, 2017).
 Cutting of Hill Slopes: In case of large scale excavation of slope for road widening and
major civil construction; slope assessment and related geotechnical studies may be taken
up before initiation of the project.

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  One of the major reasons of landslides is unscientific cutting of slopes and that
construction in high steep slopes. There is a need to enforce the development control
regulations for such areas.

 Awareness: There is a need of community awareness regarding landslide and associated

threat so that communities could be sensitised.

Mitigation Plan for Fire Hazards

Historical event data shows that the occurrence of fire events is higher in commercial
buildings as compared to residential and industrial buildings. More events are reported in
2014 as compared to the 2015-2016(RMSI, 2017). High fire incidents are occuring in ward
17 (Qualapatty and Them Iewduh) and ward 9 (Police Bazaar). Wards No. 1 (
Laitumkhrahincluding Demseinion area, Lumsohra, Nogrim Hills and Nongrimbah), ward
No. 3 (Lachumiere, Don Bosco Square, Nongrimmaw and Bhagyakul), ward No. 10 (Jail
Road) and ward no. 18 ( Sunny hill and Lumdiengjri) are also also more prone to fire
incidents.

Structural Measures:
 Strengthening of Fire Department: The staff strength of Fire Department is inadequate
keeping in view the fire vulnerability of the city. Also the department has special needs to
match the requirement of the city. Fire fighting equipment and vehicle capable of moving
in the narrow lanes of the town needs to be added to the fleet of the Fire Department

 Decongestion of critical locations: Areas such as Them Iewduh, Police Bazar,

Jhalupara, Barapathar and other such locations which are vulnerable to fire hazard need
decongestion. The temporary structures need to be removed at these locations

 Identification of Vulnerable Building: Shillong City has very old and important
structures which have generally a lot of wood in the shape of building content. Fire safety
concerns of these building should be addressed

Non-Structural Measures:
 Enforcement of Building Codes on Fire Safety: Building Codes on Fire Safety (BIS
Codes) must be made compulsory and forcefully enforced. Structures not complying with
these codes-housing large numbers of occupants such as offices, hospitals, schools etc.

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 should not be allowed to function till it adheres to these codes. Regular mock drills on
fire safety should be held in all building housing large number of people
 Hands-on Training on Fire equipment: The school children, government functionaries
should be given hands-on training to handle fire-fighting equipment
 Community awareness and preparedness: The community at large should be educated
about do’s and don’ts of fire hazard.
 Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be mitigated must
be transferred by way of risk insurance. Insurance coverage is available against all the
major hazards and this need to be promoted amongst the stakeholders.

Common Efforts required to mitigate hazards in Shillong

 At each ward level Buildings and Open spaces be identified and list will be prepared for
probable shelter and later these buildings could be retrofitted
 Traditional coping mechanism of the communityin dealing with disastersshould be
documented and promoted
 Fire & Emergency set up needs to be equipped with modern equipment for SAR
 The accident prone area needs to be identified and improved in a phased manner

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 SECTION 10

EMERGENCY OPERATIONS CENTER (EOC) SYSTEM

Officers in charge of the DCR (District Control Room):

The control room shall be in overall charge of the Deputy Commissioner. During crises in the
absence of the D.C., ADC (DM)/ EAC (Relief), the Emergency Officer or any other Officer on
duty, at that point of time, shall remain in overall charge of the Control Room.The person in
charge of the C.R shall personally be responsible for implementing the SOP as indicated
hereafter and sign on behalf of the DC on all reports and act on each point of SOP for effective
management of the situation.

Purpose of the DEOC:

The District Emergency Operations Centre under the control of Deputy Commissioner, Shillong
will operate round the clock and will be the nerve centre to
 Monitor
 Co-ordinate
 Implement the actions/activities for Disaster Management.
In a disaster time, the DEOC will operate under the central authority of the Deputy
Commissioner/RO, exercising emergency power to issue directives to all departments to provide
emergency response service. He will also co-ordinate with the State Response Machinery like the
State Relief Commissioner, Meghalaya; SDMA. The Control Room should be manned round the
clock.

EOC Norms
It will have:
 Representation of all concerned line departments with authority to quickly mobilise their
resources;
 Adequate space with proper infrastructure to accommodate the participating agencies and
departments;
 Communication facilities with last mile connectivity;
 A vehicle mounted with HF, VHF and satellite telephone for deployment in the affected
site to provide immediate connectivity with the headquarters and ICP;

146
 A representative of central teams (NDRF, Armed Forces) whenever they are deployed to
integrate their resources, expertise and to resolve conflicts that may arise during the
response effort;
 Provision and plan for dovetailing the NDRF, Armed Forces communication capabilities
with the local communication set up. There will be proper plan so that all are able to
connect with each other in case of large scale disasters or failure of the local
communication systems;
 Map depicting affected site, resources deployed, facilities established like Incident
Command Post, Staging Area, Incident Base, Camp, Relief Camp, Helibase, Helipad,etc.
 DM plans of all line departments;
 DM plans of the State and the District;
 Directories with contact details of all emergency services and nodal officers;
 Connectivity with all District headquarters and police stations;
 Database of NGOs working in different geographical areas;
 Demographic details of the State and Districts;
 Online/Web based DSS with the availability of at least the following components:
 Standardisation of Command Structure with the details of the earmarked and
trained personnel in IRS;
 Proactive planning facilities;
 Comprehensive resource management system;
 Geographic Information System (GIS) for decision support; and
 Modelling capability for predicting casualties and resources for large scale
incidents including CBRN emergencies.
 Socio-economic, demographic and land use planning;
 Resource inventories of all line departments and connectivity with database of India
Disaster Resource Network (IDRN) India Disaster Knowledge Network (IDKN) and
Corporate Disaster Resource Network (CDRN).

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SDMA Deputy State Relief
Commissioner Commissioner

IMD/ State EOC

CWC DEOC

Line Departments Like:

DM&HO, DVO, AGRL,
Site Operation
DTO, SP, WATER
Centre
RESOURCE, PWD
(R&B,) ELEC., DFO,
CD&HGsetc

Figure 10.1: Information Flow Chart of the DEOC

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 DEPUTY COMMISSIONER

ADC (DM)

District Emergency Operation

Centre Room
(DEOC)
Line
Departments
Like: DM&HO, Support Staff Support
DVO, DAO,
Staff
DTO, SP, WR, 1
PWD (R&B,) (EAC)/ADPO 2 (EAC)
ELEC., DFO,
CD&HGs and
others Site Operation Centers

Relief and Rehabilitation of Affected Cattle Resource Recovery

people

Transit Feeding Relief Transit Feeding and Mobile

Camp Camp Camp Camp Shelter Vaccination
and medicine

Figure 10.2: Co-ordination Structure at District Level Control Room

Assembly in the Control Room:

The following staff and officers shall assemble in the C.R on receiving any information from any
authentic source about any emergency.Apart from these, any other officer or staff, who receive

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 the information from any source, will reach /inform the C.R immediately for further
dissemination and follow up action.

 ADC (DM), SP, PD DRDA, EAC (R), DIO, Assistant Director, IPR, Jt. Director of
Supply etc
 All other officers and staff of the DC’s office
 Emergency Response & Support Teams

Alert all field officers:

Syiem, Rangbah Shnong, DM&HO, SP, BSNL, Agricultural Officer, PWD, ICDS, Water
Resource, S.P, Fire and Emergency Service, NH, PHE, Municipality, MLAs, MPs, Station
DirectorAll India Radio (AIR), and Warning should be informed in the following manner. The
Assistant Director should inform the media after receiving order from the DC.
Emergency Warning Message No. Dated:

To,
S.P. /All OCs of Police Stations/IPR/DMHO/ DVO / EE (PWD) Building Div./ EE (PWD)
Central Div. /EE (PWD) NH /EE (PWD) Shillong South /EE Water Resource /EE
MeCEL/DAO / DSEO / DSWO / EE PHE /Jt. Director Supply/AIR Shillong/Shillong
Doordarshan.

Information: Superintendent of Police, Shillong.

( Space for Message)

(Priority)
Earthquake
D.C., Shillong.

Call up all the officers and ensure that they remain in the Headquarters until the situation is
back to normal.

Prepare a logbook for recording the chronological sequence of events from time to time.

Food and Kerosene

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  Check up on the availability of food (rice, dal, atta etc) and kerosene with Storage Agents
and in other inaccessible pockets. The concern official shall personally visit the godowns
and verify the stocks. The Agents shall remain present at the store round the clock.
 The Joint Director of Supply should be informed to remain alert for procurement of dry
food/ essential commodities at short notice
 Direct the private stockists / wholesalers and FCI to remain open on all days, including
Sundays and holidays till the situation is back to normal
 Regulate the sale and supply of POL.

Check availability of Sandbags with:

 PWD (NH) Division

 PWD Shillong South Division
 PWD Shillong Central Division
 NHAI

Health Sector
Make a rapid assessment of the following:

 Check up the stock of medicines, bleaching powder and halogen tablets with the DM &
HO
 Start movement of medicines, bleaching powder, etc., to PHCs, CHCs
 Ensure that Medical Officers are in place at the PHCs and CHCs through DM &HO,
Police Stations

Vehicles

 Place requisition to the DTO for deployment of vehicles

 Requisition to be made as per need
 Empower field officials to requisition vehicles. Send 10 requisition forms to each Durbar
Shnong and Police Station

Shelters
Close educational Institutions after making an assessment of the magnitude of the emergency.
10.13Veterinary Measures – DVO shall make assessment of vaccines and fodder availability
for cattle.
Air dropping zones: Make a list of areas where air dropping may be needed, identify the
air dropping zones.

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 Each JE or EE of C & RD, PWD (R & B), NH and Water Resource shall keep ready at
least a team of 20 persons with axes and saws and also have one chain – pulley system
ready.
Move Businessmen and concerned Depts. for supply of Road Cleaners and other
materials with trained operators.
Maintaining Law and Order: City S.Pwill deploy personnel in rescue operation and
maintenance of law and order.
Requisitionof the service of Officers who have been effective in the past. Allot areas to
them with full powers of decision – making on the spot.
Make a thorough assessment of Relief items available in stock at different places of field
as well as District HQ.
Civil Society Organizations: -

 Get in touch with Civil Society Organizations

 Get them introduced to the field functionaries
 Make a quick inventory of their resources
 Contact the International Agencies like UNDP, UNICEF, Red Cross, Oxfam, Save the
Children, Action aid, Catholic Relief Services, World Vision, MSF and others

Press Briefings:-
Press Briefing plays a very important role in disaster management.
Daily press briefs will be issued at ……….. Hours. Written information will be issued. The
following format will be used.

East Khasi Hills District Press Note No. Dated:

Total Affected Remarks

1. Population

2. Severely affected areas

3. Rescue measures
Army/ Police
Fire Brigade
Other agencies
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 Exemplary events
4. Relief Measures Qty./ Village Days Covered
Beneficiaries Covered
Free Kitchens
Rice
Dal
Salt
Other dry food
5. Kerosene oil
Polythene Sheets
Tents
Cattle feed
Halogen Tablets
Medicines
6. Casualties

7. Reports of Missing

8. Bovine Death

9. Civil Society Organizations

. 10. Damage to property

11. i. Roads
ii. Embankment branches
iii. Schools
iv. Other Public Buildings
v. House damage
vi. Electrical installations
vii. Others
12. Prospect in next 24 hours

13. Message for the people

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 14. Details

Message to the General Public over IPR/All India Radio and DDK should be
specific. Apart from warning, it should include the following points:

 Remain alert
 Take shelter in the nearest shelter or pucca building
 Keep cattle tied in open spaces/set free.
 Keep sufficient dry food.
 Take care of drinking water or keep purifier tabs
 Ignore rumours

Regular contact at intervals with SRC, SDMA, IMD, Home Secretary, Revenue
Principal Secretary, PS to Chief Minister, Chief Secretaryand Health Secretary.
Written orders shall be issued for identifying places for starting free kitchens for at
least 3 days.

Check up relevant websites of the State and District level.

10.27. Keep spare copies of District Maps.

Place requisition with SP for supply of temporary VHF sets for DM & HO, DVO, SDO,
EE PWD, EE Water Resource, DAO and Neighbouring BDOs.

Requisition all IB / Rest houses/Schools/colleges forNDRF/Army/ Police Forces.

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 WHAT THE SOPS ARE? WHAT THE SOPS ARE NOT?

A standard operating SOPs are not pre-incident plans or pre-

procedure is “a set of plans, which describe strategies for
instructions constituting a emergency response at a specific
directive that establishes a facility. Pre-plans allow the department
standard course of action.” to gather information on designated
locations, identify potential hazards,
Standard operating procedures or and assess site specific factors. SOPs,
SOPs, clearly spell out what is on the other hand, are more generic in
expected and required of personnel nature.
during emergency response.
SOPs are not intended to provide
In other words, SOPs are written technical information rather is meant
guidelines that explain what is to for providing Procedural Guidance
be done

SECTION 11

STANDARD OPERATING PROCEDURE FOR DIFFERENT

DEPARTMENT

SOPs: Deputy Commissioner’s Responsibility

All the actions mentioned above are to be carried by different departments/agencies participating
in the District Emergency Management Plan. It isnecessary that all the departments have well-
defined standard operatingprocedures.

The Deputy Commissionerwill circulate the standard operating procedures amongthe

departments /agencies, and ask for compliance of the preparednessmeasures in the DDMA

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meetings. It isnecessary that all the departments/agencies are very familiar with the overallplan
and the procedures specifically applicable to them and report diligentlyupon their
implementation.

Standard Operating Procedures will be modified and improved upon in light ofchanging
circumstances. The Deputy Commissionerwill encourage all thedepartments to suggest changes
in these procedures with a view to enhancethe effectiveness of the Plan.

Agriculture Department:

Task:
Assist in assessment of damage to agriculture & the farming community and help them to
restart their agriculture/farming operations.

Advance Preparedness
 Identify hazard prone zones
 Skill up-gradation trainings for the officers/supporting staffs & volunteers.
 Formation of teams & delegation of areas of operation.
 Plan for emergency accommodation for agriculture staff & other Officers from outside
areas
 Equipment/machines etc., to be upgraded &maintained in working condition
 List of alternative safe routes to be prepared
 Important telephone/contact details to be made available
 Keeping close contact with administration
 Encourage & ensure crop insurance by farmers
 Determine the quantity, type of seeds/plants/medicines/tools and equipments etc. which
will be required, in case of an emergency
 Ensure people/farmers take the advantage of new schemes, technology and facilities
provided by the government
 Listing possible storage godowns
 Pre-contractwith suppliers (seeds/plants/medicines/manure/tools/equipments)
 Estimate & maintain registers of type of agriculture practices, land use pattern, type of
crops according to seasons, quantity of production, amount of cultivated area, insured
crops etc & keep them updated
 Monitor pest & disease control
 Generate awareness on community level preparedness.

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During/Post - Disaster Management
 Establish linkages with State/District Control Rooms
 Ensure availability of staff and teams (extension officers and others) visiting/stationed at
respective disasters sites with necessary equipments, medicines, logistics support and
authority as planned and establish communication links
 Assess the extent of damage to soil, crop, plantation, micro-Water Resource systems,
storage facilities and the required intervention (estimate the requirement of seeds,
fertilizers, pesticides, labour, tools and equipments etc)
 Ensure stock of seeds/plants/medicines/manure/tools/ equipment, which are needed and
supply them immediately
 Requisition of seeds/plants/medicines/manure/tools/equipments etc. as per the pre-
contract with the suppliers
 Clearance of debris, if any, due to land slides and flash floodand assist the community in
developing agricultural land
 Organise transport, storage and distribution of the relief aid with adequate record keeping
procedure
 Establish contact with water testing laboratories/offices
 Restore the agricultural operations (including soil conditions)
 Crop protection
 Restore agriculture produce market
 Arrangement of alternative power/ energy sources, as planned, to operate agriculture
dept. / field offices
 Establish public information centers to let the people know about the type of work done
and the necessary relief aid/new schemes etc
 Monitor pest and disease control
 Assist community/farmers in getting insurance benefit
 All valuable equipments/ instruments/seeds/manure/fertilizers and medicines etc. should
be packed in protective coverings and stored in a safer place
 Regular reporting to higher authorities about the situation including expenditure
statements etc

 In post operation phase, sit with the teams, review the situation, discuss problems,
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

Health &Family Welfare Department

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Tasks:

 To provide immediate medical, health and public hygiene services

 To check outbreak of epidemics and provide on-site Operation Theatres and
Trauma Services
 Awareness generation on public health

Advance Preparedness:
 Identify likely diseases associated with disasters
 Set up quick response teams with team leaders and supporting staff (Identify by name &
allocation)
 Skill up-gradation trainings for the officers/supporting staff & volunteers
 Carrying out regular mock drills.
 Plan for emergency accommodation for staff & other officers from outside areas
 Equipment/machines etc., to be upgraded &maintained in working condition
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 List of alternative safe routes to be prepared
 Important telephone/contact details to be made available
 Keeping close contact with Administration
 Determine the quantity, type of medicines, medical support, equipments etc. that will be
required per day/district/block/village, including relief camps etc. in case of an
emergency
 Maintain inventory including portable equipments at different locations

During/Post - Disaster Management:

 Establish linkages with State/District Control Rooms
 Close contact with Administration
 Large stocks of surgical packs be sterilized to last for one week at least & kept in a safer
place
 Arrange for emergency supplies of anaesthetic drugs
 Requisition of medicines/equipments etc. as per the pre-contract with the suppliers
 Ensure stock of equipment and drugs which are needed and/or request HQ, on priority
basis, to supply to the hospitals immediately
 Arrangement of alternative power/ energy sources, as planned, to operate hospital centers

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  Deployment of teams with necessary equipments, medicines etc. and logistics support
and authority as planned and establish communication links
 Ensure storage of safe drinking water and encourage water savings in the hospital
 Ensure emergency admission procedures with adequate record keeping & establish public
information centers to let the people know about the type of work done and the necessary
relief aid/new schemes, etc.
 Ensure availability of staff and teams of doctors and assistants visiting disaster sites
 Assist volunteers/Dorbar Shnong/police personnel in rescue & evacuation and/or disposal
of carcass, as well as in getting insurance benefit
 Assist Administration in setting up transit and relief camps, feeding centres and ensure
adequate sanitary conditions in them
 All valuable equipments/ instruments and medicines should be packed in protective
coverings and stored in a safer place
 Regular reporting to higher authorities about the situation including expenditure
statements etc

 In the post operation phase, sit with the teams, review the situation, discuss problems, and
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

Animal Husbandry &Veterinary Department

Tasks:
 Disposal of dead cattle and other animals to prevent outbreak of health and
sanitation problems
 Management of livestock in emergency
 Assist Police and Civil Defence and Home Guards and volunteers in disposal of dead
bodies, claimed/unclaimed, after observing all formalities

Advance Preparedness: -
 Skill up-gradation trainings for the officers/supporting staff & volunteers.
 Formation of teams & delegation of areas of operation
 Plan for emergency accommodation for veterinary staff & other officers from outside
areas
 Equipment/machines etc., are to be maintained in working condition.
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition

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  List of alternative safe routes to be prepared
 Important telephone/contact details to be made available
 Keeping close contact with the Administration
 Determine the quantity, type of fodder/medicines etc. which will be required per day
including relief camps etc. in case of an emergency
 Listing possible storage godowns
 Listing possible shelters (camps) for animals
 Pre-contract with suppliers (fodders/medicines/equipments)
 Maintain livestock update
 Identify hazard prone zones
 Monitor disease control
 Encourage farmers to insure their livestock

During/Post Disaster Management:-

 Establish linkages with State/District Control Rooms
 Close contact with the Administration
 Requisition of fodder/medicines/equipments etc. as per the pre-contact with the suppliers
 Deployment of teams with necessary equipments, medicines etc and logistics support and
authority as planned and establish communication links
 Ensure storage of safe drinking water and encourage water savings in the hospitals
 Treatment of injured cattle/ livestock/piggery
 Protection and care of abandoned/lost livestock
 Assist volunteers/village headmen/police personnel in rescue & evacuation and/or
disposal of carcass as well as in getting insurance benefit
 Assist Administration in setting up transit and relief camps, feeding centres and ensure
adequate sanitary conditions in them
 Estimate the requirement of water, fodder, medicines and animal feed and organize the
same
 Regular reporting to higher authorities about the situation including expenditure
statements etc
 In the post operation phase, sit with the teams, review the situation, discuss problems,
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

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Public Health Engineering Department
Task:
To provide immediate supply of clean drinking water in the disaster affected areas and in
the relief camps and hospitals etc.

Advance Preparedness: -
 Identify hazard prone zones. Maintain a list of weak points/disaster prone areas
 Skill up-gradation trainings for the officers/supporting staff
 Carrying out Regular Mock drill.
 Formation of teams & delegation of areas of operation
 Plan for emergency accommodation for staff & other officers from outside areas
 Equipment/machines etc., to be upgraded &maintained in working condition
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Listing alternative safe routes
 Important telephone/contact details to be made available
 Mitigations undertaken as per the plan
 Keeping close contact with the Administration
 Pre-contract with suppliers (tools/equipments)
 Generate awareness on community level preparedness

During/Post - Disaster Management:-

 Establish linkages with State/District Control Rooms
 Close contact with the Administration
 Deployment of teams with necessary equipments/tools, logistics support & authority, as
planned and establish communication links
 Immediately undertake inspection of intake structures, pumping stations, water sources,
treatment plants, storage tanks (hospitals etc), and sewerage lines and of other equipments
and review extent of damage
 Undertake chlorination, bacteriological analysis, and determination of chlorine residue &
restoration of water works. Daily determination of the chlorine residue in public water to
avoid the presence of Escherichia coli & other sources of contamination in public water
supply
 Recruit casual labourers on an emergency basis for clearing damaged pipes, blocked
sewerage and salvaging important equipment and accessories

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  Check the condition & contamination levels of private water sources including water
from streams, wells, tube wells etc., if any, and use scientific methods of de-
contamination to make it edible/use worthy
 Restore and ensure uninterrupted water supply to all vital installations, facilities and sites
(life-line buildings, relief camps, feeding centers, godowns hospitals, etc)
 Assist health authorities to identify appropriate sources of potable water
 Encourage public in the economic use of water
 Make provisions to acquire tankers and establish other temporary means of distributing
water on an emergency basis
 Requisition of equipments etc. as per the pre-contract with the suppliers
 A minimum level of stock should be maintained for emergencies and should include extra
lengths of pipes, connections, joints, hydrants and disinfectants/ bleaching powders.
Adequate tools should be at hand to carry out emergency repairs
 Arrangement of alternative power/energy sources, as planned, to operate PHE centers
 Cover and guard the pumps/motors with adequate protection so that they are not damaged
or stolen
 Regular reporting to higher authorities about the situation including expenditure
statements etc

Police (Home) Department

Task:

 Maintain Law & order

 Undertake search & rescue works as well as orderly evacuation to safer places
 Protection of supply & convoys and assistance in orderly distribution of relief
materials.

Advance Preparedness:
 Formation of teams & delegation of areas of operation
 Skill up-gradation trainings for the officers and supporting staff & wardens /post wardens
 Mock drills according to plans
 Equipment/machines to be upgraded &maintained in working condition
 Emergency Control Rooms operational
 Adequate warning mechanism for evacuation
 Identification of alternative routes
 Important telephone/contact details to be made available
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  Antisocial elements/groups identified
 Identification of sensitive areas and patrolling therein
 Patrolling on important buildings/ highways
 Support to the Administration on training of volunteers
 Keeping close contact with the Administration

During/Post- Disaster Management

 Establish linkages with State/District Control Rooms
 Close contact with the Armed Forces for specialized assistance/equipments for search
and rescue
 Establish Radio Communication to assist evacuation, information dissemination and
checking rumours
 Evacuation of people & immediate reporting to higher authorities
 Assist seriously injured persons to get to treatment centers
 Maintain law and order
 Assist fire brigade personnel in their efforts
 Assist and encourage the community in road-clearing operations
 Traffic management and patrolling as required
 Salvage operations
 Provide security in transit and relief camps, affected areas, lifeline infrastructures
&services; ensure identified areas are cordoned off
 Provide security arrangement for visiting VVIPS and VIPs
 Assist the Administration in taking necessary action against hoarders, black marketers
and those manipulating relief materials
 Identify and register the names of the dead and dispossessed persons
 Support the Administration, Medical, Community members in disposing dead bodies
 Assist the Administration in the supply and distribution of relief materials
 Deploy police personnel near relief godowns
 Escort relief carrier vehicles and personnel
 Regular reporting to higher authorities about the situation including expenditure
statements etc
 In the post operation phase, sit with the teams, discuss problems, suggest remedies,
collect feedback etc., to upgrade mitigation as well as action plans

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Food & Civil Supplies Department
Task:

 To meet the shortage of supply of food, baby food, P.O.L., S.K.O., L.P.G
 Action against black marketers, hoarders, etc.

Advance Preparedness:-
 Identify hazard prone zones. Formation of teams & delegation of areas of operation
 Determine the quantity & type of supplies required in a disaster (e.g. dry food, ready to
eat food, essential commodities, SKO, LPG, POL, toiletries, blankets etc.) & tie up with
suppliers
 Identify storage facilities, location & capacity wise
 Maintain a list of suppliers of different commodities in the State & outside the State(in
the NE region)
 Plan for emergency accommodation for officers & staff from outside areas
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Listing alternative safe routes
 Important telephone/contact details to be made available
 Pre-contract with suppliers

During/Post Disaster Management:-

 Arrange and despatch supplies to affected areas as per the requisition
 Arrange distribution of commodities to the affected people
 Take action against black marketers, hoarders etc. and maintain price line.
 Regular reporting to higher authorities about the situation including expenditure
statements etc.
 In the post operation phase, sit with the teams, review the situation, discuss problems, and
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

PublicWorks Department
Task:

 To clear roads, replace collapsed bridges by temporary bridging equipment or

making temporary arrangements
 Assist concerned authorities to repair damaged air-strips, helipads

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  Providing engineering support to Search & Rescue Teams (SRT)
 Providing support in terms of heavy equipments i.e., Earth Movers, Bulldozers, etc.

Advance Preparedness:-
 Formation of teams & delegation of areas of operation
 Skill up-gradation trainings for the officers and supporting staff
 Mock drills according to plans
 Identify weak structures/weak points vulnerable to Earthquakes/Landslides
 Inspect all roads, bridges, including under water inspection of foundations and piers. A
full check should be made on all concrete and steel work
 Equipment/machines etc., to be upgraded & maintained in working condition;
procurement of tent equipments
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Preparation of possible helipads; give information of their location-their longitudes /
latitudes to State/District Control rooms
 Non-destructive tests & retrofitting of lifeline buildings & important structures to ensure
seismic proofing (along with the Urban Affairs Department)
 Heavy equipments, such as front-end loaders, should be moved to areas likely to be
damaged and secured in a safe place
 Retrofitting of roads
 Listing of safe alternative routes
 Important telephone/contact details to be made available
 Training of masons on retrofitting and building bye-laws (along with the Urban Affairs
Department)
 Keeping close contact with the Administration
 Pre-contract arrangement with suppliers for requisite equipment/stores
 Generate awareness on community level preparedness

During/Post - Disaster Management:-

 Establish linkages with State/District Control Rooms
 Close contact with the Administration
 Requisition of vehicles, debris cleaning equipments etc. as per the pre-contract with the
suppliers

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  Deploy teams with necessary equipment, such as towing vehicles, earth moving
equipment, cranes etc., as planned, and establish communication links
 Adequate road signs should be installed to guide and assist the drivers
 Recruit casual labourers to work with experienced staff and divide them into work gangs
 Assist fire brigade/police personnel in rescue & evacuation by clearing debris
 Undertake cleaning of ditches, grass cutting, the burning or removal of debris and the
cutting of dangerous trees along the road side in the affected areas
 Restoration of roads to their normal conditions by establishing a priority listing of which
roads will be opened first. Among the most important are the roads to hospitals and main
trunk routes, routes to relief godowns, camps etc.
 Undertake cleaning of all paved and unpaved road surfaces including edge metalling,
pothole patching and any failure of surface foundation in the affected areas and keep
monitoring their conditions
 Mobilize community/RangbahShnong/volunteers in road-cleaning operations
 Repair/reconstruction of public utilities and buildings
 If people are evacuating an area, the evacuation routes should be checked and people
assisted
 Assist the administration in setting up transit and relief camps, feeding centers, hospitals
 Work under construction should be secured with ropes, sandbags and covered with
tarpaulins, if necessary
 Regular reporting to higher authorities about the situation including expenditure
statements etc
 In the post operation phase, sit with the teams, review the situation, discuss problems,
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans
Meghalaya Energy Corporation Limited
Tasks:
Restoration of power supply and Provision of power/electricity to hospitals, lifeline
buildings, feeding centres

Advance Preparedness:-
 Clear definition of individual domain - which will do what?
 Skill up-gradation trainings for the officers/supporting staff.
 Carrying out regular Mock Drill according to the plan.
 Identify hazard prone zones. Formation of teams & delegation of areas of operation
 Plan for emergency accommodation for officers & staff from outside areas

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  Equipment/machines etc., to be maintained in working condition
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Listing alternative safe routes
 Important telephone/contact details to be made available
 Pre-contract with suppliers (equipments)
 Arrange Disaster Management tool kits, at each sub-station, comprising cable cutters,
pulley blocks, jungle knives, axes, crowbars, ropes, back saws spanners and tents for
crews
 Generate awareness on community level preparedness

During/Post - Disaster Management:-

 Establish linkages with State/District Control Rooms
 Deployment of teams with necessary equipments, logistics support and authority as
planned and establish communication links
 Switch off the power supply immediately to avoid further damage to life and property
during the time of disaster
 Immediately undertake inspection of Power grids, barrage, high tension lines, towers,
substations, transformers, insulators, poles, and other equipments and review extent of
damage. Undertake restoration works
 Restore power supply and ensure uninterrupted power to all vital installations, facilities
and sites (relief camps, feeding centres, godowns)
 Recruit casual labourers on an emergency basis for clearing damaged poles and salvaging
important equipment and accessories
 Requisition of equipments etc. as per the pre-contract with the suppliers
 Arrangement of alternative power/ energy sources, as planned, to operate hospital centers
and lifeline buildings (DC Office/District EOC/Police Stations/Tele-communication
Buildings/IMD Shillong etc.)
 Regular reporting to higher authorities about the situation including expenditure
statements etc.
 In the post operation phase, sit with the teams, review the situation, discuss problems,
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans.

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Advance Preparedness
 Promotion of shelter belt plantations
 Publishing for public knowledge, details of forest cover, use of land under the forest
department, the rate of depletion and its causes
 Keep saws (both power and manual) in working condition
 Provision of seedlings to the community and encouraging plantation activities, promoting
nurseries for providing seedlings in case of destruction of trees during natural disasters
 IEC activities for greater awareness regarding the role of trees and forests for protection
during emergencies and also to minimise environmental impact as a result of
deforestation like climate change, soil erosion, etc
 Increasing involvement of the community, NGOs and CBOs in plantation, protection and
other forest protection, rejuvenation and restoration activities
 Plan for reducing the incidence, and minimise the impact of forest fires

During and Post Disaster:

 Assist in road clearance

 Provide tree cutting equipments
 Units for tree cutting and disposal to be put under the control of DC during an emergency
 Provide building materials such as bamboo etc. for construction of shelters

 Take up plantation to make good the damage caused to tree cover

Transport Department

Task:

Arrangement of transport for reaching supplies to affected areas, Transport for evacuation
of people and Transport of medical teams

Advance Preparedness:-
 Identify hazard prone zones. Formation of teams & delegation of areas of operation
 Plan for emergency accommodation for officers & staff from outside areas
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Listing alternative safe routes
 Important telephone/contact details to be made available
 Pre-contract with suppliers
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  Assessment of the likely requirement in the event of a disaster
 Information about various classes/types of vehicles available, location-wise
 Keep vehicle requisition forms ready in sufficient numbers

During/Post - Disaster Management:-

 Get in touch with State/District Control Rooms
 Ascertain the actual requirement from District Control Room, Supplies Dept., Housing
Dept, and Medical Department
 Arrange vehicles for evacuation, maintenance of supplies and medical aid etc.
 Regular reporting to higher authorities about the situation including expenditure
statements etc
 In the post operation phase, sit with the teams, review the situation, discuss problems,
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

Information &Public Relations Department

General Tasks
 Creation of public awareness regarding various types of disasters through media
propagation
 Dissemination of information to public and others concerned regarding do’s and don’ts of
various disasters
 Regular liasoning with the media Response Activities
 Setting up of a control room to provide authentic information to the public regarding
impending emergencies
 Daily press briefings at fixed times to provide the official version
 Keep the public informed of the latest emergency situation (area affected, lives lost, etc.)
 Keep the public informed of various post disaster assistance and recovery programmes.

Water ResourceDepartment
Advanced Preparedness
 Contact Address and phone numbers of all staff/officers to be prepared
 Control room arrangements in the head quarters and appointment of Nodal Officers
 Details of damage prone places and the approach roads in the area
 Location of Water level gauge stations for Flash floodsituations
 Detail immediate action to be taken in case of leakage in large water storage reservoirs

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  Clear explanation of disaster & priorities during disasters to all the staff
 Arrangement of equipments for communication and vehicles

During/Post
 Will obtain the clear picture of the condition of all the reservoirs through teams of
technical officers
 If overflow or leakage is found, start immediate action to avoid adverse effects to the
reservoir as per the action plan
 Keep the District Control Room informed about the (reservoir wise) water level related
conditions. If there is no possibility of risk, keep the people & media informed that
everything is safe
 If overflow or any leakage is found, immediately warn the people living in low lying
areas through the District Control Room
 Take due care for the transportation of drinking water if drinking water is provided
through Water Resource schemes
 Assist the District Administration in search & rescue operations

Urban Affairs Department Task

Damage assessment, finalization of reports and Mobilization of finance
Advanced Preparedness
 Formation of teams & delegation of areas of operation
 Skill up-gradation trainings for the officers and supporting staff
 Identify weak structures/weak points vulnerable to Earthquakes/Landslides
 Equipment/machines etc., to be upgraded & maintained in working condition;
procurement of tent equipments
 Emergency fuel stored, vehicles including batteries inspected & maintained in working
condition
 Non-destructive tests & retrofitting of lifeline buildings & important structures to ensure
seismic proofing (along with the PWD Department)
 Heavy equipments, such as front-end loaders, should be moved to areas likely to be
damaged and secured in a safe place
 Listing safe alternative routes
 Important telephone/contact details to be made available

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  Training of masons on retrofitting and building bye-laws (along with the PWD
Department)
 Keeping close contact with the Administration
 Pre-contract arrangement with suppliers for requisite equipment/stores
 Generate awareness on community level preparedness
 Proper sanitation and safe drinking water

During/Post - Disaster Management:-

 Establish linkages with District Control Room
 Close contact with the Administration
 Requisition of vehicles, debris cleaning equipments etc. as per the pre-contract with the
suppliers
 Deployments of teams with necessary equipments, such as towing vehicles, as planned
and establish communication links
 Recruit casual labourers to work with experienced staff and divide them into work gangs
 Assist fire brigade/police personnel in rescue & evacuation by clearing debris
 Undertake cleaning of all paved and unpaved road surfaces including edge metalling,
pothole patching and any failure of surface foundation in the affected areas and keep
monitoring their conditions
 Mobilise community/headmen/volunteers in cleaning operations.
 Repair/reconstruction of public utilities and buildings
 If people are evacuating an area, the evacuation routes should be checked and people
assisted
 Assist the Administration in setting up transit and relief camps, feeding centers, hospitals
 Work under construction should be secured with ropes, sandbags and covered with
tarpaulins, if necessary
 Regular reporting to higher authorities about the situation including expenditure
statements etc
 In the post operation phase, sit with the teams, review the situation, discuss problems, and
suggest remedies, collect feedback etc., to upgrade mitigation as well as action plans

District Rural Development Agency

Advanced Preparedness

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  Dwelling houses constructed under Indira Awas Yojana (IAY) are to be assigned with
retrofitting to be able to resist earthquake
 District Rural Development Agency can supplement other agencies in creation of roads,
footpaths, small Water Resource, community halls etc. These can be made useful during
disasters

Sports& Youth affairs

Advanced Preparedness

 Youth festivals/programmes can be the platform for creating awareness on Disaster

Management/necessity of training
 The youth can be given training/demonstrations on DRM & in turn spread
massiveawareness to the public

Education Advanced
Preparedness

 DM can be included in the school/college curriculum

 Teachers/ students must also be trained practically in various activities of the subject
 Regular mock drills can be carried out at regular interval.

Housing Advanced
Preparedness

 Impart training to engineers, contractors, masons etc on how to construct safe dwelling
units
 Provision of housing materials like CGI sheets, tarpaulin, bamboo etc

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 SECTION 12

SAFETY MEASURES

12.1 Earthquakes:

Earthquakes usually give no warning at all.“Earthquakes don’t kill people, unsafe buildings
do.”

.1 Before the earthquake:

Encourage people to formulate a safety plan for their family because if they wait until the earth
starts to shake, it may be too late. People should be encouraged to consider the following safety
measures:
 Always keep the following in a designated place: bottled drinking water, non-perishable
food, first-aid kit, torch-light and battery-operated radio with extra batteries
 Teach family members how to turn off electricity, gas, etc
 Identify places in the house that can provide cover during an earthquake
 It may be easier to make long distance calls during an earthquake. Identify an out-of-
town relative or friend as your family’s emergency contact. If the family members get
separated after the earthquake and are not able to contact each other, they should contact
the designated relative/friend. The address and phone number of the contact
person/relative should be with all the family members
 Safeguard your house
 Consider retrofitting your house with earthquake-safety measures \Reinforcing the
foundation and frame could make your house quake resistant. You may consult a
reputable contractor and follow building codes.
 Kutchha buildings can also be retrofitted and strengthened

During quake:
Earthquakes give no warning at all. Sometimes, a loud rumbling sound might signal its arrival a
few seconds ahead of time. Those few seconds could give you a chance to move to a safer
location. Here are some tips for keeping safe during a quake.
 Take cover. Go under a table or other sturdy furniture; kneel, sit, or stay close to the
floor. Hold on to furniture legs for balance. Be prepared to move if your cover moves

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 If no sturdy cover is nearby, kneel or sit close to the floor next to a structurally sound
interior wall. Place your hands on the floor for balance
 Do not stand in doorways. Violent motion could cause doors to slam and cause serious
injuries. You may also be hit by flying objects
 Move away from windows, mirrors, bookcases and other unsecured heavy objects
 If you are in bed, stay there and cover yourself with pillows and blankets
 Do not run outside if you are inside. Never use the lift.

 After the shaking stops, take the staircase to reach open space

 If you are living in a kutcha house, the best thing to do is to move to an open area where
there are no trees, electric or telephone wires

174
  If you are in a structurally sound building,
stay there

 If you are inside an old weak structure,

take the fastest and safest way out

If outdoors:
 Move into the open, away from buildings, streetlights, and utility wires. Once in the open,
stay there until the shaking stops

 If your home is badly damaged, you will have to leave. Collect water, food, medicine,
other essential items and important documents before leaving
 Avoid places where there are loose electrical wires and do not touch metal objects that
are in touch with the loose wires
 Do not re-enter damaged buildings and stay away from badly damaged structures
If in a moving vehicle
 Move to a clear area away from buildings, trees, overpasses, or utility wires, stop, and
stay in the vehicle. Once the shaking has stopped, proceed with caution. Avoid bridges or
ramps that might have been damaged by the quake
175
After the quake
Here are a few things to keep in mind after an earthquake. The caution you display in the
aftermath can be essential for your personal safety
 Wear shoes/chappals to protect your feet from debris
 After the first tremor, be prepared for aftershocks. Though less intense, aftershocks cause
additional damages and may bring down weakened structures. Aftershocks can occur in
the first hours, days, weeks, or even months after the quake
 Check for fire hazards and use torchlights instead of candles or lanterns
 If the building you live in is in a good shape after the earthquake, stay inside and listen
for radio advises. If you are not certain about the damage to your building, evacuate
carefully. Do not touch downed power line
 Help injured or trapped persons. Give first aid where appropriate. Do not move seriously
injured persons unless they are in immediate danger of further injury. In such cases, call
for help
 Remember to help your neighbors who may require special assistance-infants, the
elderly, and people with disabilities
 Listen to a battery-operated radio for the latest emergency information.
 Stay out of damaged buildings
 Return home only when authorities say it is safe. Clean up spilled medicines, bleaches or
gasoline or other flammable liquids immediately. Leave the area if you smell gas or
fumes from other chemicals. Open closet and cupboard doors cautiously
 If you smell gas or hear hissing noise, open windows and quickly leave the building.
Turn off the switch on the top of the gas cylinder
 Look for electrical system damages - if you see sparks, broken wires, or if you smell
burning of amber, turn off electricity at the main fuse box. If you have to step in water to
get to the fuse box, call an electrician first for advice

176
  Check for sewage and water lines damage. If you suspect sewage lines are damaged,
avoid using the toilets. If water pipes are damaged, avoid using water from the tap
 Use the telephone only for emergency calls
 In case family members are separated from one another during an earthquake (a real
possibility during the day when adults are at work and children are at school), develop a
plan for reuniting after the disaster. Ask an out of state / district relative or friend to
serve as the “family contact”. Make sure everyone in the family knows the name,
address, and phone number(s) of the contact person(s).

Flood
Basic Safety Precaution to be taken
 Listen to radio/TV for the latest weather bulletins and Flash floodwarnings. Pass on the
information to the others
 Make a family emergency kit which should include; a portable radio/ transistor, torch,
spare batteries, a first aid box along with essential medicines, ORS, dry food items,
drinking water, matchboxes, candles and other essential items
 Keep hurricane lamp, ropes, rubber tubes, umbrella and bamboo stick in your house.
Keep your cash, jewellery, valuables, important documents etc. in a safe place.
 Turn off power and gas connections before leaving your house

During flood:

 Don’t enter into Flash floodwaters; it could be dangerous

 Stay away from sewerage line, gutters, drains, culverts etc.
 Be careful of snakes; snakebites are common during flash flood/flood
 Stay away from electric poles and fallen power-lines to avoid electrocution
 Don’t use wet electrical appliances – get them checked before use
 Use boiled and filtered drinking water
 Stagnation of water can breed vector/ water-borne diseases. In case of sickness seek
medical assistance
 Use bleaching powder and lime to disinfect the surroundings

Landslides
Areas generally prone to landslides

 On existing old landslides

177
  On or at the base of slopes
 In or at the base of major drainage hollows
 At the base or top of an old fill slope
 At the base or top of a steep cut slope
 Developed hill sites were leach field septic systems are used

Areas those are typically safe from landslides

 On hard and non jointed bed rocks that have not moved in the past
 On relatively flat lying areas away from sudden changes in slope angle
 At the top or along the nose of ridges, set back from the top of the slopes

Features that might be noticed prior to major land sliding

 Springs, seeps or saturated ground in areas that have been not typically been wet before
 New cracks or unusual bulges in the ground, street pavements or sidewalls
 Soil moving away from foundations
 Ancillary structures such as decks and patios tilting and /or moving relative to the mail
house
 Tilting or cracking of concrete floors and foundations, broken waterlines and other
underground utilities
 Leaning telephone poles, trees, retaining walls and fences
 Sunken or dropped road beds
 Rapid increase in creek water levels, possibly accompanied turbidity
 Sticking doors and windows and visible open spaces indicating jambs and frames out of
plumb.

After landslide
 Stay away from slide area, there may be danger of additional slides
 Check for injured or trapped persons near the slide, without entering the direct slide area.
Direct rescuers to the location
 Listen to local radio/ television for emergency information
 Look for broken utility lines such as telephone, electrical lines, water pipes etc and report
to authorities
 Check gas leakage from cylinders
 Check the building for damages

178
 Fire Hazard

High-Rise Fires
 Calmly leave the apartment/house, closing the door behind you.
 Pull the fire alarm near the closest exit, if available, or raise an alarm by warning others
 Leave the building by the stairs
 Never take the elevator during fire

If the exit is blocked by smoke or fire

 Leave the door closed but do not lock it
 To keep the smoke out, put a wet towel in the space at the bottom of the door
 Call the emergency fire service number and tell them your apartment/house number and let
them know you are trapped by smoke and fire. It is important that you listen and do what
they tell you

If there is a fire alarm in your building which goes off

 Before you open the door, feel the door by using the back of our hand. If the door is hot or
warm, do not open the door
 If the door is cool, open it just a little to check the hallway. If you see smoke in the
hallway, do not leave
 If there is no smoke in the hallway, leave and close the door. Go directly to the stairs to
leave. Never use the elevator

If smoke is in your apartment

 Stay low to the floor under the smoke

 Call the Fire Emergency Number which should be pasted near your telephone along with
police and other emergency services and let them know that you are trapped by smoke
 If you have a balcony and there is no fire below it, go out
 If there is fire below, go out to the window. Do not open the window but stay near the
window
 If there is no fire below, go to the window and open it. Stay near the open window
 Hang a bed sheet, towel or blanket out of the window to let people know that you are there
and need help

Kitchen Fires

179
It is important to know what kind of stove or cooking oven you have in your home – gas,
electric, and kerosene or where firewood is used. The stove is the main cause of fire hazards in
your kitchen and can cause fires. For electric and gas stoves ensure that the switch or the gas
valve is switched off/turned off immediately after the cooking is over. An electric burner remains
hot and until it cools off, it can be very dangerous. The oven using wood can be dangerous
because burning embers remain. When lighting the fire on a wooden fuel oven, keep a cover on
the top while lighting the oven so that sparks do not fly. After the cooking is over, ensure that the
remaining fire is extinguished off by sprinkling water. Do not keep any inflammable article like
kerosene near the kitchen fire.
Important Do’s in the Kitchen

 Do keep hair tied back and do not wear synthetic clothes when you are cooking
 Do make sure that the curtains on the window near the stove are tied back and will not
blow on to the flame or burner
 Do check to make sure that the gas burner is turned off immediately if the fire is not
ignited and also switched off immediately after cooking
 Do turn panhandles to the centre of the stove and put them out of touch of the children in
the house
 Do ensure that the floor is always dry so that you do not slip and fall on the fire
 Do keep matches out of the reach of children

Important Don’ts

 Don’t put towels, or dishrags near a stove burner

 Don’t wear loose fitting clothes when you cook, and don’t reach across the top of the stove
when you are cooking
 Don’t put things in the cabinets or shelves above the stove.
 Don’t stores spray cans or cans carrying inflammable items near the stove
 Don’t let small children near an open oven door. They can be burnt by the heat or by
falling onto the door or into the oven
 Don’t lean against the stove to keep warm
 Don’t use towels as potholders. They may catch on fire
 Don’t overload an electrical outlet with several appliances or extension cords. The cords or
plugs may overheat and cause a fire
 Don’t use water to put out a grease fire. Only use baking soda, salt, or a tight lid. Always
keep a box of baking soda near the stove
180
 COMMON TIPS

 Phone number of the Fire Services should be kept near the telephone and ensure that
everyone in the family knows the number
 Sleep with your bedroom closed to prevent the spread of fire
 Do you know that you should never run if your clothes are on fire and that you should -
“STOP – DROP-ROLL.”

Lightning and Thunderstorm:

Danger during thunderstorms

Lightning claims quite a few lives and injures many every year. Quite a large number of injuries
occur from the electric shocks received while using fixed telephones during thunderstorms. Take
these precautions during thunderstorms:
Consult an electrician for advice on lightning conductors required for your house

If caught outdoors
If you hear thunder 10 seconds after a lightning flash, it is only about three kilometers away. The
shorter the time, the closer the lightning, so find shelter urgently:
 Seek shelter in a hardtop (metal-bodied) vehicle or solid building but avoid small open
structures or fabric tents
 Never take shelter under a small group of (or single) trees
 If far from any shelter, crouch (low, feet together), preferably in a hollow. Remove metal
objects from head / body. Do not lie down flat but avoid being the highest object.
 If your hair stands on end or you hear `buzzing’ from nearby rocks, fences, etc, move
immediately. At night, a blue glow may show if an object is about to be struck
 Do not fly kites during thunderstorms
 Do not handle fishing rods, umbrellas or metal rods, etc.
 Stay away from metal poles, fences, clotheslines etc.
 Do not ride bicycles or travel on open vehicles
 If driving, slow down or park away from trees, power lines, stay inside metal-bodied (hard
top) vehicles or in a pucca building but do not touch any metal sections
 If in water, leave the water immediately
 If on a boat, go ashore to a shelter as soon as possible

181
If you are indoors
 Before the storm arrives, disconnect external aerial and power leads to radios and
television sets. Disconnect computer modems and power leads
 Draw all curtains and keep clear of windows, electrical appliances, pipes and other metal
fixtures (e.g. do not use the bath, shower, hand basin or other electric equipments)
 Avoid the use of fixed telephones. In emergencies, make calls brief, (do not touch any
metal, brick or concrete) and do not stand bare foot on concrete or tiled floors

First Aid
Apply immediate heart massage and mouth-to-mouth resuscitation to lightning victims until
medical help arrives.

Lightning facts and myths

 When struck, people do not glow or fry to a crisp but the heart and breathing are often
affected
 Only about 30% of people struck actually die, and the incidence of long-term disability is
low, particularly when appropriate first aid is applied promptly.
 If your clothes are wet, you are less likely to be seriously injured if struck, as most of the
charge will be conducted through the wet clothes rather than your body
 Lightning can, and often does, strike more than once in the same place.

SECTION 13
182
 MAINSTREAMING DISASTER MANAGEMENT

Mainstreamingis used to describe the consideration of Disaster Risk Reduction in national (and
regional) decision makingprocesses (planning, budgeting, development etc.)

Need for Mainstreaming

 Poor people (usually rural population) are the most vulnerable to impacts of natural
disasters;
 Local communities are rarely consulted or able to influence decision-making;
 The main objective of mainstreaming into local planning is to reduce the vulnerability
and create resilience at the local/community level
 Lack of local human and financial capacities to deal with disasters;
 Protection of the population and key infrastructure;
 Adhoc responses (short-term responses, uncoordinated processes, isolated projects, etc.)
are NOT a solution

According to the Disaster Management Act – 2005, NDMA has been entrusted with the
responsibility to

 “Lay down guidelines to be followed by the different Ministries or Departments of the

Government of India for the purpose of integrating the measures for prevention of
disaster or the mitigation of its effects in their development plans and projects.”
 It also emphasizes to “monitor the implementation of the guidelines laid down by the
National Authority for integrating of measures for prevention of disasters and mitigation
by the Ministries or Departments in their development plans and projects”

Approaches for Mainstreaming

There are three suggested approaches of mainstreaming disaster management into the
development process and disaster management plans-

 Structural Measures
 Non Structural Measures
 Disaster Mitigation Projects

Based on the suggested approaches the specific action would involve-

183
  Adopting a Sectoral approach and identification of Key sectors for mainstreaming.
 Within each sector, key programmes/projects would have to be indentified.
 Indentifying the entry points within the programmes/projects for integration.
 Work at the policy and planning level be it national, state and district level.
 Close coordination with State Planning Commission and Finance Department for
promoting DM into all development programmmes and involve working with
different departments to mainstream DM into the Departmental Plans and policies.
 Advocacy for allocation of dedicated budget for DM within the Departmental plans.

Entry point for Mainstreaming Disaster Management in some of

developmentPrograms of the Government.

Indira Awas Yojana (housing)

 Inclusion of such measures like application of hazard resistant design in construction

of IAY houses, appropriate sitting of IAY housing in guideline of IAY
 Capacity Building of Masons on safe construction
 Community Awareness
 Capacity Building programme for DRDA officials on Disaster Management issues

Mahatma Gandhi National Employment Guarantee Scheme (Security and Rural

Development)

 Identified works are available which take into account the hazard profile and offer
continuous employment opportunities in the event of disasters to ensure livelihood
security in the event of disaster
 Works which reduce disaster risk are given priority in plans-such as local mitigation
etc.

Pradhan Mantri Gram Sadak Yojana (Infrastructure)

 The master plan for rural roads, the district rural road plan and identification of core
network under the planning process of this scheme should, which the overall
guidelines of its preparation, explicitly address the disaster risk reduction concerns
and accord priority to connect the vulnerable habitations
 The technical guidelines should explicitly provide for suitable protection and
inclusion of disaster risks concerns explicitly- while provision of cross drainage,

184
 slope stabilization, protection works are already included, in multi-hazard and
especially flood and landslide prone areas fair weather roads need to be upgraded on a
priority basis.
 The maintenance guidelines are modified to ensure that in case of disasters these
roads get provision for restoration to ensure all weather connectivity

Sarva Siksha Abhiyaan (Education)

 Development of policy paper on school safety

 Introducing school safety as a part of the guidelines of SSA which is currently focusing
on inclusive education.
 Developing model structurally safe designs for schools
 Introducing school safety in the Teacher’s training curriculum
 Training of Engineers appointed under the SSA schemes as well as the SSA State
coordinator/ Training of masons
 Construction of technology demonstration units
 Community Awareness

Jawaharlal Nehru Urban Renewal Mission (urban infrastructure)

 Emphasis on disaster risk audit at the stage of preparation of Detail Project Reports
 Inclusion of amending of building byelaws to ensure structural safety as a mandatory
reform in the mission cities to ensure safe habitat development (both structural safety
and fire safety norms)
 Inclusion of disaster management as a function of the Urban Local Bodies and
allocate resources
 Inclusion of disaster resistant features in the houses being constructed under the
BSUP components as well as to promote development of safe habitat.
 Inclusion of strategies for disaster management in the city development plans
 Training and capacity building programme for municipal officers on disaster
management

National Rural Health Mission (Health and Family Mission)

185
 Ensure that the Health Plan explicitly addresses the disaster risk reduction in the
vulnerable habitations and the vulnerable districts and the disaster management plan as
per DM Act 2005.
 Provide training to the ASHA workers on disaster health preparedness and response.
 Strengthening of Disease Health Surveillance system in rural areas.
 Ensuring structural safety of the CHC/PHC and other health care service delivery centers
in rural areas
 Training doctors and hospital staffs on mass casualty management and emergency
medicine
 Community awareness on disaster management.

SECTION 14

186
 RESOURCE INVENTORY&CAPABILITY ANALYSIS

RESOURCE INVENTORY
This chapter describes about various resources available in the district,which can be mobilized
for managing disasters in the district. Most of the resources of the District have been uploaded in
India Disaster Resource Network (IDRN) database. TheIndia Disaster Resource Network is an
online inventory designed as a decisionmaking tool for the Government administrators and crisis
managers tocoordinate effective emergency response operations in the shortest possibletime.

The major component of the chapter is listed below:

District Disaster Management Authority
Important Names & Contact Numbers
Names of Block Development Officers with Contact Numbers
Other Important Offices with Contact Numbers
List of Police Stations/O.P/BH/TB with Contact Nos.
List of Fire & Emergency Service Stations
List of Hospitals & Contact Nos.
Static First Aid Posts/Shelters under Urban Areas
List of Pharmacies in Shillong
Name of the S.K.Oil Agencies
Name of the Petrol Pumps
Name of the PDS outlets
Open Grounds for Setting up of Relief Shelters/helipads
List of Main Hospitals and Nursing Homes in Guwahati for Referral

District Disaster Management Authority

District Emergency Operations Centre- 1077/0364-2225289/2502094,

Fax-2502149

Sl. S
No Name Designation Address Contact Nos.
. tatus
1. Shri. P. S. Dkhar, Deputy Chairman O/O Deputy (O):0364-
IAS Commissione Commissioner, 2224003

187
 r East Khasi (R): 0364-
Hills, Shillong 2521561
(F): 0364-
2223394
(M):94361-17519
2. Shri. P.Syiem Chief Co- O/O Khasi (O):0364-
Executive Chairman Hills 2241601
Member, Autonomous (M):98563-83742
District District 80140-41742
Council Council,
Shillong
3. Smt.I.Majaw, Addl. Deputy Chief O/O Deputy (O): 0364-
MCS Commissione Executive Commissioner, 2503201
r Officer East Khasi
(M): 96120-
Hills, Shillong
02864

4. Shri. Davis Superintende Member O/O Supdt. Of (O): 0364-

N.R.Marak, IPS nt of Police Police, East 2224150
Khasi Hills,
(M): 98560-
Shillong
88248

94361-13208

(F): 0364-
2225675

5 Dr. DM&HO Member O/O District (O): 0364-

M.R.Basaiawmoi Medical & 2226432
t Health Officer,
(M): 87947-
East Khasi
13976
Hills, Shillong

6 Shri.F.Marbanian Addl. Chief Member O/O Addl. CE, (O):0364-

g Engineer, PWD (R ), 2227905
PWD, Roads East Khasi

188
 Hills, Shillong
7 Smti. M.Nongbri District Member O/O District (O):0364-
Agriculture Agriculture 2522290
Officer Officer , East
Khasi Hills,
Shillong

Important Names & Contact Numbers

Sl.No. Names of Officers Designation Office Address Contact Nos.

1. Smt.D.M.Suja, MCS Addl. Deputy O/O Deputy M: 9436164363
Commissioner Commissioner, East
Khasi Hills District,
Shillong

2. Shri.J.P.Lakiang, MCS Addl. Deputy O/O Deputy M: 9436113084

Commissioner Commissioner, East
Khasi Hills District,
Shillong

3. Smt.R.Iangrai, MCS Addl. Deputy O/O Deputy M: 9863068652

Commissioner Commissioner, East
Khasi Hills District,
Shillong

4. Shri.V.Syiem, MPS SP (City) O/O Supdt. Of M: 94361-03108

Police, East Khasi
Hills District,
Shillong

5. Shri.N.K.Syiem, MPS SP, Traffic O/O Supdt. Of O: 0364-

Police, East Khasi 2222900
Hills District, M: 8014081394
Shillong

6. Smt. Mary G. T. SP, Fire & Fire & Emergency O:2222247

Sangma Emergency Service, Fire

189
 Service Brigade, Shillong M:94363-36218

7. Shri.Ankit K.Singh, Sub- O/O SDO Civil Sub- M –9725136544

IAS Divisional Division, Sohra
8700052785
Officer

8. Shri.B.Kharbuli Chief O/O Chief Engineer, O-2226481

Engineer, PWD (R), Shillong
F-2226481
PWD (R)
M-9863063596

9. Shri.P.R.Marwein Chief O/O Chief Engineer, O-2506228

Engineer, PWD Standard,
PWD Shillong
Standard

10. Shri.M.R.Sangma Chief O/O Chief Engineer, O-

Engineer, PWD, NH, Shillong 2226429/2216
PWD (NH)
M-9436112841

11. Shri.L.Suchiang Chief O/O Chief Engineer, O- 2226551

Engineer, PWD, B, Shillong
PWD (B)

12. Shri.S.K.Sunn Chief O/O Chief Engineer, O-2225119

Engineer, PHE, Shillong
M-94361-04286
PHE

13. Shri.K.D.Phawa Chief O/O Chief Engineer, O-2211363

Engineer, Water Resources
F-2211363
Water Shillong
Resources

14. Shri. P.H.Khongsngi Deputy O/O Deputy O-2211746

Controller Controller, Civil
M-97742-94520
Defence, Shillong

190
15. Smt.K.Marbaniang District Social O/O the District O-0364-2224409
Welfare Social Welfare
M-98560-08442
Officer Officer, Shillong

16. Smt.D.V.Massar District O/O the District M-9856931046

Programme Programme Officer
Officer ICDS Cell
(ICDS)

17. Shri.A.Kharpran District O/O the District M-089740-

Sericulture Sericulture Officer 09351
Officer

18. Shri.R.Budnah EE, Urban O/O the EE Urban O-2220831

Affairs Affairs, Shillong
M-085753-
47184

19. Dr. (Mrs) A. Pakyntein District AH & O/O District AH & O-

Vety. Officer Vety. Officer, East 2241244/254872
Khasi Hills District, 4
Shillong
M-094363-
34515

20. Shri.E.Kharmalki, Secretary, MUDA, Shillong O-2227844

MCS MUDA

21. Shri. B.Sohlyia, MCS Chief Shillong Municipal O - 2501359

Executive Board
Officer

22. Shri P. S. Lyngdoh Asst. Information & O-2224957

Director, IPR Public Relations, M- 98569-27257
Lachumiere, F- 2224612
Shillong

23. Shri. H. F. Khongsit District O/O District O-2220219

Transport Transport Officer

191
 Officer

24. Shri.H.Decruse General O/O General O-2590117

Manager Manager, District
(M) -
Commerce &
09436111675
Industries Centre

25. Shri. D. K. Khonglah Divisional O/O Divisional Soil O-2591085

Soil & Water & Water
M: 94361-07021
Conservation Conservation
(Territorial) (Territorial), Polo

26. Shri. I. Rynjah Divisional O/O Divisional Soil O-2590361

Soil & Water & Water
M-9436330363
Conservation Conservation (Cash
(Cash Crop) crop), Polo

27. Smt. P. Lyngdoh District O/O District School O-2226847

School Education Office,
M- 9863022909
Education Mawkhar
Officer

28. Smt. L. M. Iangap Sub- O/O Sub-Divisional O-2226204

Divisional School Education
M-98560-07708
School Officer, Mawkhar
Education
Officer

29. Shri. B. R. M. Lyngdoh District Urban O/O District Urban O- 2223530

Planner, Affairs, Urban
Urban Affairs Affairs, Raitong
Building

30. Shri.Manjunatha C, IFS Divisional O/O Divisional O-2226375

Forest Forest Officer, Khasi
M-94369-99102
Officer, Khasi Hills Division
Hills Division

192
31. Shri R. Nainamalai, Divisional O/O Divisional O - 2502789
IFS Forest Forest Officer,
Officer, Silviculture
Silviculture Division, Shillong
Division,
Shillong

32. ShriB.Shangdiar Divisional O/O Divisional O- 2225305

Forest Forest Officer,
Officer, Training Division,
Training Shillong
Division,
Shillong

33. Shri S. A. Nongsiej, Divisional O/O Divisional O - 2591482

IFS Forest Forest Officer, East
Officer, East Khasi Hills SF
Khasi Hills Division, Shillong
SF Division,
Shillong

34. Shri I.A.G.Mathuram, Divisional O/O Divisional O- 2226181

IFS Forest Forest Officer, Khasi
M-9485104805
Officer, Khasi Hills WL Division,
Hills WL Shillong
Division,
Shillong

35. Shri M.M.Sangma, Divisional O/O Divisional O- 2226780

MFS Forest Forest Officer, FRS
M-94369-95609
Officer, FRS Division, Shillong
Division,
Shillong

36. Shri.P.S.Kharnaior District O/O District M: 9436107778

Horticulture

193
 Officer Horticulture Officer

37. Shri. E. Lamare EE, PHE GSWS Division-I, O-2223286

PHE Administrative
M-94361-16402
Complex

38. Shri.C.Kharwanlang EE, PHE Hills Division, Barik O-Extn 2212

Point
R-2226791

M-97740-10546

39. Shri. D. Marbaniang EE, PHE S&D Division, PHE O-2226987

Administrative
M-98560-08079
Complex

40. Shri.C.Marngar EE, PHE Electrical Division, O-2501912

Shillong, PHE
M-9863577067
Administrative
Complex

41. Shri.E. Khonglah EE, PHE Investigation M-9863097654

Division, PHE
Administrative
Complex

42. Shri.S.G.Kharmawphla EE, PHE GSWS Division II, O-2567305

ng Mawphlang
M-80147-46752

43. Shri.H.S.Nongkynrih EE, PHE Electrical Division, O-2567265

Mawphlang

44. Shri.H.S.Basaiawmoit EE, PWD (B) O/O the EE, PWD M-9436119557
Building Division

45. Shri.P.Dhar EE, PWD (E) O/O the EE M-9436103665

Electrical Division

46. Shri.B. M. Syiem EE, PWD (R) National Highway O - 2502357

Shillong Bye Pass
M-9436102314

194
 Division

47. Shri. W. R. Lyngdoh EE, PWD (R) National Highway M-9436322235

48. Shri.C.Kharmudai EE, PWD (R) Shillong Central M- 8575335381

Division

49. Shri.R.N.Wahlang EE, PWD (R) Shillong South M-9436309676

Division

50. Shri.P.K.Hajong EE, Water O/O the EE, Water M-9862425452

Resources Resources, East
Khasi Hills District,
Shillong

51. Shri S. Rangad CO Central Training M- 9856625678

Institute,
Mawdiangdiang

52. Shri.T.R.Pdah Chief MeECL, Shillong O- 2590812

Executive
M-9436108276
Officer,
Shillong
Distribution

53. Shri T. Passah Chief MPDCL, Shillong M- 94361-00655

Engineer
(Distribution)

54. Shri F. K. Langstieh Deputy MeECL, Shillong O- 2590145

General
Manager
(West)

55. Shri M. F. Mawlieh Deputy MeECL, Shillong O- 2223122

General
2222222
(East),
2223050

56. Shri J. H. Suchiang Superintenden O/o Superintendent O- 2225954

195
 t of Fisheries of Fisheries, East
Khasi Hills, Shillong

Names of Block Development Officers with Contact Numbers

Sl. Names of BDOs Office Address Office No. Mobile No.

No.

1 Shri.A.S.Mukhim, Shella-Bholaganj C&RD - 98567-82177

MCS Block
98621-90775

2 Shri.P.T.Passah, MCS Mylliem C&RD Block 0364-2561473 94021-35152

3 Smt.E.L.Warjri, MCS Khatarshnong-Laitkroh 89745-85801

C&RD Block
98560-18274

4 Shri.L.Kynjing, MCS Mawryngkneng C&RD 03637-235239 98630-67114

Block
98622-61834

5 Shri.W.M. Mawkynrew C&RD - 94363-04632

Marbaniang Block
96155-27463

6 Shri.P.S.Tynsong Pynursla C&RD Block 269518 94363-07322

7 Shri.M.Challam, MCS Mawphlang C&RD 0364-2567278 98631-14269

Block

8 Shri.P.Mukhim Mawsynram C&RD 98560-84164

Block

9 Shri.M.Challam, MCS Sohiong C&RD Block 98631-14269

Other Important Officeswith Contact Numbers

196
Sl.No. Name of Offices Contact Numbers

1 Indian Red Cross Society, Meghalaya Branch, 2223403/2220459/2223674

Oxford Hill, Kenches Trace, Laban, Shillong

2 All India Radio, Shillong 2224153/2230075/2223057/22244

39

3 Doordarshan Kendra, Shillong. 2580312/2580320/2580311

4 MeECL, Shillong. 2591609/2590145

5 BSNL, Shillong 2222228/2223700/2223400

6 Meghalaya Transport Corporation 2232779/2222864

7 Shillong Municipal Board 2224702/2224850/2224702

8 Head Quarter Army 101 Area, Shillong 2224300/2224302

9 Eastern Air Command, Upper Shillong 2561461/2561465

10 Border Security Force, Shillong 2535891/2230411/2534856

11 Central Reserve Police Force, Shillong 2210321/2590069/2591948/

12 Indo-Tibetan Border Police Force, Shillong 2220438/2224591

13 Assam Rifles, Shillong 2705403 Fax-2705419

14 National Disaster Response Force, Guwahati 0361-2841464, Fax-2840284

15 Indian Meteorological Department, Shillong 2560106, 2561638

16 Indian Meteorological Department, Guwahati 0361-2840225/2840552/2842421

(F)

17 North Eastern Space Applications Centre, Shillong 2570141, Fax-2570139

18 Chief Engineer, Central Water Commission, NER 2226226

List of Police Stations/O.P/BH/TB with Contact Nos.

197
Sl.No Name of Police Stations/Out Posts/Beat Houses/Traffic Contact Numbers
Branch

1. Police Control Room 100, 2222277, 2226101

2. Women Police Station 2502077

3. Sadar Police Station 222440, 2224818

4. Laitumkhrah P.S. 2223069

5. Lumdiengjri P.S. 2548151

6. Laban P.S. 2223168

7. Mawlai P.S. 2575505

8. Madanryting P.S. 2231408

9. Rynjah P.S. 2230402

10. Mawsynram P.S 03657-242320

11. Pynursla P.S 03653-269368

12. Shella P.S 03637 - 261353

13. Sohra P.S 03637-235227

14. Jhalupara O.P 2547600

15. Cantonment BH 2544124

16. Pasteur BH 2591545

17. Kench’s Trace BH 2224055

18. Sohryngkham O.P 2265211

19. Mawryngkneng, P. S 0364-2264403

20. Mawngap O.P 2567230

21. Nongmynsong O.P 2230224

22 Nongthymmai O.P 2537587

198
23. Mawdiangdiang O.P 2908684

24. Dangar O.P -

25. Bholaganj P.C.P -

26. Tyllap O.P -

27. Shillong Sadar Traffic Branch 2223451

28. Lumdiengjri Traffic Branch 2548083

29. Laitumkhrah Traffic Branch 2227731

30. Madanryting Traffic Branch 2535322

List of Fire & Emergency Service Stations

Sl. No. Name of Station Office No. Equipped with VHF
1. Control Room, 2227000/101 Yes
F&ES, Shillong
2. Nongthymmai 2227000/2223300 Yes
F&ES
3. Bara Bazar FS 2222000 Yes
4. Mawlai Sub F&ES 2546875 Yes
5. Upper Shillong Sub 2560327 Yes
F&ES
6. Mawngap F&ES - Yes
Camp
7. Sohra Sub F&ES 03637 - 235261 No
8. Shella Sub F&ES - No

List of Hospitals & Contact Nos.

Sl. No. Name of Hospitals Contact Nos.

1 EMRI 108
2 Civil Hospital 2223889, 2224100
3 Ganesh Das Hospital 2224766, 2590766

199
 4 KJP Hospital 2242053, 2548053
5 Military Hospital 2224368
6 Nazareth Hospital 2224052, 2210188
7 Reid Chest Hospital 2241497, 2225742
8 Bethany Hospital 2520300, 2300168
9 Woodland Hospital 2224885, 2225240
10 NEIGRIHMS 2590593, 2590623
11 Super Care Hospital 2506226
12 NIMHANS 2591714
13 Red Cross Hospital 2223403
14 Govt. Eyes Hospital 2225399, 2225423
15 J.R.Geonka 2241483
16 T.B.Chest Hospital 2241521
17 Children Hospital, Pohkseh 2535061/2535062

Static First Aid Posts /Shelters under Urban Areas

1. Ram Krishna Mission Dispensary, Laitumkhrah
 Ramkrishna Dispensary Compound
 St. Edmund’s School
 Laitumkhrah Presbyterian High School
 Football field at Motinagar
2. Bethany Hospital, Nongrim Hills
 Sports Complex, Nongthymmai
 S. Ferrando School
 Mizo Modern School, Nongrim Hills
 H. Elias School, Nongshilliang
 Auxilium School, Nongshiliang
 Eriben School, Jylli’s Shop, Nongthymmai
 NEHU existing facilty at Upper Nongthymmai
 IIM, Shillong at Mayurbhanj Complex

3. Nazareth Hospital, Laitumkhrah

 NEHU Bijni Complex
 Shillong College

200
  St. Margaret’s School, Upland Road
 St. Mary’s School, Upland Road
4. Woodland Hospital, Dhankheti
 Malki Ground
 Don Bosco Youth Centre
 Law College , Dhankheti
 St. Anthony’s School
 Seven Set School, Malki
5. John Roberts Hospital ( KJP ), Jaiaw
 St. Joseph’s School
 Dinam Hall
 Khasi Pnar School
 St. Dominic School
 Seng Khasi School
 Community Hall, Lumdiengjri
 Govt. Boys’ School, Jaiaw
 Mawkhar Christian High School
 St. Joseph’s Dispensary, Jaiaw
6. E.S.I. Dispensary, Lachumiere
 Areas of Lower Lachumiere
 Office of the DM&HO
7. P&T Dispensary, opp. Raj Bhawan
 Offices of the A.G.
 A.G. staff quarters
 Youth Hostel
8. Demthring Urban Health Centre (UHC)
 Presbyterian Compound - Madanriting
 Holy Child Schoo l- Demthring
 St. Peter’s School – Madanriting
9. Nehru Memorial St. Dispensary, Mawlai
 Sacred Heart Compound - Mawlai
 Madan Heh
 Basic School – Mawlai Kynton Massar
10. Laban State Dispensary, Laban

201
  Laban State Dispensary Compound
 Community Hall - Upper Lumparing
 Community Hall - Lumsohphoh, Laban
11. Bishnupur Urban Health Centre
 Sishu Mandir – Bishnupur
12. R.P. Chest Hospital, Jhalupara
 R.P. Chest Hospital Compound
13. Goenka Hospital (Cantonment Board Dispy.) - Jhalupara
 Goenka Hospital Compound – Garikhana
14. Mawprem Urban Health Centre
 Community Hall - Mawprem
 Hindu Mission School
 Community Hall - Lumsohphoh Mawprem
15. Umsohsun Urban Health Centre
 Community Hall - Sweeper’s Colony
 Community Hall - Riatsamthiah
 Christian Academy School (Block III) – Wahingdoh
16. Civil Hospital, Shillong
 Community Hall - Jail Road
 Bengali Boys’ School - Jail Road
 Bengali Girls’ School - Jail Road
 Community Hall - Oakland.
 St. Xavier’s School, Polo
17. Mawpat Urban Health Centre
 Mawpat Community Hall
 Langkyrding Community Hall
18. Mawlai Urban Health Centre
 Basic School, Mawlai Kynton Massar
 Umthlong Community Hall
 Umjajew Girls L.P. School
19. Rynjah State Dispensary
 Umpling Community Hall
 Lapalang Community Hall
 Nongrah Community Hall

202
  Pohkseh Community Hall

List of Pharmacies in Shillong

A. Retailers

Sl.No Name & Address of the Premises Address & Contact No. of the Proprietor

1 M/S Economic Medical Hall, Police Shri.Narendra Singhania, Police Bazar-

Bazar 793001, Ph-2224237

2 M/S Assam Pharmacy, Police Bazar, Shri.Dilip Kr. Bhattacharjee & Shri.Pradip
98630-29205 Kr Bhattacharjee, Polo Hills, Shillong

3 M/S Mahari & Sons, Mawkhar, Shri.Jwain Singh Kharshiing, Mawkhar,

Motphran, Shillong Motphran, Shillong

4 M/S Town Pharmacy, G.S.Road, Shri.Jyotendro Bhattacharjee, Oakland,

Shillong-1, Ph-2224441 Shillong-1

5 M/S Drugs Store, E.N.Complex, Shri.Swapan Dastidar, Harisona Road,

G.S.Road, Umsohsun, Shillong-2 Laban, Shillong-4, 2222604

6 M/S Redicura, G.S.Road, Motphran, Shri.S.Trilok Singh Ranhotra, G.S.Road,

Shillong-2, 2221560 Shillong-2

7 M/S Meghalaya Pharmacy, Shri.Arabinda Deb, Nongrimbah,

Laitumkhrah, Shillong-3 Laitumkhrah, Shillong-3, 2210518

8 M/S Delite Pharmacy, Police Bazar, Shri.Kashi Nath Singhania, Police Bazar,
Shillong Shillong, 9436101250

9 M/S Pioneers Medicals, Barabazar, Smt.Jyotsna Paul, Audit Estate, A.G

Shillong Qtr.No.124/II, Motinagar, Shillong-14,
2243752

10 M/S Shri.Krishna Medical Store, Laban, Shri. Lalit Kumar Dey, Howel Road, Laban,
Shillong-14 Shillong-14

203
11 M/S Kiron Drugs, Polo Bazar, Shillong- Shri. Surabrata, Shri Sanjoy Purkayastha,
1, 2591638 Smt.Manjula Purkayastha, Nongumkhrah,
Polo Bazar, Block-I, Shillong-1

12 M/S K.J.Medical Store, G.S.Road, Shri.Ratan Kumar Jasrasaria, Quinton Road,

Shillong-2, 2243078 Shillong

13 M/S Uptodate Drugs Store, Smt.Spero Meliora Nongpluh, Pohkseh,

Laitumkhrah, Shillong-3 Nongthymmai, Shillong

14 M/S Gupta’s Medico Chemist & Shri. Haripada Gupta, Lower Jail Road,
Druggist, Polo Bazar Shillong-1 Shillong-1. 2220816

15 M/S T.D.Pharma, Garikhana, G.S.Road, Shri.Lambot Pyrbot, Lamavilla, Shillong

Shillong-2. 2241779

16 M/S Bharat Medical Store, Iewduh, Shri.Mohamad Shued, 71, Jhalupara

Shillong. 2544278 Cantonment Shillong.

17 M/S Shree Durga Pharmacy, Iewduh, Shri Rajat Deb, Durga Kutei, Oakland,
Shillong Shillong-1

18 M/S Kessel House of Medicine, K.J.P. Smt.Gail Russel Lyngdoh, Pdengshnong,

Synod House, Mawkhar, Shillong-2, Mawlai Mawroh, Shillong-8. 2590669
2243469

19 M/S Laitumkhrah Health Care, Dr.Wazed Ali Wardecruse, behind ITI

Laitumkhrah, Shillong-3 Lower Rynjah, Shillong-6. 98630-67324

20 M/S Sarkar Medicine Centre, Police Smt. Barun Chakravarty, Oakland, Shillong-
Bazar, 2210550 1

21 M/S Modern Drugs Centre, Qualapatty, Smt. Neeru Arora, Qualapatty, Shillong-2.
Shillong. 2243358 98630-62576

22 M/S Sumarlang Medical Store, Iewduh, Smt.Shimtilut Nongbri, Nongthymmai,

Shillong Shillong

23 M/S Dev Medico, Qualapatty, G.S. Shri Ujjal Paul, Upper Mawprem, Shillong-
Road, Shillong. 2243082 2. 98631-11082

204
24 M/S Vista Pharma, Bishnupur, Shillong- Smt Millethun Swer, Lawsohtun, Block-III,
4 Laban, Shillong

25 M/S Drugs Store, Laitumkhrah Branch, Smt.Sumita Dastidar, Risa Colony,

Laitumkhrah Main Road, Shillong-3. Shillong-3
2228820

26 M/S Dalari Medicos, Iewduh Taxi Smt. Aiom Baiar Dkhar, Demthring River
Stand, Shillong-1 side, Nongthymmai, Shillong-14

27 M/S Meghdoot Pharmacy, Hotel Polo Shri Bhanu Kar Das, Lower New Colony,
Tower Building, Polo Bazar, Shillong Near B.K.Bajoria School, Shillong-3

28 M/S Variety Medicine Centre, Iewduh, Shri Kanulal Choudhury, Sharma Building,
Shillong Keating Road, Shillong-1, 2544260

29 M/S Shiwani Medical Care, 17, Shri Anand Kumar Thapa, Near JB
Jhalupara Cantonment Bazar, Shillong-2 Cantonment Police Out Post, Barapathar,
East Khasi Hills, Shillong, 2545495

30 M/S Wirika Medicals, Mawlonghat Opp. Smt Telda M Pakyntein, Jingkieng

Cherra Bus Stand, Shillong Nongthymmai, Shillong, 94361-01577

31 M/S Cash Pharmacy, Thana Road Smt Khanam Khatum

32 M/S B.B.Drugs, Laban, Shillong Shri Umasankar Dasgupta, Laban, Shillong-

4

33 M/S Binode Medicos, Polo Bazar, Smt Tamalika Das, Opposite CBI Office,
Shillong Oakland, Shillong-1, 2226461, 98630-67819

34 M/S Heal Pharmacy, Jhalupara, Shri Shyamal Chandra Paul

Shillong-2, 2544636

35 M/S Amrita Medicos, Banik Mansion, Shri Gurendra Das Purkayastha, Jail Road,
Jail Road, Shillong. 2210853 Shillong

36 M/S The Mediciner, Laitumkhrah, Smt Sharmila Dutta

Shillong-3. 2221143

37 M/S Lahun Pharmacy, Laitumkhrah, Smt Lahunmon Sohliya, Mawlai Mawroh,

205
 Shillong-3 Shillong. 2590514

38 M/S Kyndiah Medicos, Tirot Singh Shri Monphio Kyndiah, Lumkshaid, Lower
Syiem Road, Wahthapbroo, Shillong Mawprem, Shillong. 98630-65384

39 M/S Senapati Medical, Laban Bazar, Shri.Bidhan Senapati, Babul Kutir Laban,
Shillong-4. 2229722 Jack Sion Trace Road, Shillong-4

40 M/S Damecha Pharma, Laitumkhrah Smt Meiktila Budnah, Jaiaw Langsning,

Beat House, Shillong Shillong-2

41 M/S Norpal Medical Store, G.S. Road, Shri Ram Niwas Mishra. 94361-04837
Qualapatty, Shillong-2

42 M/S Khiah Krat Medicos, G.S. Road, Shri Samarendra Dey, Prabha Cottage,
Shillong. 2544915 Rilbong,, Shillong-13

43 M/S Qualapatty Medico, Qualapatty, Shri Emmuhod Pakyntein, Qualapatty,

Shillong-2. 2545273 Shillong-2

44 M/S Shabong Pharmacy, Barik, Shillong Shri Hansel H.Shabong “Sha Marr” Upper
Nongrim Hills, Shillong-3.94361-10597

45 M/S Mawprem Medicure, Upper Shri Damodar Pandey, Upper Mawprem,

Mawprem, Shillong Shillong-2. 94363-07421

46 M/S Sure Cure, Pharma, Last Stop Smt Mitali Sohkhlet, Rilbong, Shillong-4
Kench’s Trace, Shillong-4

47 M/S Meghalaya Health Care Pharmacy, Shri Karuna Sindhu Ghosh, Lower New
Jail Road, Shillong-1. 2222555 Colony, Shillong-3

48 M/S Sabnam Medical Store, Motphran, Smt.Sabnam Naz 57 JB Jhalupara, Shillong-

G.S. Road, Shillong 2. 98630-85944

49 M/S OK Medicos, Mawlonghat, Md. Aquil Ahmed, 82, Garikhana, Shillong-

Shillong. 2547271 2

50 M/S Pappu Medical Shri Dibyojoti Acharya, Last Stop Laban,

Shillong

51 M/S Choudhury Pharmacy, Police Smt Meenakshi Banerjee, Shri Surjya

206
 Bazar. 2224435/2501319 Banerjee, Shri Swadhin Banerjee, Police
Bazar, Shillong-1

52 M/S Usha Medical, P.Warbah Complex, Shri Debobrata Bhattacharjee, Upper Jail
Lower Jail Road, Polo Bazar, Shillong Road, Shillong

53 M/S Central Pharmacy, Goenka House, Smt Mongoli Das, Lower Lachumiere,
Police Bazar, Shillong-1. 2224614 Shillong-1

54 M/S Classic Medicos, Qualapatty, Shri Balbir Singh, C/o Mumtina Shullai,
G.S.Road, Shillong. 2243301 Wahthapbroo Flat No 13, Shillong

55 M/S Shubha Medicos, Cooperative Store Shri Bibhuti Bhushan Chakravorty, Basanti
Complex, Rilbong, Shillong-4 Kutir, Rilbong. 2220457

56 M/S Angshu Medical, Polo Bazar, Shri Anup Dey, Polo Bazar, Shillong-1
Shillong-1. 2220208

57 M/S S.M.Drugs Store, Mawbah, Smt Mina Das, Mawbah, Shillong. 2545570
Shillong-2

58 M/S Sai Medical Centre, Jail Road, Dr.Nivedita Sen Dutta Choudhury, Oakland,
Shillong opp. Community Hall, Shillong-1

59 M/S Chakravorty Medical Laban Last Shri Subhamoy Chakravorty, ‘Nalanda’

Stop, New Red Cross Meghalaya, Laban Last Stop, Shillong-4
Shillong-4. 2222441

60 M/S Sharma Medicals, P.K. Warbah Shri Raj Kumar Sharma, Polo Bazar,
Complex, Polo Bazar, Shillong Shillong. 98630-66431

61 M/S Get Well Medicos, Dhankheti Smt Cristeen Pariat, C/O R.B. Gurung,
Road, Shillong. 2229947 Cleave Colony, Shillong

62 M/S New Star Medicos, Bara Bazar, Md. Taiyab

Shillong

63 M/S Jyoti Medical Hall Chemist and Smt Sabita Das, opp. St. John Church,
Druggist, Laban Shillong-4. 98630- Laban Shillong-4. 2220931
67112

207
64 M/S Jeevan Jyoti Medical Pabitra Shri Sajal Chakravorty, Upper Mawprem,
Ghatong, 175 Jhalupara, Shillong-2 Shillong. 98630-63352

65 M/S Laxmi Medical Store, Pala Shri Surajit Dey, C/O Laban Printer Keating
Complex, Laban, Near Red Cross Road, Shillong-2. 2225312, 94361-01434

66 M/S Moonlight Pharmacy, Jail Road,

Shillong

67 M/S Ryndiar Medicare, Iewduh, Shri A.Filington Roy Thangkhiew,

Shillong Lummawbah, Block-I Raid Sawkur
Nongkseh, 3rd Mile Upper Shillong. 94361-
16702

68 M/S Mritunjay Pharmacy, 23, Shri Chandra Shekhar, Tigrania, Govind

Cantonment Area, Shillong Bhawan, Nongrim Hills, Shillong-3.
2544186/2544157

69 M/S Parari Medical Store, Keating Shri. Godwyne Nongrum, Lumkshaid,

Road, Shillong Lower Mawprem, Shillong-2. 98630-66772

70 M/S Eize Drugs Store, Police Point, Smt. Lucinda Sohkhlet, Near Nazareth
Near Nazareth Hospital, Laitumkhrah, Hospital, Police Point, Laitumkhrah,
Shillong-3 Shillong-3. 94361-04742

71 M/S Laitumkhrah Pharmacy, Dr.Clarinda E.Khongwar, Nongrim Hills,

Lummawrie, Laitumkhrah, Shillong-3. Laitumkhrah, Shillong
2520252

72 M/S Jaiaw Drugs Store, Jaiaw Main Shri Carl Allison Syiem, Jaiaw Lumsyntiew,
Road, Shillong Shillong-2. 98630-97355

73 M/S Bani Medical Three Pine Colony, Shri KishorChoudhary, Ishan Kutir, Three
Laban, Shillong-4 Pine Colony, Laban. 94363-07280

74 M/S J.B.Pharmacy, Demseiniong, Shri Kamal Malakar, Nongrim Hills,

Shillong Shillong-3. 98625-85870

75 M/S J.S. Medical, Upper Mawprem, Smt Sabari Paul, Upper Mawprem, Opp.
Shillong Police Beat House, Shillong-2. 98630-22893

208
76 M/S Health Care Pharma, Bishnupur, Shri Kitlang Slong, Lamavilla, opp.
Shillong-4 Community Hall, Shillong-2. 98630-62283,
98630-80496

77 M/S Megha Junam Medicos, 8 JB Shri Chandra M.Rai Dkhar, 8 JB

Cantonment, Shillong Cantonment, Shillong-2

78 M/S Rasong Medico, Demseiniong, Smt Dafne Corriecia Syiem, Polo Hills,
Shillong Shillong. 98631-04308

79 M/S Neha Medicos, Mawlonghat Shri Ganesh Chanda, Garikhana, Narsing

Akhara, Shillong-2

80 M/S Lucky Division Shri George Gilbert Dop, Lawmali Pasteur

Institute Road, Shillong

81 M/S Red Cross Pharmacy, Howell Road, Smt.Evansary Marbaniang, Sino House
Laban, Shillong-4 Madan Laban, Shillong-4. 98633-17370

82 M/S Dhar Medical, ABP Road Laban Shri Pankaj Dhar, Dhar Villa Kench’s
Bazar Trace, Shillong-4. 94361-05443

83 M/S Loknath Pharmacy, New Complex, Shri Ranjit Chakravarty, Barapathar,

Barapathar, Shillong Shillong-2

84 M/S Arati Medical Hall, Laban Howell Shri Rajib Das, Lower Lumparing, Laban,
Road, Shillong-4 Shillong

85 M/S Hope Clinic, Pine Mount Ridge, Dr.Daljit Singh Sethi, Highwinds, Pine
Barik, Shillong Mount Ridge, Barik. 2228784

86 M/S Charis Pharmacy, Police Point, Shri Wom Wara De Chen, Lumshngian,
Laitumkhrah Rynjah, Shillong-6

87 M/S Krypton Medico, N.M. Society Shri Ratnadip Deb, C/O Deb Kutir, Forest
Complex, Polo Bazar, Shillong Colony, Shillong-1. 2591391

B. Restricted

Sl. No Name of Licensee Address

209
 1 Shri. Amalendu Paul M/S Surjamani Paul & Others, Iewduh, Shillong

2 Shri Bhani Ram M/S Kaluram Jainarain, G.S Road, Shillong

Jasrasaria

3 Shri Pawan Jasrasaria M/s J.S Store, Laitumkhrah

4 Shri Mian Lamin Iewduh

5 Shri Krelishon Iewduh, Shillong

Marngar

6 Shri Reniwell Majaw Iewduh, Shillong

7 Shri Daniel Star R M/S Shillong Cooperative Marketing Society, Iewduh,

Jeen Shillong

Name of the S.K.Oil Agencies

Sl. No. Name of Locations/Block Name of Wholesalers/Nominees Contact Details

1. Laitumkhrah Assam Auto Agency 9863104410

2. Rynjah G.G. & Co. 8974233044

3. Laban Kero Fuel 9436100075

4. Karikhana M.M. & Co. 9436317073

5. Polo S. Hynniewta 9436104063

6. Mawlai S. Kharbamon 9774282166

7. Shillong Ashok Auto Trader 9862667178

8. Nongthymmai L. Khiangtee 9436165109

9. Polo MECOFED 9615525026

PETROL PUMPS UNDER SHILLONG – SADAR DIVISION

UNDER HINDUSTAN PETROLEUM CORPORATION LIMITED

210
 Sl. No. Name of the dealer Name of the Phone No.
Centre
1. M/s P. Marbaniang Service Station Shillong 2223660 (R), 2521425 (P)
2. M/s Thangkhiew Service Station Upper Shillong 2547490 (R), 2548973
3. M/s Thangkhiew Service Station Mawlai
4. M/s Thangkhiew Fill In Centre Barabazar
5. M/s Hava Tariang Service Station Mawlai Mawiong 252073 (R)
6. M/s Reliable Refilling Centre Mawlai 9436100441
(Banrilin Lyngdoh-Owner)
9436301288 (Manager)
UNDER INDIAN OIL CORPORATION LIMITED ( MARKETING DIVISION)
Sl. No. Name of the dealer Name of the Phone No.
Centre
1. M/s Ashok Auto Service Shillong 2228178 (R)2222134 (P)
2. M/s United Hills Super Service Station Shillong 2222632 (R)2222480 (P)
3. M/s Mahari & Son Service Station Shillong 2241130 (R)2241209 (P)
4. Banalari Service Station Mawlai 2575308
5. M/s Bawri Service Station Dhankheti
6. M/s Abigail Service Station Nongthymmai 9436101903 (Mukesh)
7. M/s Shillong Highway Service Station Mawlyndep 9436303127 (Manager)
8. M/s Kurbah Service Station Mawangap 2567631 (P)

UNDER INDIAN OIL CORPORATION LIMITED ( ASSAM OIL DIVISION )

Sl. No. Name of the dealer Name of the Phone No.

Centre

1. M/s Mawiong Motors Mawiong 2520855 (R)2520947 (R)

2575061

2. M/s Khasi Hills Petroleum Supply Co. Mawlai 2222002 (R)2575707 (P)

3. M/s Peak Service Station Dhankheti 2504692 (R)2222118 (P)

4. M/s Peak Service Station Laitkor 25046921 (R)2580303

211
 5. M/s Assam Auto Agency Laitumkhrah 2501234 (O)2520855 (P)

6. M/s Assam Auto Agency Jail Road 2501234 (O)2520855 (P)

7. M/s Inda Refill Centre Mawryngkneng

8. M/s Rani Service Station Weiloi

9. M/s Donbok Service Pynursla

10. M/s Mahari & Company Nongthymmai 2241130 (R)2241209 (P)

11. M/s Madan Mohan & Co Mawlai 3rd Mile 2548685, 2222002

12 M/s Upper Shillong Service Station Upper Shillong 2560104

UNDER INDIAN BURMA PETROLEUM CO. LTD

Sl. No. Name of the dealer Name of the Centre Phone No.

1. M/s Pynbianglang Refilling Station Mawiong 943610461, 2575809

(R)

Public Distribution Systems

A. Urban Areas: Wholesalers

Sl. No. Name of Locations/Block Name of Wholesalers/Nominees Contact Details

1. Nongthymmai, Laitkor S.S. Roy Thangkhiew 9612772451

2. S. Khongjee 9862041298

3. K.P. Syiem

4. Madanriting-Umpling S.I. Kharkongor 9863116526

5. K.P. Syiem

6. C. Kharkongor

7. P. Jyrwa 9856088267

212
 8. T. Mukhim 9856008026

9. Laitumkhrah S. Khongjee

10. Malki D. Lyngwa 9863061005

11. European, Police Bazar S. Sawkmie 9436303070

12. Laban D. Lyngwa 9863061005

13. R. Lyngwa 9436102831

14. Cantonment K. Jaisukhlal 9436103810

15. P. Bothra 9436101825

16. W. Sawkmie

17. Mawprem J.P. Agarwala 9436336600

18. B.K.J.P. 9863097017

19. Mawlai M. Nongkynrih

20. P. Mylliem

21. Banri Lyngdoh

22. A.Malngiang 9863531831

23. Polo-Pynthorumkhrah Cosgrave Lyngdoh 9089071808

24. R. Khardewsaw 9436302088

25. N. Khongiong

26. 3rd Mile Upper Shillong N. Kurkalang 9436105259

27. C. Lyngdoh 9436105259

28. Jaiaw S. Kharkongor

29. Barkupar Lyngdoh 8014609742

Open Grounds for Setting up of Relief Shelters/helipads

213
  Garrison Ground
 Polo Ground
 Fire Brigade Ground
 St. Edmund’s College Ground
 GTC Grounds, Happy Valley
 Lady Hydari Park
 Golf Links
 Mawroh L.P. School Ground
 Sacred Hearts School Ground, Mawlai Phudmawri Ground
 Students Field, Jaiaw
 Nongthymmai (near Me.S.E.B. Sub Station) Ground
 Pohkseh Ground
 Malki Ground
 Home Guards, Bishnupur Ground
 All Saints School Ground.

List of Main Hospitals and Nursing Homes in Guwahati for Referral

Sl. Name Address Phone No.

No.

1. M/S Dispur Polyclinic & Nursing Ganeshguri Dispur, 2220769/2260864

Home
Guwahati – 36

2. M/S Nemcare Hospital G.S. Road, Bhangagarh, 2455906/2528587

Guwahati – 5 Fax – 2457344

3. M/S Wintrobe Hospital G.N.B. – Road, Ambari,l 2522860

Guwahati – 1

4. M/S Central Nursing Home Behola Basistha Road, 2262044/2265923

/2227342
Guwahati – 28

5. M/S Down Town Hospital Ltd. G.S. Road, Dispur, 2331003/2330659

/2330695/233274
Guwahati – 36

214
 1

6. M/S Guwahati Neurological Dispur, Guwahati – 36 2227700-04

Research Centre Ltd.
Fax – 2227711

7. M/S Agile Hospital Jayanagar Chariali, Beltola, 2620611

Guwahati

8. M/S Gutucharan Polyclinic cum M.D. Shah Road, Paltanbazar, 2514194/2540876

Nursing Home
Guwahati – 8

9. M/S H.M. Hospital & Research Hatigaon, Dispur, 260948

Centre (P) Ltd.
Guwahati – 33

10. M/S East End Nursing Home & G.N.B. Road, Bamunimaidam, 2550334/2556008
Research Institute /2740045
Guwahati – 21

11. M/S Care Home & Diagnostic Bamunimaidam, Guwahati – 2550202

Centre 21

12. M/S International Hospital Lotus Tower, Christianbasti, 2347700/01/02/03

G.S. Road, Guwahati – 5
Fax – 2347715

13. M/S Central Clinic and Nursing M.S. Road, Faneybazar, 2602104/2549065
Home
Guwahati – 1

14. M/S Kalicharan Das Nursing Kalapahar, Gopinath Nagar, 2472963/2476774

Home & Polyclinic Guwahati – 16

15. M/S Nightingale Hospital (E.N.T.) Ganeshguri, Kacharibasti, 2342920

Dispur, Guwahati – 5

16. M/S Marwari Maternity Hospital Satijoymati Road, Guwahati 2541201/2541202

17. M/S Good Friend Hospital & G.S. Road, Dlubari, 2515209
Research Centre
Guwahati – 7

18. M/S Swagat Endolaparoscopic, A.T. Road, Santipur, 2131726/2637899

215
 Surgical Research Institute Guwahati – 9 Fax – 2519026

19. M/S Barthakur Clinic Pvt. Ltd. Kharghuli, Guwahati – 4 2543411/2546233

Hospital

20. M/S Sacred Home Hospital & Kachaibasti, B.K. Kakati Road 2431358
Research Clinic Pvt. Ltd. Byclane – 4, Ulubari,

Guwahati – 7

21. M/S Kumar Nursing Home K.R. Choudhury Road, Near 2570033
Panchali, Kumarpara,

Guwahati - 9

22. M/S Dr. B.A. Saikia Memorial A.T. Road, North Jalukbari, 2529854/2527229
Nursing Home Adabari, Guwahati – 14

23. M/S Aruna Memorial Hospital Rajgarh Road, Bhangagarh, (9536231)

Pvt. Ltd. Guwahati – 5 2840001/2840379

24. M/S Greenland Nursing Home & V.I.P. Road (Guwahati 2268230/2263407
Medhi Diagnostic Clinic Airport), Guwahati – 17

25. M/S Good Health Hospital G.S. Road, Guwahati – 6 2522647/2562130

26. M/S City Heart Hospital Rajgarh Road, Guwahati – 7 2491090

27. M/S Sangpo Health Care Pvt. Ltd. Adagodown, Lakhara Road, 2522959
Guwahati – 34

28. M/S City Nursing Home R.K. Choudhury Road, 2529390/2529945

Bharalumukh, Guwahati – 9

29. M/S N.L. Medicure & Research Sarboday Path, Bus Stop 2202338
Centre A.B.C., G.S. Road, Guwahati –
5

30. M/S Midland Hospital & Research Sreenagar (Near Zoo), 2522866/2541859
Centre (P) Ltd.
R.G. Baruah Road, Guwahati –
5

216
31. M/s Sidhant Maternity & Nursing Subhadra Bhawan, Chatribari, 2544560
Home Guwahati – 6

32. M/S Institute of Human Bharalumukh, Guwahati – 9 2431358

Reproduction (Goenka Nursing
Home)

33. M/S Advance Neoro-Science Kahililpara Road, Ganeshguri, 2263540/2335519

Hospital (Near Ganesh Mandir),

Guwahati – 6

34. M/S Carewell Polyclinic and Silpukhuri, Guwahati – 3 2666352

Diagnostic Centre (P) Ltd.

35. M/S Ramcharan Foundation for Sandhyachal Nagar, Lalmati, 2303674

Better Medical Care Guwahati – 29

36. M/S Reliance Polyclinic Mathgharia – 2, Guwahati – 20 2550338

37. M/S Sri Sankardev Netralaya Beltola, Guwahati – 28 2305516/2228879

-80/2223922-21

38. M/S Brahmaputra Hospital Ltd. Six mile, G.S. Road, 2227014/2230035

Guwahati – 22

39. M/S E.G. Nursing Home (P) Ltd. Narengi Tiniali, Guwahati – 26 2641898/2640697

40. M/S Marwari Hospital & Sati Joymati Road, Athgoan, 2662774/2662775
Research Centre Guwahati - 8 /2602738-39

45. M/S Omega Eye Clinic & Lankeswar, Near Old Survey 2572374
Research Centre Jalukbari, Guwahati – 14

46. M/S Satribari Christian Hospital K.C. Choudhury Road, 2600051/2540193

Guwahati – 8

47. M/S Institute of ENT – Head & B.K. Kakati Road, Uluhari, 2460513
Neek Surgery & Research Centre Guwahati – 7

48. M/S Arya Hospital A.M. Road, Rehabari, 2606888/2606665

217
 Guwahati – 8

49. M/S Dr. S.C. Jain Maternity & Ganeshguri, Janakpath,

Nursing Home
Guwahati – 6

50. M/S Guwahati Lions Eye Hospital Lions Hospital Road, Rehabari, 2541235/2637423
Guwahati – 8

51. M/S Sanjivane Hospital Maligoan, Guwahati – 12 2674892/893

52. Guwahati Medical College Bhangagarh, Guwahati 2529457,

Hospital 2528417

53. MMC Hospital Panbazar, Guwahati – 1 2543998

54. N.R. Rly Hospital Maligaon, Guwahati 2570492

55. Red Cross Hospital Red Cross Road, Chandmari, 2665114

Guwahati – 3

SECTION 15

CONCLUSION

218
The Shillong City Plan has been designed to serve the District Administration in efficient
management of any emergency situation that may arise. It not only lays out the various activities
that the different government departments and their officials have to carry out in the event of a
disaster but also the disaster risk reduction activities that would be needed to prevent any such
disaster. Therefore, this document could be referred by the district officials in carrying out of their
normal administrative and developmental activities as well so that all of their activities have an
inbuilt component of disaster management.

This document could also be referred to by the citizens of Shillong as it contains crucial aspects of
family and household level preparedness for different kinds of disasters. This document will also
provide the citizens with an idea as to how the District Administration would carry out disaster
response activities in the event of a disaster and what would be expected of them.

This plan would also provide non-government agencies and international funding organizations
with an idea as to where they could chip in with their resources and expertise to provide services
related to disaster risk reduction or in the aftermath of an emergency.

Used in the right spirit, the Shillong City Plan can go a long way in building the disaster resilience
of the city and its citizens as well as manage disaster events in a manner which minimizes the loss
to life, property and livestock.

References
219
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Government of Meghalaya, 2011, ‘Master Plan of Shillong, 1991-2011’

North Eastern Space Applications Centre, 2008, ‘Satellite Based Inputs for Preparation of
Shillong Disaster Management Plan’,

O/O The Deputy Commissioner Dhanbad, 2009, ‘City Disaster Management Plan Dhanbad’ ,
accessed on 4th November
2012dhanbad.nic.in/undp/City%20Disaster%20Management%20Plan.pdf

Ghaziabad District Administration, 2013, Ghaziabad City Disaster Management Plan,

accessed on 23rd November 2012
ghaziabad.nic.in/CDMP_GZB_2012-13.pdf

Delhi Disaster Management Authority, 2010, ‘District Disaster Management Plan,

New Delhi’, accessed on 10th November 2012
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=AJPERES&lmod=2072205402&CACHEID=7e6b21804b5296f3acf7ee3ba4f00dc7

Department of Relief and Rehabilitation, Government of Maharashtra, ‘MumbaiDisaster

Management Plan’, accessed on 3rd December 2012
mdmu.maharashtra.gov.in/pages/Mumbai/mumbaiplanShow.php

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Response Plan’, accessed on 14th December 2012
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Vijaywada Municipal Corporation, 2012, ‘City Disaster Management Plan’ accessed on 6th
January 2013
www.ourvmc.org/urrp/cdmp.pdf

Revenue Department, Gujarat, 2010, ‘Disaster Management and Response Plan – Kheda’
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http://revenuedepartment.gujarat.gov.in/guj/districts/kheda/disaster_management_plan_1108201
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Disaster Management Plan- Shimla', accessed on19th January 2013
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Virtual University for the Small States of the Commonwealth (VUSSC), Commonwealth of
Learning (COL), ‘Introduction to Disaster Management’

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Guidance Manual’

International Federation of Red Cross, and Red Crescent Societies, 2011, ‘Public awareness
and public education for disaster risk reduction: A guide, accessed on 3rd February 2013
http://www.ifrc.org

Kayal J. R , Arefiev S. S, Barua S, Hazarika D, Gogoi N, Kumar A, Chowdhury S. N, Kalita S,

2006, ‘Shillong plateau earthquakes in northeast India region: complex tectonic model’,
accessed on 19th January 2013.
http://www.iisc.ernet.in/currsci/jul102006/109.pdf

Miocene rise of the Shillong Plateau and the beginning of the end for the Eastern
Himalaya,
http://www.sciencedirect.com/science/article/pii/S0012821X0800071X

National Disaster Management Authority, Government of India, 2010, “National Disaster

Management Guidelines—Incident Response System”

Shillong City Overview,

http://www.census2011.co.in/census/city/187-shillong.html

United Nations Department of Safety and Security India and Bhutan Volume 2 Issue 2, February
- March 2012

221
http://en.wikipedia.org/wiki/Shillong

222
Printed @ Eastern Panorama Offset, Keating Road, Shillong

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