Disaster_Management_in_Pakistan

ROLE OF ARMY IN DISASTER MANAGEMENT Introduction 1. Disaster management is a complex art and science, which embraces a body of knowledge, policy and practice associated with human responses to natural and technological disasters. Today, the scientific endeavours are focused at achieving better understanding of hazards and discover ways and means to tackle them effectively. It is clear that the risk factors for disaster occurrences are interconnected and increasingly driven by patterns of development, which impact vulnerability of certain populations or groups of people. Disaster management seeks to reduce the vulnerability of communities at risk through improved access to services, development opportunities, information, education and empowerment. 2. Pakistan is located in a region that is prone to a number of natural disasters. Due to its diverse range of terrain, the country is susceptible to wide-ranging hazards from droughts to floods, earthquakes and cyclones. With the exception of drought years, Pakistan has suffered almost every year from floods. Almost all of Pakistan regularly experiences earthquakes ranging from moderate to severe in intensity. Earthquake in October, 2005 has not only shaken the people inside Pakistan but the world community as well. In addition, the coastal areas of the country are prone to cyclones. * 3. Pakistan Army, due to its institutional strength has always been regarded as a pivotal organization to handle disasters / calamities. Her successful role during the earthquake of 8th October 2005 and rehabilitation of internally displaced population of Swat and Bajour, is also being regarded as a role model. However, in retrospect, many inadequacies have also been felt, which may affect the operational efficacy of Pakistan Army. Hence study in this research paper will revolve around disaster management at national level to identify the role of army in disaster situations and creation of an organizational structure with in the army to respond effectively. Aim To analyse Pakistan Army’s role and capabilities in national disaster response in the past, with a view to recommending improvements in concept, doctrine, organization, equipment and training for an effective and articulate response, within the confines of national disaster management policy. Scope. The study entails following:- a. Part I. Conceptual contours of Disaster Management. b. Part II. Disaster Profile of Pakistan. c. Part III. Existing disaster management structure of Pakistan. e. Part IV. Role of contemporaries’ armies in Disaster management. f. Part V. Case study – 2005 Earthquake. g. Part V. Recommendations. PART I CONCEPTUAL CONTOURS OF DISASTER MANAGEMENT * Disaster 6. Definition. A disaster is “a serious disruption of the functioning of a community or a society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources.” As per Government of Pakistan, Ordinance No. LIII of 2007, “Disaster” means a catastrophe, or a calamity in an affected area, arising from natural or man made causes, or by accident which results in a substantial loss of life or human suffering or damage to, and destruction of, property. It may also be seen as the effect of a hazard on some segment of a populace, which overwhelms its ability to respond. 7. The United Nations describes a disaster as, “a serious disruption of the functioning of a community or a society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources”. Disasters are often classified according to their speed of onset (slow or sudden), or according to their cause (natural, man-made or complex). 8. Natural Phenomena.  Natural phenomena are extreme climatological, hydrological, or geological processes that do not pose any threat to persons or property. A massive earthquake in an unpopulated area, for example, is a natural phenomena, not a hazard. So is the annual flood along the Nile, an essential element to the well being of its neighboring inhabitants. 9. Hazards. A hazard is a rare or extreme event in the natural or human-made environments that adversely affects human life, property or activity to the extent of causing a disaster. Natural disasters can also be classified according to their hydro meteorological, geological or biological origins. Origin | Phenomena / Examples | Hydrometer logical hazardsNatural processes or phenomena of atmospheric hydrological or oceanographic nature | * Floods, debris and mudflows * Tropical cyclones, storm surges, wind, rain and other severe storms, lighting * Drought, desertification, wild line fires, temperature extreme sand and dust storm * Permafrost, snow avalanches | Geographical HazardNatural earth processes or phenomena that include processes of endogenous origin or tectonic or exogenous origin such as mass movements | * Earthquake, tsunami * Volcanic activity and emissions * Mass movements landslides, rockslides, liquefactions, sub-marine slides * Surface collapse, geographical fault activities | Biological HazardsProcesses of organic organs or those conveyed by biological vectors, including exposure to pathogenic, micro organism, toxins and bioactive substances | * Outbreaks of epidemics diseases, plant or animal contagion and extensive infestation | * 10. Emergency.  An emergency might be regarded as a particular type of a disaster. "Emergency" suggests an intense time period and level of urgency. An emergency is bound by a specific period in which lives and essential property are immediately at risk. A disaster can encompass a more general period in which there is a clear and marked deterioration in the coping abilities of a group or community. It is essential to distinct between hazards and disasters (to include emergencies), and to recognize that the effect of the former upon the latter is essentially a measure of society's vulnerability. 11. Vulnerability. The term vulnerability stems from the fact that certain communities or groups have settled in areas susceptible to losses resulting from the impact of a particular phenomenon, hazards or disasters. 12. Population Displacements. This term is associated with crisis-induced mass migration in which large numbers of people are forced to leave their homes to seek alternative means of survival. Such mass movements normally result from the effects of conflict, severe food shortages or collapse of economic support systems. 13. Human-Made Emergencies. Disasters or emergency situations where the principal, direct cause(s) are identifiable human actions, deliberate or otherwise. Apart from "technological" and "ecological" disasters, this mainly involves situations in which civilian populations suffer causalities, losses of property, basic services and means of livelihood as a result of war or civil strife. In the case of internal conflict, these can lead to "complex emergencies".  14. Compound and Complex Disasters. One type of hazard can trigger a domino effect of disasters. For example, a drought may lead to a famine, which in turn leads to civil conflict resulting in a mass displacement of the population. This in turn may lead to civil strife and disorder. Such compound hazards can occur simultaneously. Thus, people may become caught between contending forces in a civil war and also suffer from a major drought with limited means to grow food or to receive outside assistance. 15. Factors Attributing to Disasters. The following causal factors can be attributed in contributing to determining the vulnerability of a society to disasters:- a. Poverty. The single most important factor that increases the vulnerability of a people to disaster is poverty. An impoverished people who lack education, usually lack the economic and political clout to cope with the hazards of their surroundings. b. Ungoverned Population Growth. Ungoverned population growth can lead to settlements in hazardous areas susceptibility to disease, competition for scare resources, and civil strife. c. Rapid Urbanization and Migration. Rapid population growth and migration are related to the major phenomenon of rapid urbanization. Many earthquake victims in urban areas have been impoverished families where the physical location vice the structure of their houses were hazardous, as evidenced by landslides in hilly areas. d. Transitions in Cultural Practices. Many of the inevitable changes that occur in all societies lead to an increase in societies' vulnerability to disasters. These transitions are often extremely disruptive and uneven, leaving gaps in social coping mechanisms and technology. E.g, Inadequate use of new construction techniques contributing to houses unable to withstand earthquakes or wind storms. Conflicting cultural practices can also lead to civil conflict, and strife like events. e. Environmental Degradation. Many disasters are either caused or exacerbated by environmental degradation. Deforestation, contributing to flooding, destruction of mangrove swamps decreasing the coastlines ability to resist tropical winds and storm surges etc. f. Lack of Awareness and Information. Disasters can also occur when people are not been educated on how to take protective measures at the inset of a disaster event. In most disaster-prone societies, there is a wealth of understanding about disaster threats and responses. g. War and Civil Strife. War and civil strife are regarded as hazards or extreme events that produce disasters. War and civil strife often cause the displacement of the population. The causal factors of war and civil strife include competition for scarce resources, religious or ethnic intolerance, and ideological differences. 16. Important Conclusions. Disasters vary in size, scope and significance. Depending on the size and severity, disaster requires local, district, provincial or national response. In extreme cases, international support is essential to cope with the impact of disaster. These events are typically characterized by one or more of the following factors:- * a. They may occur at any time with little or no warning in the context of a general or specific threat or hazard. * b. They require significant information-sharing across multiple levels of government and between the public and private sectors. * c. They may involve a single or multiple geographical areas. * d. They may also have international impact and/or require significant international information sharing, resource coordination, and assistance. * e. They result in numerous casualties, fatalities, displaced people, property loss, disruption or loss of normal life support systems, essential public services, basic infrastructure and significant damage to the environment. * f. They may overwhelm the capabilities of local and provincial governments, and private-sector infrastructure owners and operators. * g. They attract a sizeable influx of independent, spontaneous volunteers and supplies. * h. They require prolonged, sustained incident management operations and support activities. * Disaster Management Definition. Disaster management is the body of policy, administrative decisions and operational activities which pertain to the various stages of disasters at all levels. It can also be defined as an applied since which seeks by the systematic observation and analysis of disasters to improve measures relating to prevention, mitigation, preparedness, emergency response and recovery. As per Government of Pakistan, Ordinance No. LIII of 2007, “Disaster management” means managing the complete disaster spectrum including; preparedness, response, recovery and rehabilitation and reconstruction. Goals. The goals of disaster management are :- a. Reduce, or avoid, losses from hazards. b. Assure prompt assistance to victims. c. Achieve rapid and effective recovery. Scope of Disaster Management a. To identify the hazards and hazardous areas in the country. a. To assess the vulnerability of communities and their settlements subsequently. b. To evaluate risks involved in recovery of people from hazardous areas. c. To advise and assist local authorities, government departments and voluntary groups regarding rescue and relief operations. d. To educate and train members of voluntary groups. e. To educate communities about information and warning system. f. To coordinate management functions which revolve around emergency management cycle. g. To coordinate functions of government, semi government and non government organizations. h. To analyze and plan rehabilitation of affected people. Government’s Role. The impact of disasters can be significantly reduced by development policies and strategies that target the most vulnerable areas, provided interventions are coordinated and sustained beyond the immediate emergency phase. Governments are key players in disaster management; they exercise this role through planning and preparations, resource allocation and sustainable development. The capacity of civil society and NGO’s, particularly at local level, plays a significant role in mitigation of impact. The Disaster Risk Management Framework. The purpose of Disaster Risk Management is to reduce the underlying factors of risk and to prepare for and initiate an immediate response should disaster hit. The Disaster Risk Management (DRM) framework, distinguishes, conceptually, the different phases of the DRM cycle: pre-disaster, response and post-disaster. * a. The Pre-disaster Phase (Disaster Reduction) (1) Prevention. Encompasses activities designed to provide permanent protection from disasters. It includes engineering and other physical protective measures, legislative measures controlling land use and urban planning. (2) Mitigation. Measures taken in advance of a disaster, aimed at decreasing or eliminating its impact on society and environment. (3) Preparedness. Activities designed to minimize loss of life and damage, to organize the temporary removal of people and property from a threatened location and facilitate timely and effective rescue, relief and rehabilitation. b. The Post-disaster Phase (Disaster Response) (4) Relief. Assistance and/or intervention during or after disaster to meet the life preservation and basic subsistence needs. It can be of emergency or protracted duration. (5) Rehabilitation. The operations and decisions taken after a disaster with a view to restoring a stricken community to its former living conditions, whilst encouraging and facilitating the necessary adjustments to the changes caused by the disaster. (6) Reconstruction (Recovery). Actions taken to re-establish a community after a period of rehabilitation subsequent to a disaster. Actions would include construction of permanent housing, full restoration of all services, and complete resumption of the pre-disaster state. * * * ELEMENTS OF DISASTER RISK MANAGEMENT (DRM) FRAMEWORK * ------------------------------------------------- PRE-DISASTER ------------------------------------------------- Ongoing Development Activities. Ongoing DRM aspects in development programmes. ------------------------------------------------- Risk Assessment. Diagnostic process to identify the risks that a community faces. ------------------------------------------------- Prevention. Activities to avoid the adverse impact of hazards. ------------------------------------------------- Mitigation. Structural/non-structural measures undertaken to limit the adverse impact. ------------------------------------------------- Preparedness. Activities and measures taken in advance to ensure effective response. ------------------------------------------------- Early Warning. Provision of timely and effective information to avoid or reduce risk. ------------------------------------------------- ------------------------------------------------- DISASTER RESPONSE ------------------------------------------------- Evacuation. Temporary mass departure of people and property from threatened locations. ------------------------------------------------- Saving People and Livelihoods. Protection of people and livelihoods during emergency. ------------------------------------------------- Immediate Assistance. Provision of assistance during or immediately after disaster. ------------------------------------------------- Assessing Damage and Loss. – Information about impact on assets and loss to production. ------------------------------------------------- ------------------------------------------------- POST-DISASTER ------------------------------------------------- Ongoing Assistance. Continued assistance until a certain level of recovery. ------------------------------------------------- Recovery. Actions taken after a disaster with a view to restoring infrastructure and services. ------------------------------------------------- Reconstruction. Actions taken after a disaster to ensure resettlement/relocation. ------------------------------------------------- Economic & Social Recovery. Measures taken to normalise the economy and societal living. ------------------------------------------------- Ongoing Development Activities. Continued actions of development programmes. ------------------------------------------------- Risk Assessment. Diagnostic process to identify new risks that communities may again face. PART II DISASTER PROFILE OF PAKISTAN * An Overview of the Disaster Situation in Pakistan * a. Natural Hazards (1) Earthquakes (2) Floods (3) Tsunami (4) Avalanches (5) Landslides (6) Cyclones/Storms (7) Glacial Lake Outburst Floods (8) Droughts (9) River Erosions * (10) Pest Attacks (11) Epidemics * b. Human Induced Hazards (1) Transport accidents (2) Oil spills (3) Urban fires (4) Civil conflicts (5) Internal displacements (6) Chemical, nuclear & radiological (CNR) accidents Geographically, Pakistan is situated in hazard-prone region. It is exposed to erratic seasonal monsoons that bring rain and fertility. They also cause violent flash floods inflicting heavy damages to property and land. Floods are the most recurrent natural calamity in Pakistan, followed by earthquakes, cyclones and drought. However, drought is more damaging than floods in terms of food insecurity. Pakistan is vulnerable to following natural and man made hazards:- * Frequency of Disasters in Pakistan 1954 - 2008 * As per data from Suparco, the frequency of different disasters in Pakistan and affected population is shown above. Floods, wind storms in coastal areas, drought, land slides and earthquake have been major areas of concern in past six decades. 2269300 380237 24212 26008078 Summery of Findings. A detailed analysis of risk profile of Pakistan is attached as annex A. From the facts explained, it can thus be concluded that:- a. Pakistan has a serious vulnerability to both natural and man-made disasters. b. A major flood has struck Pakistan once in every six years causing heavy losses to human lives and economy. Summer monsoons result in heavy cyclones originating from Bay of Bengal and Arabian Sea. There is a well developed system in place based on multiple inputs of Pakistan Meteorological department (PMD), WAPDA and Indus Water Commission for floods early warning. However, there is no system in place to warn vulnerable communities from the flash flood hazard. c. During the period 1971-2001, fourteen cyclones approached coastal areas of Pakistan. Despite some gaps in the PMD’s indigenous capacity, minimum 3-4 days of cyclone early warning with fairly accurate prediction of likely impact area can be provided. The response to this hazard has been poor and outcomes disastrous. Districts Gwadar, Lasbela, Karachi, Badin and Thahtta are prone to tropical cyclones and Tsunamis. d. Landslides can be triggered by an earthquake, rainstorm, wind or blasting. Severe monsoon rains and or exceptional melting of Himalayan glaciers provide abundant water to cause many landslides. Bagh, Bhimber, Neelum and Muzaffarabad in Azad Jammu & Kashmir, Astore, Diamer, Gilgit & Ghanche in Northern Areas and Kaghan, Naran & Chitral in NWFP are prone to slides. e. According to the recent seismic assessments, the region is likely to face a major earthquake in future as a critical seismic gap is widening: The districts of Pakistan most likely to be earthquake prone are: Abbotabad, Mansehra, Attock, Muzaffarabad, Chitral, Dadhar, Pashin, Dir, Pasni, Gawadar, Quetta, Gilgit, Rawalpindi, Islamabad, Sawat, Kalat, Sibi, Skardu, Khuzdar, Ziarat, Kohistan, Zhob, Loralai and Malakand. f. Drought has emerged as one of the most serious disasters in Pakistan. Systems are being up graded to warn against onset of drought. PART III EXISTING DISASTER MANAGEMENT STRUCTURE OF PAKISTAN Pakistan has generally followed a reactive approach to disaster management which is apparent from October 2005 earthquake experience. Key disaster management agencies like Emergency Relief Cell working under the Federal Cabinet Division, proved woefully inadequate when confronted with a major disaster. After 2005 earthquake, a system of National and Provincial Disaster Management Commissions (NDMC/ PMDCs), and Authorities (NDMA/ PDMAs) was proposed in the NDM Ordinance 2006 to facilitate implementation of disaster risk management (DRM) activities. The NDMC/ PMDCs are the policy making bodies, while the NDMA/ PDMAs are the implementing and coordinating arms. National Disaster Management Commission (NDMC). It is the highest policy and decision making body for DRM. The NDMC is responsible to ensure coordination and oversee the implementation through NDMA. The Commission consists of Prime Minister, who is the chairperson, Leader of the Opposition, Ministers for Communications, Defence, Finance, Foreign Affairs, Health, Interior, Social Welfare and Special Education, Governor NWFP (for FATA), Chief Ministers of all provinces, Prime Minister AJ&K, Chairman JCSC and Representative (s) of Civil Society. Chairman of NDMA will be the secretary to the Commission. Functions of NDMC are at annex B. National Disaster Management Authority (NDMA). DRM is a multi-sectoral, multi-discipline and timely response undertaking. NDMA serves as the focal point and coordinating body to facilitate implementation of DRM strategies. Being an intricate and time sensitive activity DRM requires to be conducted as a one window operation through the NDMA. Hence, all stake-holders including armed forces work through and form part of NDMA in all stages of DRM. Functions of NDMA are at annex D. Technical Committees. The NDMA, PDMA and DDMAs may establish Technical Committees that will focus on specific disaster threats and issues. The Committees could assist in identifying issues and problems and devising solutions. Provincial /Regional Disaster Management Commissions (PDMC). PDMC is chaired by the Chief Minister. Its members include Leader of the opposition, stakeholders from provincial ministries and departments, civil defence, Red Crescent, police, fire services, civil society organizations and other technical experts. The DG PDMA serves as the Secretary of the PDMC for disaster policy, planning and implementation. Functions of PDMC are at annex E. Provincial (Regional) Disaster Management Authorities (PDMA). It will be headed by a DG with the status and powers of a Secretary. The Authority will serve as secretariat of the PDMC. It will work upon development, implementation and monitoring and evaluation of DRM activities in vulnerable areas and sectors in the province. Functions of PDMA are at annex F. District & Municipal Disaster Management Authorities (DDMA/ MDMA). It will comprise of the Nazim, District Coordination Officer, Police Officer, EDO health and Tehsil Nazims. The local government can also nominate EDOs for education and agriculture, Red Crescent, NGOs, media, private sector, fire services etc. MDMAs will be established in urban areas and cities on similar lines. Functions of DDMA/ MDMA are at annex G. Tehsil and Town Authorities. For many departments this is the lowest level of administration where they interface directly with communities. Tehsil Authorities have an important role in organizing emergency response and relief; e.g. damage and recovery needs assessment. Tehsil and town Nazims will lead the risk reduction and response operations with the help of Municipal Officers in consultation with the DDMA. Union Councils (UCs). These are the lowest tier in the governance structure and play an important role in allocation of resources for local development works by advocating demands of communities to the District Councils and DM Authorities. Community demands may include requests for allocation of resources from local budgets for hazard mitigation and vulnerability reduction activities. Community Based Organizations (CBOs). The provision of Citizen Community Boards (CCBs) in Local Government Ordinance provides a good opportunity to organize communities and mobilize resources for local level disaster risk management. CBOs will be trained about local early warning system, evacuation, first aid, search and rescue and fire fighting etc. Role and Responsibilities of Armed Forces. Role of armed forces described by NDMA in National Disaster Risk Management Framework include:- a. Develop and submit disaster preparedness and response plan for involvement of Pakistan armed forces in response operations in close coordination with and according to specific requirements of local civil authorities. b. Assess vulnerability of assets, infrastructure and personnel of the Armed Forces to disaster risks and integrate vulnerability reduction measures. c. Prepare inventory of resources that are available with armed forces for relief, rescue and evacuation. d. Equip military response teams to perform various tasks; e.g. search and rescue, evacuation, fire fighting, first aid. e. Integrate DRM education into the syllabus of National Defence College, Staff College, Regimental centres and Armed Forces training institutions. f. Conduct drills/simulations with army personnel and other stakeholders about disaster response operations. g. Deploy armed forces for disaster response upon receipt of instructions from the NDMC. h. Assist communities in evacuation, and rescue the trapped groups and individuals during disasters. i. Provide essential first aid and transport to the hospitals. j. Undertake aerial and field assessment in collaboration with other stakeholders to identify needs of survivors. k. Deploy helicopters and other air services for emergency response, relief delivery and for recovery of affected people. * PART IV * ROLE OF CONTEMPORARY ARMIES IN DISASTER MANAGEMENT * Militaries’ Role in Contemporary Disaster Management System Within the resources of most nations, military assets represent unique technological and logistical capabilities that can be mobilized on short notice in a self-contained, self sufficient and highly mobile fashion, to support lifesaving relief efforts. Nearly all nations have at one time or another used their military assets and capabilities for national disaster relief. Emerging Trends of Military Operation viz Disaster Management. The latest emerging trends for use of military in disaster management are:- d. Trend 1– Disaster Management as Part of Military Operations other than War (MOOTW). Military profession is increasingly changing its focus from war fighting to a complex array of MOOTW. Disaster management is an important component of MOOTW including operations such as search, rescue, relief and rehabilitation. e. Trend 2- Exclusive Military or Civil-Military Disaster Response Teams. Constitution of exclusive military or civil-military teams is emerging as another strong trend. Some examples are discussed in para 42 below. f. Trend 3 – Military Acting as the Communication Hub during Disaster Management. Military often ends up as the communication hub, because of its superior Command, control and communication capability and being usually first on the disaster scene due to its inherent mobility and speed. g. Trend 4 – Foreign Human Assistance (FHA). FHA by military is a significant trend, the scale, speed and duration of which has already been witnessed in earthquake 2005. h. Trend 5 – Military Disaster Training Exercises. The latest trend is manifested in exercises like: The Northern Light, Cooperation Safeguard, Combined Protection Exercises (COMPROTEX) and Taming the Dragon - Dalmatia 2002. * USA: Federal Emergency Management Agency (FEMA) In 1978, President Carter initiated the reorganization of federal preparedness programs and the FEMA was created. In 2003, the creation of the Department of Homeland Security (DHS) fundamentally rearranged federal emergency management structures having considerable impact upon emergency management programs. The military is a key supporter in emergency response, but the tasks of assessing needs, inter-agency coordination, search and rescue, and overall management of the disaster response lies with FEMA within DHS. It has more than 3700 full time and 4000 standby employees. Role of US Armed Forces l. US active Armed Forces have a role in responding to and recovering from natural disasters. At the request of State’s Governor the national command authority can direct appropriate capabilities from the nation’s military to the site of a disaster. m. The response system is built on tiered response i.e, local leaders turn to state resources and states turn to Washington. In most disasters, local resources handle things in the first hours until national resources can be requested, marshalled, and rushed to the scene. n. The Army Reserves, like the National Guards and Coastal Guards are federal forces and can be mobilised at any time by Presidential Order to supplement regular armed forces and upon declaration of a state of emergency by the governor of the state in which they serve. o. U.S. Army Corps of Engineers serves as the lead agency for Public Works and Engineering in the National Response Plan. p. U.S. Northern Command, located at Peterson Air Force Base in Colorado, has a dedicated staff of about 1,200, including 800 military personnel and 400 contractors, provides military assistance in support of a lead federal agency, such as the FEMA. In providing civil support, the command operates through subordinate Joint Task Forces. * * National Disaster Management System of China Due to its geographical location and meteorological conditions, more than 70 per cent of Chinese cities are located in hazardous areas. In recent years, China has been making disaster management one of its priorities that is evident from her effective response to the recent Wenchuan earthquake on 12 May 2008. As per Emergency Response Law of 30 August 2007, the Government has established an emergency response system comprising the following three levels:- q. The National Master Plan for Responding to Public Emergencies. r. Five national thematic disaster response plans. s. Emergency response plans for 15 central Government departments and their detailed implementation plans and operation norms. National Disaster Management Mechanisms. In China most disasters are managed at state level. The Ministry of Civil Affairs of China assumes the work of organizing and coordinating disaster relief. The State Council provides overall leadership and guidance; local governments are responsible for leading all response actions; and the responsibilities of relevant government organs are clearly assigned, as indicated in the national emergency response plans. Role of Chinese Armed Forces. The Constitution and relevant laws have assigned the armed forces to act as the backbone of field actions during disaster responses. The Office for Public Emergencies is the joint headquarters of the military and the armed police for dealing with disaster emergencies and coordinating with central and local governments. In peace time, the PLA gathers information on disasters and dangers, set up a system of information exchange with local governments, draw up rescue and relief plans, conduct training and exercises, and offer and relief courses in military command colleges. In rescue and relief operations, PLA troops receive orders from the joint military-civilian HQ. They are subordinated to civilian authorities and will undertake the following tasks:- i. Rescuing and evacuating disaster victims and people trapped in danger. j. Eliminating or controlling major dangers and disasters. k. Ensuring the safety of important targets. l. Participating in the emergency rescue and transportation of goods. m. Conducting rush repairs of roads and bridges, carrying out underwater operations and rescue operations under NBC conditions. n. Providing medical aid, and assistance to local governments in such tasks as disaster relief and post-disaster reconstruction. o. The National Master Plan emphasizes the importance of general mobilization of social resources, involving both civilian and armed forces. * National Disaster Management in India India has a federal system with Government of India at the federal level. Disaster management is the responsibility of local administration, under the supervision of the State Government. The Central Government supplements the efforts by providing financial and logistic support. The Ministry of Home Affairs is the nodal ministry for disaster relief in India. In March 1995, National Centre for Disaster Management (NCDM) was established, later upgraded to National Institute of Disaster Management (NIDM) in 2003. The NIDM is a premier organization working for human resource development in disaster mitigation and management. In the year 2003-2004, disaster management was also included in curriculum at higher and secondary education. Organization of Disaster Management p. National Disaster Management Authority (NDMA). NDMA was set up in July 2005 with the Prime Minister as Chairperson. The NDMA is responsible for laying down the policies, plans and guidelines to be followed by federal Ministries and Departments. q. State Level. Response, relief and rehabilitation are handled by Departments of Relief & Rehabilitation. The State Crisis Management Committee is set up under the Chairmanship of Chief Secretary having DM Cell in the State Administrative Training Institutes. Each cell is supposed to carry training in DM and prepare plans and documents. r. District Level. Each district is administrated by a Collector and District Magistrate. Each district is supposed to have a DM plan, DM committee and do disaster prevention, preparedness, and mitigation activities. The Building Materials Promotion and Technology Council prepare a Vulnerability Atlas of India for each state and district. s. National Disaster Response Force (NDRF). A multi-disciplinary, multi-skilled, high-tech NDRF of Eight Battalions has been set up for dealing with all types of disasters capable of insertion by air, sea and land. This is a military related response force. The battalions are to be equipped and trained for all natural disasters including four battalions in combating NBC disasters. Each battalion (approximately 1,158 strength) will provide 18 self-contained specialist search and rescue teams of 45 personnel each including engineers, technicians, electricians, dog squads and medical/paramedics. These NDRF battalions are located at nine different locations in the country based on the vulnerability profile to cut down the response time for their deployment. During the preparedness period/ disaster situation, proactive deployment of these forces will be carried out by the NDMA in consultation with state authorities. t. National Disaster Mitigation Resource Centre (NDMRC). The NDMRC will be co-located with the NDRF battalions. These will also serve as repositories of relief stores for 25,000 affected people, in each of the nine locations. These will cater to the emergent requirements especially for the first 72 to 96 hours. Use of Military in the Counter Disaster Role. The use of military forces can offer an invaluable support in engineers, communication, transportation rescue, emergency and medical service. Country | Rapid Response Teams | Composition | US | DART (Disaster Assistance Response Team) provides specialists, trained in a variety of disaster relief skills, to assist USAID missions/embassies in response to disasters. Organisation attached as annex H. | Civil-Military | Canada | DART- 200 troops commanded by Lieutenant Colonel. | Military | Russia | EMERCOM’s (Emergency Control Ministry) 23,000 Emergency Response Troops | Military | EU & NATO | * EADRU (Euro-Atlantic Disaster Response Unit) * EADRCC (Euro-Atlantic Disaster Response Coordination Centre) | Civil-Military | Austria | AFDRU (Armed Forces Disaster Response Unit) | Civil-Military | Israel | IDF Home front Commander’s Search & Rescue Team | Military | Sweden | Home Guards Rapid Response Platoons | Military | Malaysia | SMART (Special Malaysian Rescue Team) | Civil-Military | Caribbean States | RSS (Regional Security System’s) Emergency Response Teams | Military | * PART V CASE STUDY – EARTHQUAKE 2005 AND ROLE OF ARMED FORCES On 8 October 2005, Pakistan was struck by the most devastating earthquake in its history. Affecting an area of some 30,000 sq. km, largely in Azad Kashmir and the North-West Frontier Province causing over 73,000 deaths and affecting 3.5 Mn people. When the 2005 earthquake struck Pakistan, the country did not have a central disaster management body. The Federal Relief Commission (FRC) was formed on 10 October 2005. The FRC comprised a civilian and a military wing, each headed by a Chief Coordinator. The military wing had primary responsibility for all rescue and relief operations. It comprised a Relief Planning Cell, Relief Operations Cell, Information Management Cell, Air Liaison Cell and Foreign Collaboration Cell. The broad tasks assigned to these were to: supervise, coordinate and deal with all administrative and other aspects of all rescue and relief operations; collate and provide up-to-date situation reports; coordinate all air operations; and serve as the point of contact with foreign military contingents and aid agencies, monitoring and keeping abreast of their relief efforts. Organisation attached as annex J. It was merged with the Earthquake Reconstruction and Rehabilitation Authority (ERRA) in March 2006. * Role of Pakistan Army. The Pakistan Armed Forces in general, and the Pakistan Army specifically, provided the backbone for the operationalization of multi-agency and multi-organizational relief efforts. As soon as the magnitude of the disaster was realized, the Armed Forces were put on stand by to move to the affected areas. Army Aviation were the first to get into action. Resources. Pakistan Army Depl 2 x Corps HQs (10and 11 Corps) 3 x Div HQs, 19 x Bde HQs and approx 62 x Units from all arms and svcs. 23 x Engr Bns with 240 pieces of Engr Eqpt, 5 x Wings of CAF, 4 x AT Regts, 6 x MP Units/ Sub-units and 128 Hels incl those of the friendly ctys. Overall, resp to deal with earthquake lied with GHQ, which acted as a nerve centre to con and manage the crisis.The earthquake response by the armed forces followed three distinctive stages:- t. Emergency Phase. The immediate priority was search and rescue, evacuation of casualties and provision of emergency supplies to the survivors – a massive logistic operation. Road clearance was integral to this, as well as mobilization of all available air transport (especially helicopters) and removal and burial of the dead. u. Sustained Operation. Once the emergency phase was over, the next issue was creating a stable environment. This stage of the response entailed the continued supply of relief goods and assistance to help people survive the winter, restoration of communications and basic amenities like electricity and clean drinking water, and support to help the civil administration to get ‘back on its feet’. It also entailed ensuring the maintenance of law and order. v. Monitoring. The third stage was focused on monitoring the on-ground situation to ensure sufficient supplies of food, shelter and medical support, as well as preparation for the transition/recovery phase. Response to Earthquake. The Army’s implementation strategy in the earthquake response had a number of key features: coordination at operational levels as per the FRC’s National Plan of Action; establishment of an effective logistics chain; outreach to all affected areas; the systematic, timely and equitable provision of relief goods and services; and speedy construction of temporary shelters. w. Coordination at Operational Level. It entailed frequent and extensive interaction / regular coordination meetings involving all stakeholders (including UNOCHA, NGOs, cluster representatives, civil administration and local people) at Divisional Headquarters; and sharing of an information database with all relief actors. The three Divisional HQs at Mansehra, Muzaffarabad and Bagh became the hub of all activities in the affected areas – including by foreign military contingents, civil society and international aid organizations. The Army facilitated the deployment of relief agencies and all other stakeholders. x. Logistics Control / Chain. The Army Logistics Control HQ at Chaklala received, processed and dispatched relief goods to forward areas. A logistics chain (Details at annex K) was established which operated from abroad to Pakistan, then from across the country to forward bases in the affected areas, and thereafter to survivors at the grassroots level. Primary on-ground responsibility was assigned to 10 Corps and 11 Corps. For onward transport to affected areas all available means of transport were used: helicopters (129 helicopters conducted 28639 sorties), vehicles, mules (Three animal transport regiments) and human ‘porters’. y. Outreach to All Affected Areas. Equitable distribution of efforts was achieved through the Divisional HQs and the systematic creation of relief bases at company and platoon levels, most with helipads. z. Aviation Support. Aviation support played a vital role in the relief operation, particularly in the emergency phase to access cut-off areas. Qasim Aviation Base and Chaklala were the main hubs for all planes and helicopters involved in the relief operation. Aviation Operation Centre was established at Chaklala. This comprised an Aviation Planning Cell and Logistics Cell, both of which were linked to MOBs and thence to Forward Air Bases (FABs). The Aviation Planning Cell received sector-wise input from field formations on the type/ quantity of relief goods needed. * {. Displaced Persons. The Government followed the UN OCHA Guiding Principles on Internal Displacement in formulating its strategy for establishment and management of camps. Military teams were deployed on a large scale, alongside civilian teams, to construct shelters including ‘one room out of the rubble’ - and train local people in how to do so. The camps themselves fell into three categories: Planned Camps, Spontaneous (Self-settled) Camps and Scattered settlements. |. Protection of Vulnerable People. A Task Force assisted by Army formed a number of technical working groups who addressed different aspects of the issue: Registration and rehabilitation of unaccompanied children, Protection and rehabilitation of widows; Rehabilitation of disabled people and establishment of national data collection/ information management system for vulnerable groups. Responsibility for distribution of compensation to survivors was assigned to the Pakistan Army for transparency which paid out Rs. 22 billion in compensation. }. Engineers Support. The main tasks assigned to the Army’s 18 Engineers Battalions were to: open the main arteries and access roads; clear rubble to rescue victims; assist in the restoration of essential services; provision of water to the local population; and assist in the construction of transitional shelters. Army Engineers and FWO personnel constituted the main force undertaking these tasks. Major roads were opened and kept so by regular clearance of fresh slides. Helicopter-lift of bulldozers was also used to reach inaccessible areas. ~. Restoration of Infrastructure. After conducting a damage assessment work began immediately to restore the road and telecommunications networks, electricity and water supplies. (1) Road Networks. Of the total 4,427 km of roads in AJK and NWFP, 2,400 km were damaged. The three main arteries for road traffic were opened for light traffic within 24-36 hours and for heavy traffic within 72 hours. This was achieved with the help of 9,500 personnel from the Army Engineers, the Frontier Works Organization (FWO) and National Highways Authority (NHA). (2) Telecommunication Networks. In AJK, 36% of exchanges and 18% of lines were affected but were made operational within a week by special communication organization (SCO). Particular efforts were made to provide telecommunications services to those engaged in rescue and relief operation. For example, 200 SCO mobile phones connections and 100 SCO CDMA (WLL) connections were provided free of charge to civil management and international agencies. (3) Electricity Supply. Substantial restoration of electricity by WAPDA and MES was achieved within 15 days in urban areas and within 30 days in rural areas. . Casualties Management and Health Care Provision. It was carried out in three spheres: Emergency medical care, public health care and revival and restoration of health services. The Pakistan Army was among the first to provide emergency medical care. A team of medical experts of the Army Medical Corps (AMC) and the Ministry of Health (MoH) were embedded in the FRC to undertake mass casualty management. The Army also had a key role in the supply and management of medicines and other items. In later stages, the combined resources of station health organizations of different garrisons were mobilized to place preventive/public health teams in Muzaffarabad, Bagh, Rawalakot and Mansehra. The Expanded Program of Immunization (EPI) and Disease Early Warning System (DEWS) were used by teams of AMC units with WHO, UNICEF and Aga Khan Foundation. . Education. Most of the educational institutions had either collapsed or seriously damaged, killing over 18,000 students. Army contributed to the running of schools in camps and helping repair damaged schools. . Security. The Army also helped create a secure environment for the transport of goods through a number of measures: route protection, provision of mobile guards, securing camps and installations, acting as interpreters and interlocutors, regular sharing of information, and by co-opting the Pakistan Rangers and civil police to increase security coverage. . Cluster Approach. Key features of this approach are that one agency be assigned the lead for each cluster, with responsibility for coordination, decision-making, policy setting and monitoring in the cluster. This would organize all support to rescue, relief and early recovery efforts into nine clusters: health, nutrition, water and sanitation, logistics, camp management, emergency shelters, telecommunications, protection of vulnerable groups and early recovery. The FRC also followed the cluster approach leading to good coordination between its operations and those of the UN System. . Role of Media and ISPR. The media played a significant role in raising public awareness of the scale of the disaster and the plight of the quake survivors. The Prime Minister’s media advisor, press information officer and ISPR representative joined the FRC’s team in handling the media. * Analysis / Short Comings National Level a. Inefficient National Crisis Management Cell (NCMC). In the face of such a huge disaster, there was no central national disaster management authority in place to coordinate an effective response. Lack lustre performance of NCMC and non-existence of crisis management plan at National level was clearly visible from the outset of the crisis. The FRC was established within two days but had to begin operating from scratch. The establishment of NDMA is a step in right direction that will help in an effective and coordinated response in case of a disaster. b. Over Reliance on Army. In the absence of any institutional response mechanism, the armed forces of Pakistan, especially the Army responded with utmost speed, despite own losses. In almost all disasters/emergencies, the responsibility is quickly handed over to the Army. This over reliance on Army has never allowed other institutions to grow and get matured. c. Lack of Contingency Planning. There was no contingency planning at the national level to map out action strategies for such natural disasters. China’s response to Wenchuan earthquake is case in point, where contingency plans for all disasters are prepared in advance and rehearsed. d. Inadequate Resources / National Capacity. Govt failed to comprehend the magnitude of the disaster at initial stage. The country’s capacity to undertake rescue operations was very poor: there was a lack of trained personnel, tents, tools, essential technical equipment, medical and specialist equipment. There was an over-dependence on foreign search-and-rescue teams which took time to reach the affected areas. e. Disaster Profiling and Desaster Risk Reduction (DRR). The 2005 earthquake struck in a region that was known among experts to be a quake-prone zone with considerable (potential) seismic activity. Despite this no building codes for quake-proof construction were issued in the vulnerable areas, and there was no enforcement of any kinds of building regulations. Similarly, no disaster profiling of the country is done and limited warehousing capacity at provincial and national level hampered quick response. The UN Hyogo Framework for Action makes DRR an essential component of development policies and programmes. f. Lack of Knowledge / Awareness. Within disaster management bodies in Pakistan, there is a dearth of knowledge and information about hazard identification, risk assessment & management, and linkages b/w livelihoods and disaster preparedness. There are no long-term, inclusive and coherent institutional arrangements to address disaster issues with a long-term vision. g. Non Availability of Early Warning System. Because of a dearth of seismic monitoring centres in the country, and the fact that those in existence lacked capacity and resources, there was no early warning system in place that could have saved lives. h. Damage Assessment. Lack of an accurate information database – about population numbers, geographic spread, location of facilities, infrastructure and reliable survey mechanism– delayed proper damage assessment and required response. i. Disaster Management Approach. State-level disaster preparedness and mitigation measures are heavily tilted towards structural aspects and undermine non-structural elements such as the knowledge and capacities of local people and the related livelihood protection issues. Army Level u. Joint Service Level. There was a lack of coordination with regards to initiation of response at Joint service level. Coordination is specifically required in air space management and logistic chain. v. Concept of Employment. Article 245 of the constitution of Islamic Republic of Pakistan Part XII, covers the move/actions taken by the Army in emergencies. The principle responsibility of Army revolves around rescue and relief operations to assist the civil administration. The army being in supporting role is not assigned responsibility in all phases of disaster management, disaster profiling and DRR. w. Doctrinal Aspects. Existing pattern of Army Support during any disaster situation had been in aid of civil power primarily restricted to flood relief operations. There is no uniform doctrine / policy for employment of army in such hazards and emergencies. There is no manual or General Service Publication providing a doctrine for employment of army. x. Formation Schemes. Formations have prepared different schemes for various contingencies covering primarily flood, Internal Security situations, postal strike and anti hijacking etc. These are situation oriented SOPs meant to designate responsibilities. Army’s role in the major schemes is given as under:- (1) Flood Relief Schemes (a) Survey and inspection of flood protection works. (b) Assess resources for relief, rescue and evacuation work. (c) Position persons, material and equipment at planned pre-determined loc. (d) Review and revise flood protection and relief operation plans. (e) Train civil / military power boats operators. (f) Review the logistics of ration, POL, arms and ammunition, medical cover, tentage, communications and allied measures for move of troops in aid of civil power. (g) Monitor major dams to mitigate chances of floods in different river systems by avoiding synchronisation of peak flows. (h) Set-up flood emergency cells at each Corps HQ. (2) Internal Security (IS) Schemes (i) Pakistan Army and Civil Armed Forces are well trained to handle all sorts of IS situations in all its form, including manmade disasters. (j) All Corps HQs and under command formations have well written SOPs that have matured over a period of time. (k) AOR with regards to IS duties are well defined and IS Schemes are well understood by the executing units. (l) Employment of army in FATA and limited form of anti state terrorism in Balochistan has given first hand experience in handling terrorists/man-made disasters. y. Training for Disaster Management. Army, though being a substantial workforce, may not be fully capable of handling most disaster like situations with out specific training. Army lacked any professional training in search and rescue, debris removal and establishment of camps / shelters and therefore had to rely on international teams. Military College of Engineering has taken a lead and started all arms DM courses for officers since 2008/9. The subject is required to be included in curriculum at army level and in all the courses as done in India. z. Organisational Inadequacies. In all reviewed systems, armed forces play a predominant role beyond the capacity of civil organisations because of having readily available trained manpower, resources and proven command structure. Nevertheless, these are always used in a subordinate role. Army’s current deployment in the country suits its employment in emergency situations. However, it lacks a coordinated and comprehensive response in synch with civil administration. There is no dedicated staff at GHQ / formation level to coordinate or specialised troops to conduct disaster management. {. Engineer Support / Rescue and Rehabilitation. Army with FWO and NHA will always be the lead organisation in rescue operations. The immediate priority of any response is debris removal, searching for and rescue/ evacuation of the trapped and injured people. Lack of modern gadgetry and inadequate equipment for search and rescue operation was pronounced in the relief operation. |. Medical Support. Army has always been the first to reach at any emergency to provide health care provision. Key challenges were:- (3) Contingency plans for different disasters including AMC assets. (4) Storage Facility for medicine and blood. (5) Trauma Injuries could not be handled ideally spec the bone trauma. (6) Need of dedicated trained and equipped rescue health out fits. }. Logistics Support /Relief Operations. The main thrust of relief operations is on the provision of basic human needs to the survivors, i.e. food, water, clothing, bedding, shelter and medicines. Army will always be participating in relief operations due to availability of manpower on ground. Following challenges were seen during operation LifeLine:- (7) Security of convoys carrying relief goods. (8) Shortage of Storage Facilities. (9) Air Drops / Use of mules / porters for in accessible areas. (10) Provision / despatch of required goods on feedback information. ~. Aviation Support. In any emergency, aviation plays an important role in evacuation of causalities and provision of relief goods. Pakistan army aviation, being only aviation assets in country will be critical in any future effort. . Misc Aspects (11) Post Disaster Transition. Even in the presence of civil organisations, invariably Armed Forces are handed over responsibility to deal with any kind of situation. This quick fixed solution has never allowed other civil organisations to get mature. Hence, there is a need of clear mechanism where army hands over the responsibility to civil administration after initial response. (12) Maintenance of Data. The Army units were found weak in maintenance of records/data. (13) Assessment and Allocation of Troops. At the initial stage, troops were inadequate however; later three formations were placed without rationalization of workload. (14) Participation of International Aid Organisations. Immediately following the earthquake, a large no of foreigners came to affected areas as part of relief contingents, rescue workers, NGOs assessment teams and media teams etc, to assess the level of devastation and to contribute. In the absence of any contingency planning, the foreigners had to face problems. (15) Media Management. Some of the key lessons were: the need for the media to have strategy for disaster reporting; the need for one-window information dissemination by the Government; for reliance on more than one source of information; and for a constructive, collaborative relationship between media and Government, but falling short of PR and embedded journalism. At the army level, no organisation existed to handle the media personnel except a team of 2 x PROs who could hardly manage the media. (16) Cluster Approach. The cluster approach to humanitarian response operations does yield efficiency and coordination gains. The development of guidelines and Terms of Reference (TORs) would make the approach more effective. In case cluster approach is used, Pakistan Army may be given one cluster like rescue and relief etc. PART VI * RECOMMENDATIONS * General Globally last two decades have witnessed a radical shift in handling disasters. Though initially this shift had its genesis in developed countries, but now there is a growing realization in developing world as well to have a wholesome approach which includes prevention, mitigation, preparedness, rescue / relief and reconstruction/ rehabilitation. Pakistan has peculiar socio-economical and geo environment and our response therefore needs to capitalize on our strengths and overcoming vulnerabilities with a futuristic approach. * National Efficacy of NDMA. There is a clear need for a permanent body to deal with various aspects of disaster risk management, including mitigation, preparedness, emergency response and recovery. Such an organization should have a permanent core staff but with capacity to greatly increase this at short notice. It should have access to a constantly updated national database of information and, based on this, should prepare and constantly refine contingency planning. The organization should have the authority and ability to coordinate and harness support from different Government agencies and departments, as well as wider aid agencies, NGOs and civil society. It should be in regular contact with all these stakeholders to ensure effective coordination when disaster strikes. For an effective response, disaster management may be given to a ministry like Russian EMERCOM (Ministry of the Russian Federation for Affairs of Civil Defence, Emergencies and Disaster Relief) or integrated with existing ministry. In China, Ministry of Civil Affairs is responsible for DM. In India, Ministry of Home Affairs deals with DM at state level. Organisation of NDMA. The org of NDMA should have two parallel limbs i.e. civil and military integrated together at all tiers down to district and formation level. Proposed interface is given at annex L. National Institute of Disaster Management (NIDM). Establishment of NIDM will provide national focal point to provide training and organize research on various aspects of disaster risk management. The training services at NIDM will also be provided to other stakeholders; e.g. media, NGOs, volunteers, professionals and armed forces. Disaster Profiling of Pakistan. Study of major disasters and vulnerability profile should categorize the areas as per disaster vulnerabilities down to district level. Basing on this risk profile, contingencies be worked out to minimize the disaster effects. This should include necessary mitigation, preparation and positioning of required equipment/ stocks for efficient handling of disasters. Army owing to its deployment can be integrated by NDMA for disaster profiling. Strategic Stocking – Perishable and Non-perishable Items. Pre-emption of disaster by identifying the disaster prone areas and taking measures in adv can avert potential calamities. Responsibilities of procurement, stocking and distribution can be assigned to army. Contingency Planning and Preparedness. Contingency plans should be prepared by the NDMA to deal with all potential threats and climatic hazards for a proactive response. These plans should also be prepared by national, provincial and local level authorities, integrating army at each level. Emergency procedures, cutting down the traditional red tape found in bureaucratic operations, should be developed and all participating agencies including army should be familiarized with them in advance. Contingency plans should include identification of clear centre and lines of command, including role of army at each level. The same should be prepared for different hazards as done by China and rehearsed. National Database. A national database is an essential requisite for effective disaster risk management, including emergency response. It should contain information on population numbers and spread, livestock, demographic characteristics, infrastructure and facilities, topography, and so on. The database should be updated regularly and should be readily accessible to all relevant stakeholders. Pakistan army due to its inherent organisational structure can assist in gathering and updating of data. Awareness Campaign / Disaster Management Education. Focusing on empowering the public with ways and means to reduce disaster losses, a national awareness campaign, designating a 'National Disaster Safety Day', must be held. Disaster management needs to be integrated in university and school curriculum. Campaigns to be planned for enhancing the general awareness among common masses. Early Warning (EW) Systems. EW systems can play a significant role in reducing loss of life and casualties in a disaster. EW centres should be established in various parts of the country, particularly those that are highly vulnerable to disasters, and equipped with the necessary equipment, technology and staff to enable them to function properly. Dissemination procedures and modes should be developed in advance involving Pakistan Army at different tiers. The communication system of Pakistan Army being reliable and effective can be utilised especially in Northern areas, Kashmir and other remote areas for early warning of an impending hazard. EW centres should have an interface with proposed Formation DM cells. * Armed Forces Level Concept of Employment – Armed Forces. It is suggested that Armed Forces should remain in the support role with in organisational framework of NDMA. As such in line with the contemporary organisations of the World, Armed Forces should be the second responders. However, due to their inbuilt potential, these need to be suitably integrated and employed in NDMA. The army being in supporting role can be assigned responsibility in all phases of disaster management, disaster profiling and DRR. After analysing various models of contemporary armies, army can be employed as under:- . Lightly Equipped DART. The essence of an ideal rescue operation remains in saving as many lives as possible within a window of 12 to 48 hrs. This asks for a lightly equipped team of experts that can be air lifted to the disaster site in shortest possible time like Canadian DART. This may be located centrally or at highly disaster prone areas. . National Disaster Response Force (NDRF). A military related response force like Indian NDRF comprising dedicated composite battalions comprising specialist search and rescue teams including engineers, technicians, electricians, dog squads and medical/paramedics. These NDRF battalions may be located at different locations in the country based on the vulnerability profile to cut down the response time for their deployment. . Incorporation of Existing Facilities. Keeping in view economic costs, Pakistan Army cannot afford to have dedicated battalions to meet the disaster mitigation measures as being managed by developed countries. To overcome this shortage the existing facilities need to be identified and integrated into the DM system. 17. Doctrinal Aspects – Armed Forces. Armed Forces in line with NDMA should formulate suitable doctrine for envisaged tasks in the realm of disaster management. Different contingencies with reference to various disasters and what all is entailed in responding to them should be worked out threadbare. Keeping in view past experiences, Army is expected to be the major contributor in consonance with other agencies to carryout search, rescue and relief operations and initial assessment of a situation. There is a need to formulate a GSP / standard doctrine for employment of different arms and services and their training in response to different hazards. Establishment of Armed Forces DM Cells. For an integrated response, the three services would require dedicated cells with a coordinating HQ at the Joint Staff (JS) level. Following is suggested in this regard:- . JS HQ. Establishment of a disaster management wing at JS HQ to interact with NDMA at Federal level through Armed Forces Wing and provide policy guidelines to the Armed Forces. . Army Disaster Management Cell (ADMC). For Army’s employment in the DM, this cell should be formed in the MO Directorate. It should have representative each from Engineers, Signals, Medical, ISPR, and C4I Directorates to conceive, coordinate and execute DM at Army Level. . Disaster Relief Cell at Corps Level. A disaster Relief Cell is proposed to be established at 4 Corps, 5 Corps, 10 Corps, 11 Corps and 12 Corps. These cells will be established mainly to handle disaster situations in collaboration with provincial government. They will also co-ordinate with agencies responsible for disaster relief operations. There are two options available for establishment of Disaster relief cell. It can be either established in case of emergency by pooling up staff from existing manpower of the corps or raised afresh. Proposed organization of disaster relief cell is as under:- GSO-I (Coord) Disaster Relief Cell GSO-II (Supply & Transport) GSO-II (Relief & Stores) GSO-II (Search & Rescue) GSO-II (Plans) . Establishment of Task Forces. There are two options :- (17) Option 1 - Dedicated Task Forces. To have two dedicated, trained and equipped task forces in line with the army commands being created at army level ie Northern & Southern commands. The Option subsequently, also envisages creation of two special sub-task forces for 10 Corps and coastal Areas, due to increased degree of hazard profile in these areas. (18) Option 2 – Revamping Existing Internal Security (IS) /Flood Relief Schemes. Capitalizing on the existing schemes with a view to formulate a comprehensive disaster management scheme encompassing all likely disaster situations. (19) Suggested Option. Due to resource constrained and unpredictable nature of disasters, our Army can not afford to have a dedicated force for DM. Therefore, the present schemes should be made wholesome by dovetailing IS/ Flood Relief schemes into disaster realm. Training for Disaster Management. To create an awareness of the complexity of DM and the military’s tasks, it is necessary to train at all levels. To train the trainers, a minimum manpower of each formation must be imparted disaster management training at the proposed National Disaster Management Institute or Military College of Engineers (DM training hub at army level), that will be able to impart disaster training at formation / unit level. . Formation / Unit Level Training. For an effective response, units detailed for different duties as per formation DM schemes must train troops. Formation / Brigade level exercises/ rehearsals in different emergency situations must be planned in consonance with PDMA/ DDMA . Following is recommended in this regards:- (20) Disaster Management module to be included in ITC and Collective Training. (21) DM to be introduced as a complete subject and included in all courses. (22) One company per battalion must be fully trained in DM situations basing on formation disaster management schemes. (23) To train the trainers at the formation level, selected troops shall be imparted DM training collectively at Division Battle Schools. . Training Hubs. Military College of Engineering (MCE) should act as the training hub for disaster management operations in sync with proposed National Disaster Management Institute. (24) MCE (m) MCE should act as lead institution for disaster management training and conduct all arms courses to train the trainers. (n) MCE should also include DM as a subject in all the disciplines in junior courses. (o) Tech aspects related to search, rescue and relief operations be taught. (p) Mock ex be planned to rehearse DM activities. (25) School of Infantry and Tactics. Curriculum of SI&T (including JCOs/ NCOs courses) should include DM as a subject. A module in the YOs / MCC course be included focusing on the DM. (26) Advance Leadership Course. Emphasis should be laid on junior leader’s training from DM point of view by incorporating situational training in minor crisis management exercises. (27) Other Training Institutions. Other institutions like NDC and C&SC should also include DM in their curriculum. (28) Joint Training with Civilian Agencies. To generate maximum coherent and synergetic response to DM situations, combined joint training may be planned with civilian agencies in the respective AOR. (29) Foreign Courses. At the Army level there is a need to also interact with foreign institutions to gain training for ‘rescue teams’ and other special disaster related training. Disaster Schemes. Formation HQs to formulate a comprehensive disaster management scheme encompassing all crises/ disaster situations. Basing on this scheme, respective brigades and units to evolve DM plans. Likewise, DM scheme for the Engineers and Signals should be made by HQs Corps Engineers and HQs Corps Signals. Formation Disaster Management Schemes. This would be an expanded form of existing IS & flood relief schemes encompassing all natural and manmade disasters. In normal crises and IS situations, the units/sub units would respond as per the existing procedures in vogue in respective areas. a. FDMC. Formation Disaster Management Cell (FDMC) shall be established at the Division HQs immediately after receipt of information from civilian authorities in case of disasters/ IS situations. It will be manned round the clock. Following are some of the tasks that can be assigned to this cell: - (1) Provide overall guidance, on the provision and employment of military assistance and carryout necessary coordination with civil administration. (2) Generation and coordination of relief effort in consonance with DDMA. (3) Maintain contact with Immediate Reaction Group (IRG) established by the brigades. (4) FDMC should have expansion capability to absorb additional forces basing on the magnitude of disaster. Special Rescue Force (SRF). The concept of the SRF revolves around a group of highly trained professionals, equipped with state-of-the-art hi-tech rescue gadgetry; having inherent capability to respond to any time intensive disaster inland or abroad. The SRF being a special force should only focus on sensitive disaster scenarios requiring special equipment, eg, urban search and rescue operations. Relief operations of general nature should continue to be handled by the respective formations. . Organisation (30) The SRF should be a composite force of pre-dominantly engineer elements and highly trained paramedics ex AMC. Force may as well have a mix of well trained Army officers / troops and civilian specialists to give continuity and permanency to the setup. (31) This force may as well have its platoon size outfits at Corps level so as to cut down on response time and provide essential expertise in handling specific disaster scenarios at Corps level. (32) The force to be dovetailing with Bomb Disposal (BD) Unit. This will ensure a well coordinated and integrated response as some of the search equipment held with BD unit and the equipment likely to be procured for SRF can complement each other. Suggested organisation is at Annex M. (33) Battalion size strength ex Army Engineers is suggested for SRF comprising Light Rescue Teams (LRT) and a Heavy Rescue and Support Teams (HRST). LRT will have detachments of highly trained professionals having state of the art rescue and relief equipment and specialists in urban relief operations. HRST having major plant pieces including trained manpower will be pooled up out of the existing resources of Army Engineers, when required for international relief operations. Whereas for inland employment same will be provided by the host formation in whose AOR it will operate. . Equipment. The force should have man portable specialist equipment and must be suitably equipped to undertake disaster rescue operations, within the country and abroad. Disaster Relief Depots. For immediate supply of stores required to handle any disaster situation, disaster relief depots can be established at Corps level in collaboration with pre positioning of relief stores at national level. The suggested location of disaster relief depots could be Lahore, Karachi, Rawalpindi, Peshawar, Gilgit and Quetta. Equipment should be stored considering disaster profile of the country. Capacity Building. Following should be done in this regard:- . Procurement of Additional Aviation Assets – Cargo Helicopters. The number and types / origin can be decided through a detailed study on the subject, however, their necessity is surely ascertained after 8/10 Earthquake experience. . Light Weight / Long Range Communication Equipment. Armed forces’ employment in any future operations, may it be combat, IS or a disaster handling, will require operations in small groups working almost semi independent, thus putting more demands on communication resources. Light weight and long range sets will afford flexibility and enhance operational efficiency in any future employment. . Special Equipment. Procurement of following equipment should be made:- (34) Equipment for search and rescue operations in collapsed structures. (35) Equipment for high altitude rescue teams. (36) Boats and other scuba equipment for rescue and evacuation in floods and disaster at sea. (37) Engineer’s heavy plant equipment. (38) NBCW disaster teams/ platoons equipment to include basic kit and detection and decontamination equipment. (39) All civil or military teams should have compatible equipment and communications. Media Handling. Media must play a proactive role to effectively portray the disaster to the masses and international community thereby generating a positive and forthcoming response both at home and international front. Our officers and troops need to be trained in media handling and its importance in today’s environment through professional courses and cadres. ISPR can also play vital role in this regard and need to be fully integrated with national media in any future disaster and highlight positive image of Pakistan Army. Additional Studies. It is suggested that separate studies be undertaken at appropriate levels for the following:- . A joint study be undertaken between the NDMA and the military to clearly identify the role of the military in the NDM system of Pakistan. Presently, role of army is not clear in different phases of disaster management. . A separate study be undertaken to determine the induction of specialized equipment and responsibility of its holding / maintenance by the Army or NDMA. There is a need for evaluation of how cross training and joint exercises will be undertaken and the financial and administrative implications thereof. . At the military level we need to identify what niche capabilities we wish to develop as flag bearing capacities for international as well as for hard core specialized disaster relief operations such as high altitude rescue teams or search and rescue etc. * Conclusion Due to the increased number and scale of both natural and man-made threats including terrorist activities, what is needed is better contingency planning and a more aggressive, forward-leaning posture; better training, exercising and handling of emergency management assistance and better arranging of national and military command and coordination of units. Though a new NDMS is in place in Pakistan that is intricate and comprehensive, the role of the military in any future disaster will be high profile and very vital to the lives and safety of our citizens for which we need to be fully integrated with all such developments. 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Stephan Baas, Selvaraju Ramasamy, Jenny Dey DePryck, Federica Battista, “Disaster Risk Management Systems Analysis”, Institutions For Disaster Risk Management, Environment, Climate Change And Bio-energy Division, Food And Agriculture Organisation Of The United Nations, Rome, January 2008. 19. “DISASTER MANAGEMENT IN INDIA”, Government of India, Ministry of Home Affairs, National Disaster Management Division/MHA/GOI/28/06/2004. 20. “Implementation of The Hyogo Framework for Action in Asia and The Pacific: Case Study: The National Disaster Management System of China and its Response to The Wenchuan Earthquake”, Economic and Social Commission for Asia and The Pacific, Committee on Disaster Risk Reduction, First Session, Bangkok, 25-27 March 2009. 21. Adil Özdemir, “Emergency Management in Turkey”, 2005. 22. Anderson, Ewan, Dr., “Disaster Management and the Military”, University of Durham, Department of Geography, Durham DH1 3LE, England, Kluwer Academic Publishers, October, 1994. 23. Nilgün Okay, “The Risk Profile and Disaster Management System of Turkey” WBI-Natural Disaster Risk Management Program-Final Project, 2 May 2005. 24. Kailash Gupta, “Disaster Management and India”: Responding Internally and Simultaneously in Neighboring Countries”, May 2009. 25. David Etkin, “The Search for Principles of Disaster Management”, Disaster and Emergency Management, Atkinson Faculty of Liberal and Applied Studies, York University, etkin@yorku.ca, 30 May, 2007. 26. “Introduction to Disasters and Disaster Management”, http://www.reliefweb.int/library/mcda/refman/chapt1.html, 27. Mark Malloch Brown and Kenzo Oshima, United Nations Disaster Management Training Programme, “The Role and Responsibilities of the United Nations Disaster Management Team”, 20 August, 2002 28. Earthquake Reconstruction and Rehabilitation Authority, Annual Review 2007-08. 29. National Disaster Management Authority, “District Disaster Risk Management Planning Guidelines”, July 2007. 30. Dr. Iffat Idris, “Earthquake 8/10, Learning From Pakistan’s Experience” Communications Inc, Islamabad, 2007. http://www.ndma.gov.pk 31. National Disaster Management Authority, Draft National Disaster Management Framework, Islamabad, December 2006. 32. “Evaluation of Disaster Response Agencies of Pakistan” by OCHA, National Disaster Response Advisor, Islamabad, December 2006. 33. National Disaster Management Authority, “Briefing Paper Local and Community Level Disaster Risk Reduction for Tsunami and Coastal Hazards”, July 2009. 34. United Nations, “Global Survey of Early Warning Systems”, A report prepared at the request of the Secretary-General of the United Nations, September 2006. 35. Noreen Haider, “Living with Disasters”, National Disaster Management Authority, 2006. 36. Dr. Qamar-uz-Zaman Ch, “Strengthening National Capacities for Multi Hazard Early Warning and Response System in Pakistan”, 2006. 37. National Disaster Management Authority, “PEER – Country Report (Pakistan) Dec 2007 – March 2009”. 38. A Review of Disaster Management Policies and Systems in Pakistan for WCDR, Islamabad, January, 2005. http://www.unisdr.org/eng/country-inform/reports/Pakistan-report.pdf. 39. National Disaster Management Authority, “Provincial Disaster Risk Management Planning Guidelines”, Islamabad, July 2007. 40. International Strategy for Disaster Reduction, “Words Into Action: Implementing the Hyogo Framework for Action Document for consultation”, November 2006. http://www.unisdr.org/ 41. Dr. M. Mohsin Iqbal, “Vulnerability of Pakistan to Climate Change Hazards”, Islamabad, October 2009. 42. M. Waqas Hanif, “ERRA Rural Housing Program – Owner Driven Approach”, Islamabad, 2006. 43. National Disaster Management Authority, “Mainstreaming of Disaster Risk Reduction”, Islamabad, October, 2009. 44. Zahid Rafi, “Tsunami Early Warning System: SOPs and Communication Strategies”, Conference on working together for disaster risk reduction Oct, 2009. 45. National Disaster Management Authority, “Annual Progress Report, 2007”, Islamabad, 2007. 46. Government of Pakistan, Ministry of Law Justice and Human Rights, Islamabad, the 3rd October, 2007, No. 2(1)/2007-Pub, Ordinance No. LIII of 2007. 47. National Disaster Management Authority, “Government of Pakistan, National Disaster Risk Management Framework Pakistan”, March 2007. 48. Disaster Management Centre, Ministry of Disaster Management & Human Rights, Government of Sri Lanka, “Towards a Safer Sri Lanka: A Road Map for Disaster Risk Management” , Supported by United Nations Development Programme (UNDP), April 2006. 49. “Sri Lanka Disaster Management Act, No. 13”, Colombo, 2005. 50. National Fire Protection Association 1600, “Standard on Disaster/Emergency Management and Business Continuity Programs”, 2007. OFFICIAL STUDIES 1. 5 AK Brigade, “Disaster Management at Army and National Levels”, 2006. 2. National Defence College, “National Strategy Paper, Crisis And Disaster Management”, 2006. 3. Command and Staff College, Quetta, “Disaster Management – Crises and Response at National and Services Level”, 2005. Annex A DISASTER PROFILE OF PAKISTAN 1. 1. Earthquakes. The known record for last one hundred years tells us that four major earthquakes exceeding 8 on the Richter scale have occurred in the region The Indo-Australian plate upon which Pakistan, India and Nepal lie, is continuously moving northward and sub-ducting under the Eurasian plate, thus triggering earthquakes in the process and forming Himalayan mountains. Within the Suleiman, Hindu Kush and Karakoram mountain ranges, the Northern Areas and Chitral district in NWFP, Kashmir including Muzaffarabad, and Quetta, Chaman, Sibi, Zhob, Khuzdar, Dalbandin, the Makran coast including Gwadar and Pasni in Balochistan are located in high or very high risk areas. Cities of Islamabad, Karachi and Peshawar are located on the edges of high risk areas. Seismologists like Dr. Roger Bilham and associates believe that one or more great earthquakes may be overdue in a large fraction of the Himalayas. They also don’t rule out the chances of ruptures in the range of 7.5 Mw. to 8 magnitude in Balochistan area. Seismic Hazard Map of Pakistan for 500 Years Return Period 2. Floods. Floods are common and costly natural disasters. Floods usually are local, short-lived events that can happen suddenly, sometimes with little or no warning. They usually are caused by intense storms that produce more runoff than an area can store or a stream can carry within its normal channel. Rivers can also flood when dams fail, when landslides temporarily block a channel, or when snow melts rapidly. Floods can occur at any time, but weather patterns have a strong influence on when and where floods happen. Cyclones, or storms that bring moisture inland from the ocean, can also cause floods. The size, or magnitude, of a flood is described by a term called recurrence interval. By studying a long period of flow records for a stream, it is possible to estimate the size of a flood. a. Monsoon Floods. It has been argued that El-Nino and La Nina factors have upset the system of rains in India, Pakistan, Iran and Afghanistan. In the case of the monsoons, which are also part of a global phenomenon, the atmospheric pressure at sea level at the southwest of the Indian Peninsula, the ocean temperature in the Bay of Bengal and the rainfall fluctuation across South Asia are inter-related critical factors. Weather systems originating from Bay of Bengal and to a lesser extent Arabian Sea result in occurrence of tropical cyclones in the North Arabian Sea which impact coast of Sindh and Balochistan. Water release from Tarbela and Mangla Dams augments it. b. Flash Floods. Other than the floods brought on by the major rives , in the Northern areas of Pakistan there are also recurrent flash floods in the summers which cause a great deal of damage to life and property. The districts most likely to be affected by Flash Floods are: (1) Northern Areas. Hunza, Ghizar, Astore, Gilgit & Skardu. (2) NWFP. Charsadda, Peshawar, Mardan, DI Khan, Swat, Mansehra, Upper /Lower Dir & Chitral. (3) AJK. Muzzafarabad, Neelum, Bagh, Kotli & Bhimber. (4) Punjab. Sialkot, Wazirabad, Gujranwala, Gujrat, Bhakkar, Mianwali & DG Khan. (5) Balochistan. Sibi, Jhal Magsi, Bolan, Kech, Gwador, Kharan, Kalat, Khuzdar & Lasbela. (6) Sindh. Dadu, Qambar- Shahdadkot, Larkana, Karachi, Hyderabad, Sanghar & Badin. c. Floods due to Breaches. Floods due to the breaches of river embankments and canal breaches are a frequent occurrence in all the districts of Pakistan. d. Urban Floods. An urban area can be flooded by an amount of rainfall that would have had no impact in a rural area. But in crowded towns and cities, rainwater flows into storm sewers and drainage thus flooding them. Karachi, Hyderabad, Rawalpindi and Lahore are most vulnerable. e. Coastal Floods. Hurricanes and tropical storms can produce heavy rains, or drive ocean water onto land. Beaches and coastal houses can be swept away by the water. Coastal flooding can also be produced by sea waves called tsunamis, giant tidal waves that are created by volcanoes or earthquakes in the ocean. Badin, Thatta and Karachi are vulnerable. 3. Glacial Lake Outburst Floods (GLOF). There are about 5,218 glaciers in Pakistan with a total of 2,420 lakes, out of which 52 are potentially dangerous and can result in GLOF, seriously damaging life, property and livelihoods. Although the history of GLOF is not documented, records indicate that GLOF occurred in Ghizer Valley in the Ishkoman region in 1960 and in the Hunza region in 1992-93. Karakoram Range generally has higher elevation and is considered as out of the impact of climate change yet it is alarming that five GLOF event occurred in less than one year (2007-2008) in parts of Gojal Tehsil in Hunza River Basin which posed a great risk to the downstream communities. Similarly, the Shingo Basin, Astor areas south of Gilgit and the Jhelum valley are also vulnerable to this disaster. The following districts are vulnerable to Glacial Lake Outburst Floods (GLOF). Astore, Gilgit, Ghanche Northern areas. 4. Flooding in the Indus Basin. 56% of the Basin is located in Pakistan comprising Indus and its tributaries: Kabul, Jhelum, Chenab, Ravi, Beas and Sutlej. Since creation of Pakistan, floods along the Indus Basin have wrecked economic damage worth US $ 5 billion approximately. These floods occur as a consequence of the monsoon rains. There are two scenarios of flooding in Indus basin:- a. Scenario A. Low to heavy riverine floods with flash flooding & cloud burst activity in semi-mountainous & mountainous regions instigated by commensurate precipitation levels causing local emergencies. Road blocks and mud slides experienced in earthquake affected districts of NWFP and AJK. Cyclone activity impacting upon two to three coastal districts in Sindh / Balochistan. b. Scenario B. Heavy to super heavy riverine flooding, significant flash flooding and cloud burst activity owing to heavy precipitation in mountainous and semi-mountainous regions causing sliding activity and severing population segments. Cyclone activity experienced affecting upto eight to ten districts in Sindh and/ or Balochistan causing widespread destruction along coastal region and massive inland flash flooding 5. Tropical Cyclones: Cyclones have become frequent globally but most of them do not seriously impact Pakistan’s coast. However, the cyclone of 1999 had a serious impact on districts of Badin and Thatta as 168 lives were lost, 11,000 cattle perished, 73 settlements completely wiped out, 642 boats damaged and about 0.6 million people severely affected because of this cyclone. “Yemyn” in 2007 had a much wider impact on 26 districts of Balochistan and Sindh and affected 2.5 million and caused the loss of nearly 400 lives. The following districts are vulnerable to tropical cyclone: Gwadar, Kech, Lasbella &Washuk in Balochistan. Badin,Karachi and Thatta in Sindh. 6. Tsunami. District Gwadar, Lasbela, Karachi, Badin, Thahtta. 7. Landslide. The term landslide is used in its broad sense to include downward and outward movement of slope forming materials (natural rock and soil). It is caused by heavy rain, soil erosion and earth tremors and may also happen in areas under heavy snow. Landslides can be triggered by an earthquake, rainstorm, wind or anthropogenic activities e.g. blasting. Although landslides are ubiquitous in any mountain range, the Himalayas being the youngest mountain chain with fastest rising provide tremendous prospects for initiation of landslides. Severe monsoon rains and or exceptional melting of Himalayan glaciers provide abundant water to cause many landslides. Landslides are common in the Northern Areas, Kashmir, and the Murree Hills etc. The impact of landslides appears minimal and localized in nature but cumulative damage and loss of life may sometime exceed many major catastrophes. The major impact of landslides is on housing, livelihoods, and blocked roads. The following districts are vulnerable to landslides. Bagh, Bhimber, Neelum and Muzaffarabad in Azad Jammu & Kashmir. Astore, Diamer, Gilgit & Ghanche in Northern Areas. Kaghan, Naran & Chitral in NWFP 8. Avalanches. Northern areas and Kashmir region experience avalanches on seasonal basis. Avalanches are a kind of local natural disaster and their impact is localized to the communities living nearby or in the area where avalanches happen on a regular basis. The following districts are vulnerable to avalanches. Astore, Gilgit, Ghanche , Ghizer, Skardu in Northern Areas as well as Chitral in NWFP. 9. Drought. Droughts may last for months and in some cases several years. Drought is commonly associated with periods of reduced precipitation of sufficient duration to cause insufficient water resources. The loss of these water resources, in turn, disrupts natural ecosystem and human activities. Of all the natural disasters, drought whether Meteorological, Hydrological or Agricultural has the greatest potential impact as compared to other disasters like floods, tropical storms etc. Almost all the semi-arid and arid areas of Pakistan experience drought with varied intensity. The severity of drought reached its climax in low rainfall zones including most of Balochistan, southern parts of Sindh and southeastern parts of Punjab. 10. Urban Fires. For the last two decades, there has been a significant migration from rural to urban which has put a lot of pressure on the urban areas of Pakistan thereby creating more slum areas in the cities. In addition, there is a lot of construction activities taking place, and residents are not following building codes. Over and above, mushrooming of unplanned CNG gas filling stations in urban areas and unauthorized LPG gas stores are quite common. The sale of petroleum products in the residential areas is also widespread in the cities. These practices pose major fire risk in urban areas. While the risk of fire exists in all dwellings, the cities with more industrial units, CNG stations/petrol Pumps, godowns are relatively more fire prone. The appended list reflects urban centers with a pronounced vulnerability. The following Cities are vulnerable to fire. Quetta in Baluchistan, Peshawar in (NWFP). Faisalabad,Gujarat,Gujranwala,Lahore,Multan & Rawalpindi in Punjab. Hyderabad, Karachi & Sukkur in Sindh. 11. Forest Fires. Pakistan has different types of forests, ranging from Mangroves in the south to Alpine vegetation in the north. Out of all these types, sub tropical broad leave evergreen scrub forest and sub tropical Pine is the most fire prone forest in Pakistan. The Following districts are prone to forest fire. Swat,Chitral,Buner,Kohat, Hangu, Haripur in NWFP. Chakwal,Attock,Jehlum,Kushab,Bhakkar in Punjab. Chillas in Northen Areas. Neelum Valley,Jehlum valley and Bagh in Azad Jammu and Kashmir. 12. Transport Accidents. Transport accidents, particularly road accidents, are common in Pakistan. The major reasons for this are poor road conditions, single road tracks, and unsafe driving practices. Some big accidents have also been reported on railways in Pakistan. This has been excused mainly because of dilapidated and worn out railways’ infrastructure. 13. Industrial Accidents. Industrial cities like Karachi, Lahore, Faisalabad, Gujrat, Gujranwala are prone to industrial disasters. The chemical industry faces the potential threat of disasters because of possible chemical explosions. The following districts are vulnerable to industrial accidents. Karachi and Hyderabad in Sindh. Faisalabad, Gujarat, Gujranwala, Lahore, Multan & Sialkot in Punjab. Peshawar, Gadoon Amazai and Haripur in Northern West Frontier Province (NWFP) and Hub in Balochistan. 14. Internal Displacements. Regions Vulnerable to IDPs are, FATA, Northern Areas, South Punjab, South-East Sind, Balochistan, Azad Jammu & Kashmir, 15. Future Threats. Considering the geo-strategic location of Pakistan the future disaster threats to Pakistan can be divided in two broad categories. a. Terrorism. Post 9/11 scenario has totally changed the dimension of terrorism. From kidnapping, murders and small scale firing by few criminal individuals now it has taken a shape of high level explosions, plane hijacking, target killing of foreigners working in Pakistan, suicidal attacks on VVIPs and public places aiming at harassment and mass killings. b. Religious extremism. In early eighties religious extremism emerged as a problem and now due to of involvement of various political parties and foreign elements has transformed in a serious threat. c. Strikes. Strikes manipulated by leftist political parties with involvement of external and sub national elements not only affect the individual or a particular community, but also affects a set back on our developing national economy. d. Law and Order Situations. Depending upon the effected region has a direct bearing on political stability, foreign investment and thus economy of the country. 16. It is our basic fault lines or dynamic pressure exerted by socio-economic poverty, rising population stress on finite resources, poor state of environmental health, unplanned development multiplying hazard impact and a poor awareness of hazard prevention that enhance our vulnerabilities. The chart produced below profiles losses to natural hazards. TOP 10 NATURAL DISASTERS IN PAKISTAN (In terms of loss of human lives) Disaster | Date | Died | Affected | Damage $ (ooo) | Earthquake | 31 May 1935 | 35,000 | | | Earthquake (tsunami) | 27 Nov 1945 | 4,000 | | | Earthquake | 28 Dec 1974 | 4,700 | | 3,255 | Earthquake | 31 Jan 1991 | | | | Earthquake | 8 Oct 2005 | 73,338 | 2,869, 142 | 5,000,000 | Total | | 117,038 | | 10,000 | Flood | 1950 | 2,900 | | | Flood | Aug 1976 | | 5,556,000 | 505,000 | Flood | Jul 1978 | | 2,246,000 | | Flood | Jul | 1992 | 1334 | 12,324,024 | 1,000,000 | Flood | | 1994 | | | 92,000 | Flood | Aug 1996 | | 1,300,000 | | Flood | Jun 1997 | 848 | | | Flood | Mar 1998 | 1000 | | | Flood | Feb 2005 | | 7,000,450 | | Flood | Jul | 2001 | | | 246,000 | Flood | Jul 2003 | | 1,266,223 | | Total | | 6082 | | | Drought | 2000-2002 | | 2,200,000 | 247,000 | Windstorm | 15 Dec 1965 | 10,000 | | 4100 | Windstorm | 14 Nov 1993 | 609 | | | Grand Total | | 133,728 | | | Appendix 1 To Annex A CHRONOLOGY OF THE MAJ EARTHQUAKES OF PAKISTAN Yr | Area | Magnitude | Cas | 1909 | Loralai-Sibi | 7.0 | 100 | 1929 | Buner-Hazara | 8.0 | ' | 1931 | Sharigh | 7.2 | ' | 1931 | Mach | 7.0 | ' | 1935 | Quetta | 7.7 | 35,000 | 1939 | Badakhshan* | 6.9 | ' | 1945 | 99 km SE of Gwadar (at sea) | 8.2 | > 4,000 | 1974 | Swat & Hazara | 6.2 | 5,300 | 1981 | Gilgit | 6.1 | 220 | 1997 | Harnai | 7.3 | 50 | 2001 | Kutch (Bhuj)* | 7.7 | 20,023 | 2002 (3) | Gilgit-Astor | 5.5, 5.3,6.3 | 11,723 | 2005 | Muzaffarabad, Bagh & Balakot | 7.6 | 80,361 | 2007/8 | Ziarat | 4.6 | ' | Appendix 2 To Annex A MAJ FLOODS WITH THEIR EFFECTS Yr | Losses(Billion Rs) | Lives Lost | Vills Affected | Area (sq miles) | 1950 | 9.1 | 2,910 | 10,000 | 7,000 | 1955 | 7.0 | 679 | 6,945 | 8,000 | 1959 | 5.9 | 160 | 11,609 | 29,065 | 1973 | 5.5 | 474 | 9,719 | 16,200 | 1975 | 12.7 | 126 | 8,628 | 13,645 | 1976 | 64.8 | 425 | 18,390 | 32,000 | 1978 | 41.4 | 393 | 9,199 | 11,952 | 1981 | ' | 82 | 2,071 | ' | 1982 | ' | 350 | 7,545 | ' | 1992 | 56.0 | 1,008 | 13,208 | 15,140 | 1995 | 7.0 | 591 | 6,852 | 6,518 | 1996 | 3.5 | 307 | 3,769 | 3,852 | 1997 | ' | 607 | 3,245 | 2,300 | 23. 2003 | 450,000 acres crops20,000 cattles,100,000 houses | 215 | 10,000 | 400 | 2005 | ' | 424 | ' | 400 | Annex B STRUCTURE FOR DISASTER RISK MANAGEMENT National Disaster Management Commission 2. The NDMC would perform following functions:- a. Lay down policies on disaster risk management. b. Approve the National DRM Framework and Emergency Response Plan. c. Approve plans prepared by Ministries or Divisions of the federal government in accordance with National Framework and Plan. d. Lay down guidelines to be followed by Federal and Provincial Authorities. e. Arrange for, and oversee, the provision of funds for risk reduction, preparedness and response and recovery measures. f. Provide support to other countries affected by major disasters as may be determined by the federal government. g. Take such other measures for risk reduction, preparedness and capacity building as it may consider necessary. h. In addition, NDMC may constitute an advisory committee or committees of experts in disaster risk management. 3. Meetings: NDMC will meet twice a year (before the start of monsoon and winter seasons, during which seasonal hazards may occur), when early warning thresholds indicate need, and when a disaster strikes. Annex C NATIONAL DISASTER MANAGEMENT AUTHORITY 1. NDMA aims to develop sustainable operational capacity and professional competence to undertake the following tasks:- a. Coordinate complete spectrum of disaster risk management at national level, Act as Secretariat of the NDMC to facilitate implementation of DRM strategies, Map all hazards in the country and conduct risk analyses on a regular basis. b. Develop guidelines and standards for national and provincial stakeholders regarding their role in disaster risk management. c. Ensure establishment of DM Authorities and Emergency Operations Centres at provincial, district, and municipal levels in hazard-prone areas. d. Provide technical assistance to federal ministries, departments and provincial DM authorities for disaster risk management initiatives. e. Organize training and awareness raising activities for capacity development of stakeholders, particularly in hazard-prone areas. f. Collect, analyze, process, and disseminate inter-sectoral information required in an all hazards management approach. g. Ensure appropriate regulations are framed to develop disaster response volunteer teams. j. Create requisite environment for participation of media in DRM activities. k. Serve as the lead agency for NGOs to ensure their performance matches accepted international standards, e.g the SPHERE standards. l. Serve as the lead agency for international cooperation in disaster risk management. This will particularly include, information sharing, early warning, surveillance, joint training, and common standards and protocols required for regional and international cooperation. m. Coordinate emergency response of federal government in the event of a national level disaster through the National Emergency Operations Centre (NEOC). n. Establish a NDM Fund, and perform any other function as may be required. Annex D TECHNICAL COMMITTEES 1. The NDMA, PDMA and DDMAs may establish Technical Committees in order to facilitate coordination and enable optimum use of available skills and resources. Committees could assist local, provincial or national authorities in identifying issues and problems and devising solutions. The specific areas that could be covered are: a. b. Cyclones, storms, winds. c. Disaster risk communication. d. Drought, Epidemics e. Early warning systems. f. Earthquakes. j. Floods, Tsunamis. g. Industrial and mines accidents. k. Land slides, earth slides and avalanches. l. Locust/pest infestation m. Major transportation accidents. n. Marine disasters, including oil spills. o. Refugees/displaced persons. p. Urban and forest fires. q. Any other future calamity Annex E PROVINCIAL (REGIONAL) DISASTER MANAGEMENT COMMISSIONS 1. The Provincial (Regional) Disaster Management Commission shall:- a. Lay down the provincial/regional disaster risk management policy. b. Develop provincial/regional disaster risk management plan in accordance with guidelines laid down by the National Commission. c. Ensure that disaster risk management plans are formulated by all ministries, departments, and district/municipal authorities. d. Review the sectoral development plans of provincial departments and ensure that risk reduction measures are integrated therein. e. Approve disaster risk management plans prepared by provincial/ regional departments. f. Review implementation of the plans, and oversee the provision of funds for risk reduction and preparedness measures. Annex F PROVINCIAL (REGIONAL) DISASTER MANAGEMENT AUTHORITIES 1. Coordinate complete spectrum of disasters in the province/region, Formulate provincial/regional disaster risk management plan, a. Continuously monitor hazards, risks and vulnerable conditions within the province/region. b. Develop guidelines and standards for provincial/regional and local stakeholders regarding their role in disaster risk management. c. Ensure preparation of disaster risk management plans by all districts. d. Coordinate implementation of provincial disaster risk management plan in accordance with the National Framework. e. Promote education, awareness and training on disaster risk reduction and response. f. Provide necessary technical assistance and advice to local authorities for carrying out their functions effectively. g. Coordinate emergency response in the event of a disaster, through the Provincial/Regional Emergency Operations Centre (PEOC). h. Develop specific capabilities to manage threats that exist in the province/region and Perform such other functions as may be assigned by the Provincial/Regional Commission. Annex G DISTRICT & MUNICIPAL DISASTER MANAGEMENT AUTHORITIES 1. The DDMA and MDMA will:- a. Formulate district disaster risk management plan, based upon local risk assessment, and coordinate its implementation. b. Review development plans of government departments and provide guidance on mainstreaming disaster risk reduction measures in these plans. c. Continuously monitor hazards, risks and vulnerable conditions within the district, municipality, or cantonment areas. d. Prepare guidelines and standards for local stakeholders on disaster risk reduction. e. Conduct education, training and public awareness programmes for local officials, stakeholders and communities. f. Encourage involvement of community groups in disaster risk reduction and response by providing them necessary financial and technical assistance for implementing community level initiatives. g. Examine construction in the area and if hazard safety standards have not been followed, direct the relevant entities to secure compliance of such standards. h. Invest in specific capabilities according the requirement to manage all types of threats peculiar to local area. j. Undertake appropriate preparedness measures at district level; e.g. maintain an early warning system, identify buildings to be used as evacuation sites, stockpile relief and rescue materials and identify alternative means for emergency communications. k. In the event of a disaster, organize emergency response through the District Emergency Operations Centre (DEOC). l. Maintain linkages with the Provincial Disaster Management Authority and the Relief Department, and m. Perform such other functions as the Provincial Authority may assign to it. Annex H US DISASTER ASSISTANCE RESPONSE TEAM 1. A DART provides specialists, trained in a variety of disaster relief skills that assist US embassies and USAID missions in managing the US Government response to disasters. The DART is designed as a highly flexible and mobile organization capable of adjusting size and mission as may be required to satisfy changing disaster situation needs. USAID/ embassy and Office of U.S. Foreign Disaster Assistance (OFDA) Washington determine the duration of a DART operation after reviewing the disaster situation and the progress in meeting its objectives. A DART is composed of five functional areas: management, operations, planning, logistics, and administration. Annex I NATIONAL DISASTER MANAGEMENT SYSTEM OF CHINA 1. The response to the Wenchuan earthquake was the result of the Government’s disaster management process/ disaster emergency response, covering the following disaster risk reduction phases:- a. Disaster preparedness, including risk assessment, institutional and technical arrangements for emergency response, mitigation, monitoring and early warning. b. Field responses for rescue, mitigation and relief actions, which require the active participation of the whole society and the mobilization of both civilian and military resources. c. Disaster rehabilitation and reconstruction. 2. The national legislature adopted the Emergency Response Law on 30 August 2007 as the overall legal document governing all emergency responses in China, including disaster response comprising the following three levels:- a. The National Master Plan for Responding to Public Emergencies. b. Five national thematic disaster response plans. c. Emergency response plans for 15 central Government departments and their detailed implementation plans and operation norms. 3. National Master Plan for Responding to Public Emergencies. The National Master Plan identifies four kinds of public emergencies: natural disasters, accidents, public health events and social security events. According to the nature of the events, their severity and controllability, and the areas affected by them, these events are classified into four response categories under the Plan: a. Level I for the most severe situation, where the response is organized directly by the central Government, together with the affected provincial and local governments. b. Level II for very severe events, where the relevant provincial governments are primarily responsible for organizing responses, with the assistance of the central Government. c. Level III for severe events. d. Level IV for general public emergencies. 4. Six Principles For Dealing With Public Emergencies a. Prevention first. b. A people-oriented approach to reduce casualties. c. Centralized planning and organization mechanisms. d. Capacity-building for a coordinated rapid response by all relevant parties. e. Standardized operating procedures for government organs at all levels. f. Enhanced scientific and technical support for the response system. 5. National Thematic Disaster Response Plans. To ensure a coordinated and standardized emergency response, the State Council has formulated five thematic plans for major disaster response categories. a. National Emergency Response Plan for Natural Disaster Relief. b. National Emergency Response Plan for Flood and Drought Disasters. c. National Emergency Response Plan for Earthquake Disasters. d. National Emergency Response Plan for Geological Disasters. e. National Emergency Response Plan for Very Severe and Most Severe Forest Fire Disasters. 6. National Disaster Management Mechanisms. The National Master Plan considers the following six major components of disaster management: f. Disaster prevention; g. Early warning and alert dissemination; h. Reporting to relevant government organs to activate emergency response plans. i. Issuance and dissemination of information to the public. j. Emergency response, including mitigation, rescue and relief. k. Rehabilitation and reconstruction, including the mobilization of social donations. 7. China: General Emergency Directing Centre (GEDC). The earthquake disaster management in China is like a pyramid: the GEDC is the top organisation, Provincial Government and related Ministries are the second layer, the Local Government is the third layer, and other organisations or enterprises locate the lowest. Annex J FEDERAL RELIEF COMMISSION 1. Role of FRC. “The Federal Relief Commissioner shall coordinate and monitor the relief efforts. He shall report directly to the Prime Minister. All agencies concerned with the relief and rehabilitation efforts, including cabinet, health, interior, foreign affairs, communication and information divisions shall function through him and form a part of the team. For this purpose their representatives will be attached with him. Representatives from the concerned agencies of the armed forces shall also be a part of the team.” Annex K ARMY LOGISTICS CHAIN - FLOW OF RELIEF GOODS TO AFFECTED AREAS 1. An Army Logistics Control Headquarters was set up in Chaklala by the Logistics Directorate to support the relief operation. It had two infantry battalions and one air Dispatch Company. Transport was undertaken using truck convoys and heavy-lift helicopters. Chinooks provided by the US Army made a major contribution to the relief effort. In total 23,552 tons were transported by the Army Logistics Control HQ. 2. All relief assistance, foreign and domestic, coming by sea, road and air, was received at a number of major bases - Islamabad, Karachi, Lahore, Peshawar and Quetta – from where it was dispatched to six forward bases in the affected areas, in accordance with their respective requirements. From the main bases relief goods were sent to distribution points by air/road. From distribution points they were sent to distribution nodes established by the farmost army units, using all transport means including animals. From the nodes either the survivors collected relief goods themselves or army soldiers man-packed the items and took them to inaccessible areas. Annex L NATIONAL DISASTER MANAGEMENT AUTHORITY PDMA DCO DDMA NDMA Corps Disaster Cell JS HQ ADMC Annex M SUGGESTED ORGANISATION AND EQUIPMENT - SRF SRF HQ (Lieutenant Colonel) 1. Organisation LRT-2 Light Rescue Team 1 (LRT) Heavy Rescue and Support Team (HRST) (Army Engrs/Host fmn) Sniffing Dogs (Ex Army Dog Centre) EOD Team (Ex BD Unit) Detachment Detachment Detachment Detachment Notes a. All LRT detachments should be capable of operating independently and will specialize in urban relief / rescue operations. b. Each detachment should have integral communication and transport. 2. Suggested Equipment a. Rescue (1) Portable generator sets. (2) Steel, concrete and wood cutters. (3) Search lights. (4) Hydraulic / manual spreaders. (5) Video / Sound detection probes and locators. (6) Portable fire fighting equipment and clothing. (7) NBCW suits and detection equipment. (8) Misc equipment to include ropes, extendable ladders etc. b. Medical (1) Essential operation equipment and life saving drugs. (2) Stretches etc. c. Communications (1) Satellite phones. (2) Laptops. (3) Walkie Talkies. d. Transport (1) Double cabin 4x4 Pickup for each detachment. (2) Jeeps. (3) Truck 2 ½ / 3 Ton. e. Plant (1) Dozer size II / IV (or even smaller). (2) Wheel / dozers. (3) Light cranes. (4) Compressors. (6) Mechanical lifts. (7) Excavators / backhoe. Note. Detailed distribution of manpower, equipment, transport etc will be worked out by the SRF commander. -------------------------------------------- [ 2 ]. Source: Reducing Disaster Risk, UNDP 2004. [ 3 ]. GOVERNMENT OF PAKISTAN, MINISTRY OF LAW JUSTICE AND HUMAN RIGHTS, Islamabad, the 3rd October, 2007, No. 2(1)/2007-Pub. [ 4 ]. Twigg, John, “Disaster Risk Reduction: Mitigation and Preparedness,” Humanitarian Practice Network, London England 2004, p XX. [ 5 ]. United Nations International Strategy for Disaster Reduction, “Terminology: basic terms of disaster risk reduction,” found at: http://www.unisdr.org/eng/library/lib-terminology-eng%20home.html. [ 6 ]. MCDA Reference Manual, The Use Of Military and Civil Defence Assets in Relief Operations, Chapter 1 [ 7 ]. http://www.reliefweb.int/library/ [ 8 ]. http://www.dmc.gov.lk/index_english.htm [ 9 ]. ibid [ 10 ]. Source: U.N. Department of Humanitarian Affairs, MCDA Reference Manual, Chapter 1 [ 11 ]. ibid [ 12 ]. This sort of emergency is normally associated with problems of displaced people during times of civil conflict or populations trapped within their own communities, isolated from a government or private support structures as well as access to international relief. [ 13 ]. Source: U.N. Department of Humanitarian Affairs, MCDA Reference Manual, Chapter 1 [ 14 ]. U.S. Government, “National Response Plan,” December 2004. [ 15 ]. Handout on Disaster Management by Institute of Business Administration [ 16 ]. Government Of Pakistan, Ministry Of Law Justice And Human Rights, Islamabad, the 3rd October, 2007, No. 2(1)/2007-Pub. [ 17 ]. Corina Warfield, “The Disaster Management Cycle” http://www.gdrc.org/uem/ disasters/1-dm_ cycle.html. [ 18 ]. The Search for Principles of Disaster Management by David Etkin, Graduate Program Director, Disaster and Emergency Management, Atkinson Faculty of Liberal and Applied Studies, York University [ 19 ]. Government of South Africa, “Disaster Management, Chapter 24,” p. 455. [ 20 ]. Disaster Risk Management Cycle (DRMC) Diagram (TorqAid; http://www.torqaid.com/default.asp) [ 21 ]. http://www.reliefweb.int/library/mcda/refman/chapt1.html [ 22 ]. Disaster Risk Management Systems Analysis, Environment, Climate Change and Bioenergy Division Food and Agriculture Organisation of the United Nations, Rome, January 2008 [ 23 ]. ibid [ 24 ]. Taken from UN/ISDR. 2007. Words into Action: A Guide for Implementing the Hyogo Framework. Geneva. [ 25 ]. 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The Use of Military and Civil Defence Assests in Relief Operations, MCDA Reference Manual, Nov. 15, 1995, Chapter1, available at http://www.reliefweb.int/library/mcda/refman/chapt1.html [ 33 ]. Disaster Management at Army and National Levels, 2006, Study paper, conducted by 5 Azad Kashmir Brigade [ 34 ]. NL 03, a NATO live, joint and combined exercise in the Irish Sea, on the West Coast of Scotland and in Brittany was designed to exercise the operational ability of participating forces and HQs in conducting a Crisis Response Operation. http://www.globalsecurity.org/military/library/news/2003/09/mil-030903-nato03.htm [ 35 ]. The exercise was to simulate responses after a simulated earthquake has shaken the southwest corner of Iceland, and government requested assistance from foreign countries to aid in the rescue efforts. http://www.globalsecurity.org/military/ops/cooperative-safeguard.htm [ 36 ]. www.navy.mil/local/cusnc [ 37 ]. The exercise was primarily conducted as a Partnership Work Programme (PWP), Euro-Atlantic Disaster Response Coordination Centre (EADRCC) and Euro-Atlantic Disaster Response Unit (EADRU) activity. The scenario was developed on "wild fires"; http://www.nato.int/eadrcc/tdragon/exercice2002.htm [ 38 ]. Home Security and Local Hazard and Disaster Management by William L. Waugh, Jr, author of Living with Hazards, Dealing with Disasters (2000). [ 39 ]. Military Role in Natural Disaster Response by James Lee Witt, CEO and Chairman of James Lee Witt Associates, LLC, published in Disaster Preparedness Volume I , Issue I Summer, 2006. [ 40 ]. http://www.fema.gov/about/index.shtm [ 41 ]. Department of Defense, Strategy for Homeland Defense and Civil Support, (Washington, D.C.: 2005), p. 5, available at, www.defenselink.mil/news/June2005/d20050630homeland.pdf. [ 42 ]. Catastrophic Disaster and the Future of the Military Response by Dr. James Jay Carafano, Senior Fellow for National Security and Homeland Security, published in Disaster Preparedness Volume I,2006. [ 43 ]. The Role of DoD In Homeland Security by Michael Disaster Preparedness Volume I , Issue I, 2006 [ 44 ]. China, National Comprehensive Disaster Reduction Plan for the Eleventh 5-year Plan Period (State Council, 14 August 2007), available at www.gov.cn/zwgk/2007-08/14/content_716626.htm [ 45 ]. The National Disaster Management System Of China And Its Response To The Wenchuan Earthquake by Economic And Social Commission For Asia and The Pacific, Committee on Disaster Risk Reduction First session 25-27 March 2009, Bangkok, P-9, http://www.unescap.org/idd/events/cdrr-2009/CDR_2E.pdf [ 46 ]. Total Disaster Risk Management - Good Practices, Chapter 3 by Asian Disaster Reduction Center. [ 47 ]. 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Established, December 27, 1990, when the Russian Rescue Corps was established and assigned the mission of rapid response in the case of emergencies. http://www.mchs.gov.ru/ [ 55 ]. Earthquake – 8/10, Learning from Pakistan’s Experience by NDMA, October 2007. [ 56 ]. Gazette Notification No. 60/1/2004-E-1, dated 10 October 2005. [ 57 ]. Federal Relief Commissioner, Address to FRC Seminar in March 2006 [ 58 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, 2008 [ 59 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, Chapter 2, p 14. [ 60 ]. ibid [ 61 ]. ibid [ 62 ]. IDPs find accommodation in purpose-built sites with an essential range of services near road. [ 63 ]. Situated on state-owned, private or communal land, comprising displaced groups who have settled independent of assistance from the local government or the aid community. [ 64 ]. Groups of people living in the immediate vicinity or within their homes/land, villages or towns. [ 65 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, Chapter 4, p 34. [ 66 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, Chapter 2, p 65-66. [ 67 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, Chapter 5, p 39. [ 68 ]. The System specifically tracks the outbreak of diseases such as cholera, typhoid and malaria. Under the DEWS, one Medical Officer and one laboratory technician at each basic health facility are given training to focus on the suspected signs and symptoms rather than the probable or the confirmed cases. [ 69 ]. www.unhic.org. [ 70 ]. “Words into Action: Implementing the Hyogo Framework for Action”, p 1, available at: http://www.unisdr.org/eng/hfa/hfa.htm [ 71 ]. The Armed Forces shall, under the directions of the Federal Govt, defend Pakistan against external aggression or threat of war, and, subject to law, act in aid of civil power when called upon to do so [ 72 ]. 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[ 86 ]. Earthquake 8/10, Learning from Pakistan’s Experience by NDMA, Chapter 2, p 14.