M I T I L H AO S A RN M U O WORK IS WORSHIP N I C I P ...hp.gov.in/hpsdma/DisasterManagement/CDMP_MCShimla.pdfthe "Queen of Hills," a term coined by the British. Located in the north-west

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IMLA

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UNICIPAL CORP

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ION

WORK IS WORSHIP

Prepared by

City Disaster Management Cell, Municipal Corporation Shimla

Under the GoI‐UNDP Urban Risk Reduction Project (2009-12)

Empowered lives. Resilient nations.

City Disaster Management Plan- Shimla

Copyright © 2012 DM Cell, Municipal Corporation- Shimla Disclaimer ‘City Disaster Management Plan- Shimla’ has been prepared by the Disaster Management Cell, Municipal Corporation- Shimla and no part of this document shall be republished or modified without the prior permission of the MC Shimla. While sincere efforts have been made to ensure the correctness of the information given in this document, the Municipal Corporation- Shimla bears no responsibility for any inadvertent technical/factual inaccuracies and typographical errors.

II NN DD EE XX

1. Chapter- I

Basic Profile of Shimla……………………………………………………………………… 1-11

2. Chapter- II

Hazard-Risk Analysis of Shimla………………………………………………………… 12-29

3. Chapter- III

Vulnerability of Shimla in context of various hazards………………......... 30-47

4. Chapter- IV

Risk Assessment of Shimla in context of various hazards and

associated vulnerabilities………………………………………………………………… 48-55

5. Chapter- V

Mitigation Plan for Shimla City………………………………………………………… 56-62

6. Chapter- VI

Incident Response System for Disasters in Shimla…………………............ 63-69

ANNEXURES

Annexure 1: Roles and Responsibilities of IRS Officers….…………………… 70-91

Annexure 2: Incident Response Forms ……………………………………………… 92-102

Annexure 3: Emergency Support Functions………………………..…………..… 103-112

Annexure 4: Standard Operating Procedures ……………………..……………. 113-143

Annexure 5: Emergency Contact Detail of Shimla City……………………….. 144-157

Annexure 6: List of NGOs & CBOs…………………………………………………….… 158-159

Annexure 7: Contingency Plan- Snow District Administration……………. 160-161

Annexure 8: List of Volunteers…………………………………………………………… 162-164

City Disaster Management Plan- Shimla (2012)

1

1. Location

Located in the middle ranges of

the Himalayas, Shimla is a lovely

hill station that is a favourite

among tourists. In 1864, Shimla

was declared the summer

capital of the British Raj in India.

A popular tourist destination,

Shimla is often referred to as

the "Queen of Hills," a term

coined by the British. Located in

the north-west Himalayas at an

average altitude of 2,205

metres (7,234 ft) above the sea level, this beautiful hill station lies between 31o 06’

North to 77o 13’ East. The high altitude has a fitting vegetation cover of evergreen

pine trees. The city is spread over an area of 25 square kilometres. Though it

seems small, the hills and undulating terrain surrounding it give it the look of a

majestic hill station. The city is famous for its British architecture dating from the

colonial era.

2. Area and Divisions

2.1 Natural Division

The 25 square kilometre of the city area is

spread over seven hill spurs. The average

elevation of these spurs varies from 2073 m

to 2454 m from the mean sea level. Jakhoo

Hill is the most elevated spur of Shimla.

These spurs are inter-connected by roads.

The important character of the road network

circumscribing these hills is that it is

connected to the Mall Road from Boileauganj to Chhota Shimla.

Hill Spur Elevation (Mts.)

Jakhoo Hill 2454

Elysium Hill 2257

Museum Hill 2201

Prospect Hill 2177

Observatory Hill 2150

Summer Hill 2104

Potters Hill 2073

Chapter- I

Basic Profile of Shimla

Hill spurs & their mean elevation


2

2.2 Administrative Division

Having almost 160 years of history of Municipal Corporation Shimla the

autonomous existence starts with the passing of the Himachal Pradesh Municipal

Corporation Act, 1994 (H.P. Municipal Corporation Act, 1994) government revised

the delimitation of wards into 21. With 5 retention policies now the city is having

25 wards. The details are as under:

Ward No. Ward Name

Ward No. Ward Name

1 Bharari 14 Jakhoo

2 Ruldu Bhatta 15 Banmore

3 Kaithu 16 Engine Ghar, Sanjauli

4 Annadale 17 Dhalli

5 Summer Hill 18 Sanjauli Chowk

6 Tutu 19 Sanjauli

7 Boileauganj 20 Maliyana

8 TutiKandi 21 Kasumpati

9 Nabha 22 Chotta Shimla

10 Phagli 23 Patiyog

11 Krishna Nagar 24 Khalini

12 Ram Bazar 25 Kanlog

13 Lower Bazar

Ward details of Shimla

3. Salient Physical Features and Land Use Patterns

3.1 Soil Type

The soils type Shimla is mainly grey wooded or podzolic soils.

3.2 Existing Land Use Plan

Of the total area of 9950 hectares of Shimla Planning Area (SPA), about 1475

hectares which accounts for 15% of the total SPA is under urban use. The existing

land use of urban area is given below:

S. No.

Land Use Area (in Hectares)

% of Urban Area

% of Planning Area

1 Residential 903.13 61.19 9.07

2 Commercial 25.22 1.71 0.25

3 Industrial 9.00 0.62 0.09

4 Tourism 21.70 1.47 0.22

5 Public & semi- public 138.78 9.40 1.39

6 Parks & open spaces 6.00 0.41 0.06

7 Traffic and Transportation 371.93 25.20 3.75

Sub total 1475.76 100.00

8 Agriculture 2174.75

21.85

9 Forest 6080.15

61.12

10 Water bodies and undevelopable land

219.34

2.20

Grand Total 9950.00

100.00


3

Land use patter of Shimla Urban and SPA (Source: CDP, MC website)

The current land use plan of the Shimla reflects that there are hardly any open

spaces are available in the city. For better response to any emergency situation

open spaces help to prevent, organising community shelters, organising health and

rationing camps, etc. In congested geographical location it is difficult to provide

efficient response in any emergency situation.

3.3 Geology and Geomorphology

In Shimla the sediment eroded from

the Himalayas 30 million years ago

and deposited by ancient rivers The

town is situated on the rocks of Jutogh

Group and Shimla Group. Jutogh

group occupies main Shimla area and

extends from Annadale-Chaura

Maidan- Prospect Hill-Jakhoo- US Club

and highland area. Shimla Group

comprising of earlier Chail Formation

and Shimla Series represented by

shale, slate, quartzite greywacke and local conglomerate is well exposed in

Sanjauli-Dhalli area.

The City is situated at the traverse spur of the Central Himalayas, south of the river

Satluj at 31o04' North to 31o10' North latitude and 77o05' East to 77o15' longitude,

at an altitude of 2130 metres above mean sea level. In shape, it has been described

as an irregular crescent. It is 88 kilometres from Kalka having “exquisite” scenery.

It is spread over an area of 9950 Hectares along with its commanding position. It

has a panoramic view and scenic beauty all around. The city is a unique

combination of hills, spurs and valleys. To the north and east, a network of

mountain ranges which are crossed at a distance by magnificent crescent of new

peaks, the mountains of Kullu & Spiti in the North, the central range of the eastern

Himalayas stretching East and South-east. The East-West axis have emerged major

axis of development for the city.

3.4 Climate and Rainfall

Shimla in general has a mild highland climate, with temperatures in peak winters,

falling below 0°C. Shimla features a subtropical highland climate under the Koppen

climate classification. The climate in Shimla is predominantly cool during winters

and moderately warm during summers. The temperatures range from -4°C (24.8°F)

to 31°C (87.8°F) over the year. The average temperature during summer is

between 19°C and 28°C, and between -1°C and 10°C in winter. Monthly

Contours, Elevation & Spurs of Shimla city


4

precipitation varies between 24 mm. in November to 415 mm. in July. It is typically

around 45 mm. per month during winter and spring and around 115 mm in June as

the monsoon approaches. The average total annual precipitation is 1520 mm (62

inches). Snowfall in the region, which historically has taken place in the month of

December, has lately (over the last fifteen years) been happening in January or

early February every year.

Climate data for Shimla

Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Year

Record high °C (°F) 17.2

(63.0)

19.4

(66.9)

23.9

(75.0)

28.3

(82.9)

30.0

(86.0)

30.6

(87.1)

27.8

(82.0)

25.6

(78.1)

24.4

(75.9)

23.9

(75.0)

19.4

(66.9)

20.0

(68.0)

30.6

(87.1)

Average high °C (°F) 8.3

(46.9)

8.9

(48.0)

13.9

(57.0)

18.3

(64.9)

22.2

(72.0)

22.8

(73.0)

20.6

(69.1)

19.4

(66.9)

19.4

(66.9)

17.2

(63.0)

13.9

(57.0)

10.6

(51.1)

16.3

(61.3)

Average low °C (°F) 2.2

(36.0)

2.8

(37.0)

6.7

(44.1)

11.1

(52.0)

14.4

(57.9)

16.1

(61.0)

15.6

(60.1)

15.0

(59.0)

13.9

(57.0)

10.6

(51.1)

7.2

(45.0)

4.4

(39.9)

10.0

(50.0)

Record low °C (°F) −9.4

(15.1)

−7.7

(18.1)

−5.6

(21.9)

0.0

(32.0)

4.4

(39.9)

7.8

(46.0)

10.0

(50.0)

11.1

(52.0)

5.0

(41.0)

3.9

(39.0)

0.0

(32.0)

−6.1

(21.0)

−9.4

(15.1)

Precipitation mm

(inches)

61

(2.4)

69

(2.72)

61

(2.4)

53

(2.09)

66

(2.6)

175

(6.89)

424

(16.69)

434

(17.09)

160

(6.3)

33

(1.3)

13

(0.51)

28

(1.1)

1,577

(62.09)

Source: Worldwide Bioclimatic Classification System

3.5 Socio-Economic Features

Employment is largely driven by the government and tourism. Being the

administrative capital of the state of Himachal Pradesh, the city houses several

central and state government offices. Government jobs account for almost half

(47%) of the working population. Direct hospitality industry personnel such as tour

guides, hotel and restaurant employees, etc., are few (10%). Individual crafts and

small scale industries, such as tourist souvenir production and horticultural

produce processing, comprise most of the remainder. In addition to being the local

hub of transportation and trade,

Shimla is the area's healthcare

centre, hosting a medical college

and four major hospitals: the Indira

Gandhi Hospital (formerly known as

Snowdon Hospital) Deen Dayal

Upadhyay Hospital (formerly called

Ripon Hospital,) Kamala Nehru

Hospital, and Indus Hospital. The

city's development plan aims make

Shimla an attractive health tourism spot.

Indira Gandhi Medical College, Shimla

http://en.wikipedia.org/wiki/Precipitation_(meteorology)


5

0

20000

40000

60000

80000

100000

120000

140000

160000

Population

1901 1921 1941 1961 1981 2001

Year

The unemployment rate in the city has come down from 36% in 1992 to 22.6% in

2006. This drop is attributed to recent industrialization, the growth of service

industries, and knowledge development.

3.6 Demographic Features

Shimla city consists of the Shimla Municipal

Corporation and Shimla planning areas

(SPA). The SPAs are Dhalli, Tutu, and New

Shimla urban agglomerations. In 2011 the

total population of District Shimla is

813,384 compared to 722,502 of 2001.

Male and female are 424,486 and 388,898

respectively.

Population Growth for Shimla District recorded in 2011 for the decade has

remained 12.58 percent. Same figure for 1991-2001 decade was 17.02 percent.

Total Area of Shimla District was 5,131 with average density of 159 per sq. km.

Shimla Population constituted 11.86 percent of total Himachal Pradesh Population.

Sex Ratio of Shimla District is now 916, while child sex ratio (0-6) is 922 per 1000

boys. Children below 0-6 age were 80,778 which forms 9.93 of total Shimla District

population. Average Literacy rate for Shimla District is 84.55 percent, a change of

from past figure of 79.12 percent. In India, literacy rate is counted only for those

above 7 years of age. Child between 0-6 ages are exempted from this. Total

literates in the Shimla District increased to 619,427.

The population projections have been made for the year 2011 and 2021. It is

anticipated that there will be a population of 2,35,970 and 3,18,560 respectively.

The increasing trends of migration and decreasing death rate will affect the

projected population. Shimla’s changing socio-economic conditions and better

amenities are now the major pull factors for rural population migrating to the city.

If the migration is unchecked, no doubt, it will have its adverse effect on the

growth of population and overall development of Shimla City.

4. Culture

4.1 Heritage Structures

Perceived and established by the British

during colonial period in first half of 19th

century as their Summer Capital. It is

known to all over the world for its heritage

value. Shimla has total 92 identified

heritage structures (source SUC) as per the

following details:

Trend of population growth in Shimla City

Institute of Advance Studies, Shimla


6

S. No.

Name of the Building

S. No.

Name of the Building

1 Post Office Summer Hill 47 Convent of Jesus and Mary

2 Indian Institute of Advanced Study 48 Aira Holme

3 Post Office Chaura Maidan 49 Sterling Castle

4 The Cecil 50 Hainault

5 Carton House 51 Jakhoo Temple

6 Clermont 52 Corner House

7 Race View 53 Torrentium

8 Vidhan Sabha HP 54 Pari Mahal (Old Mahal)

9 Gorton Castle 55 Holly Lodge, Main Building

10 Raiway Board Building 56 Walsingham (D.C. Residence)

11 Prakash Niwas 57 Kamla Nehru Hospital (Old)

12 State Bank of India 58 Manorville

13 St. Mark’s 59 Bishop Cotton School

14 Kali Bari Temple 60 Govt. Boys Degree College, Sanjauli

15 Grand Hotel 61 Sodhwal Lodge

16 Bantony 62 The Kalka Shimla Railway Line

17 Telegraph Office 63 Crow Borough

18 St.Andrew’s Church 64 Inverarm (State Museum)

19 General Post Office 65 Strawberry Hill

20 Building of the ICICI Bank 66 The Bemloe Cottages

21

Whole range of Building from Northern Railway booking agency Opp. to Telegraph Office Building and upto Ramji Dass Dina Nath Building on the Mall Road

67 Spring Field

22 Town Hall 68 South Gate

23 Gaitey Theatre 69 Foswell

24 Band Stand 70 Emm Villa

25 M.C. Library, Ridge 71 Craig Gardens

26 Christ Church 72 Dimple Lodge

27 Ladies Park 73 Delphine Lodge

28 United Service Club

74 Eldeston

29 The Clarks 75 Eaglemount

30 The Chalet 76 Railway Station, Summer Hill

31 The Cedars 77 Winter Field

32 Oak Over 78 Thomas Church

33 Cemetry near Oak Over 79 Shimleshwar (Shiv Mandir)

34 Woodvilla 80 St. Edward School

35 Erneston 81 Wood Bank Offices Rest House

36 Yates Place 82 Thistle Bank

37 Raj Bhawan (Barnes Court) 83 Y.W.C.A.

38 Police Station Sadar at Boileauganj 84 Office of the Deputy Commissioner

39 Y.M.C.A 85 Ellerslie Building

40 St.Michael’s Cathedral 86 Police Station, Chotta Shimla

41 Deen Dayal Upadhyaya Hospital (Formerly Ripon Hospital)

87 The Burj

42 Green Gate 88 Armsdell

43 Rithey Castle 89 Benmore Estate

44 Tara Hall 90 Toryne House

45 Aukland House 91 Morvyn (I.T. Shimla)

46 Chapslee School 92 Police Station Sadar at Sabji Mandi Heritage Buildings of Shimla City


7

4.2 Religious Centres

The Major religious centres of the city are:

1) The Kali Bari temple, dedicated to the Hindu goddess Kali is near the mall.

2) Jakhoo Temple, for Lord Hanuman is located at the highest point in Shimla.

3) Sankat Mochan, another Hanuman temple, located on Shimla-Kalka Highway

about 10 kilometres from the city.

4) The nearby temple of Tara Devi is a place for performing rituals and festivals.

5) Gurudwara near the bus terminus

6) Christ Church: Situated on the Ridge, is the second oldest church in Northern

India.

4.3 Tourist Centres

Shimla is a major tourist spot of India. The main tourist centers in city are:

1) The Mall

2) The Ridge

3) Christ Church- At the Ridge

4) Jakhoo Hill- 2 km. from the Ridge, at a height of 8000 ft, Jakhoo Hill is the

highest peak in Shimla.

5) Institute of Advance Studies- This institute is housed in the Viceregal Lodge,

built in 1884-88.

6) State Museum- Asides with the Institute of Advance Studies

7) Annadale- 2-4 km. from the Ridge at a height of 6,117 ft is a favourite spot for

cricket, picnics and polo.

8) Summer Hill- 5 km. from the Ridge is the lovely township of Summer Hill at a

height of 6,500 ft on the Shimla-Kalka railway line

9) Tara Devi- 11 km. from the Shimla bus-stand

10) Junga- 26 km. north of Shimla

11) Chadwick Falls- A 4 km. long forest road, starting from Christ Church on the

Ridge continues along the wooded slopes of Jakhoo Hills

4.4 Government and Semi-Government establishments

Shimla is a State capital of Himachal and having all important Government Offices

located in Shimla. Many of these offices are resides in heritage buildings. The main

Govt. Offices are:

Vidhan Sabha of the State of Himachal Pradesh, Secretariat, High Court, HP

University, Railway Board, AG Office and ARTRAC.

Apart from Government offices many Semi-Government and private agencies

are also started their establishment in State Capital. Main Semi Government/


8

private offices such as Commercial Banks, Telecom and Insurance Operators

etc.

4.5 Educational Facilities

Shimla, the Queen of the Himalayas is a heart of quality education. Since the

British India, Shimla had been the hub of good schools. Almost all the schools are

affiliated either with ICSE council or the CBSE board. The small city also has

medical, dental, engineering as well as MBA College. Shimla is home to Himachal

Pradesh University and all the degree colleges are affiliated to Himachal Pradesh

University. Famous Public Schools like Jesus & Mary, Auckland House School, Tara

Hall, St. Edwards, Bishop Cotton School etc. have very good reputation, not just in

the local area, but also in other parts of the country.

Degree Colleges under Himachal Pradesh University, Shimla:

St Bedes College, Shimla.

Government Degree College, Sanjaulli, Shimla

Rajkiya Kanya MahaVidayaliya (RKMV)

G B Pant Memorial Govt. College, Shimla

H P U Evening College, Shimla

Institute of Vocational Studies

Medical & Dental College under Himachal Pradesh University, Shimla:

Indira Gandhi Medical College, Shimla

H P Government Dental College & Hospital, Shimla

4.6 Health Facilities

The city provides very good and effective health services in Shimla. People across

from State come here for treatment and health care. The main Government

Hospitals are as follows:

Indira Gandhi Hospital, Shimla

Kamla Nehru Hospital, Shimla

DDU Zonal Hospital, Shimla

Regional Ayurvedic Hospital, Shimla

The main private hospitals in Shimla are as follows:

Shimla Sanetorium

Indus Hospital

Shri Ram Hospital

Astha Clinic

Tara Clinic

Prabhudas Clinic


9

5. Places of Mass Congregation

The main places of mass congregation in the city are as under:

The Ridge

The Mall Road

Lower Bazar

Temples during festivals, Ridge During Summer festival or Special visits

Vidhan Sabha Complex during sessions

HP Secretariat Complex

6. Power Stations/Electrical Installations (Receiving Station)

The overall electricity consumption of Shimla city is 11,46,94,707 Kw (2010-2011).

The total number of consumers in City is 37,805 (Apr. 2011). There is one Grid in

Totu and total 6 substations located in Bharari, Eidgaah, Khalini, Totu, Summer Hill

and Sanjauli. The main supply is coming from different Hydro Power Plants-

Bhabha, Giri and Nabha.

7. Water Supply

The IPH Department is supplying water to Municipal Corporation Shimla in bulk.

M.C. Shimla does the distribution of water in entire Shimla. There is metric

distribution system of water is in place. There are six water stations which provide

supply to entire Shimla: Sanjauli, Chhota Shimla, New Shimla, Central Zone, Lakkar

Bazar, Chaura Maidan. There are two big water storage tanks at the Ridge and

Sanjauli which are used for bulk water storage and supply.

8. Sewerage System

The existing sewerage system was laid for a population of 16,000 in the year 1880.

Sewage is carried through CI pipes of various sizes ranging from 100mm to 225 mm

dia. The total length of sewer lines, leading to 5 existing disposal sites namely

Lalpani, Kasumpti, North Oak Disposal, Snowdon and Summer Hill is 49564 m.

Unsewered areas are being served through as many as 52 Pail Depots. The existing

sewerage network caters to needs of Central Shimla Chotta Shimla, Brockhurst,

Khalini, Nabha Estate, Phagli, Tuti Kandi, Chakkar, Boileauganj, Summer Hill,

Annandale, Kaithu and Bharari.

Population of Shimla township, being scattered on different ridges, STP and

disposal units have been provided at five different locations- Lal Pani Disposal,

Snowdon Disposal, North Oak Disposal, Kasumpti Disposal and Summer Hill


10

Disposal. Under JNNURM Project, the rejuvenation of existing Sewerage System of

Shimla City to include other non served parts of the city is in process of getting

implement.

9. Economy and Industrialisation

Shimla industries mainly centre around the small scale industries. Since Shimla is a

hill resort, so the construction of big industries is quite impossible in Shimla due to

a number of valid reasons like the unavailability of adequate human resource and

uneven terrain.

Shimla being an ideal place for a getaway, the tourism industry in Shimla has

emerged as a booming one. The tourism industry has been a major source of

income for the people of Shimla. The overall scenic beauty of Shimla with the

rolling hills and salubrious climate drags domestic as well as foreign tourists.

The various other industries of Shimla are:

Food industry

Hosiery and textile industry

Wood based industry

Paper, glass and leather industry

Fruit Processing industry

Bakery Products industry

Essential Oil industry

Implements of agriculture and horticulture

Jute Bags industry

Category M.C Area. Ghanahatti SA Kufri SA Shoghi SA Total

Cultivators 439 1199 2384 2474 6496

Agriculturist 149 115 107 172 543

Household Industry

504 52 42 106 704

Others 53312 2839 2914 2389 61454

Total 54404 4205 5447 5141 69197

Settlement Wise Workforce Participation (Source: Census of India, 2001)

10. Transport and Communication Network

The economy of Shimla is dependent upon tourist activity; Shimla Local

Transportation is therefore planned with the tourist as a core customer.

Commercial buses in Shimla are either run by the Himachal Pradesh Road

Transport Corporation (HRTC) or by private transport operators. Buses are

available to transport passengers to every part of Shimla city.


11

Shimla local transportation is concentrated in and on the vicinity of the Ring road

of Shimla city. The Ring road route covers the Main bus stand, Lift, Chhota Shimla,

Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel and Boileauganj.

Shimla Local Transportation also includes taxis. There are some restricted roads

too in some parts of Shimla on which vehicles are not allowed. Himachal Pradesh

tourism also runs a lift from Cart road to the Mall.

10.1 Surface Travel

Shimla is connected to the city of Kalka by one of the longest narrow gauge railway

routes still operating in India, the Kalka-Shimla Railway. Two National Highways

No. 22 and 88 go through the Shimla City. National Highway No. 22 connects

Chandigarh to Shimla and National Highway No. 88 connects District Kangra (H.P.)

to Shimla. Shimla is connected to Kalka through rail network. The heritage toy train

is the main attraction for the tourists. From Kalka trains for major stations like New

Delhi, Kolkata are available.

Station Distance (Km.) Approximate Travelling time

New Delhi 343 10 hours

Ambala 151 5 hours

Chandigarh 119 4 hours

Kalka 96 3.5 hours Road Distances from Shimla to major nearest Stations

10.2 Parking Facilities

Shimla is congested town and one can face parking problem if coming by own

vehicle. There are many parking places operated by private parties. Main parking

places in Shimla are near Lift, Near Hotel Holiday Home, Main Bus Stand, Railway

Station Godown, High Court Parking. MC Parking largest in Shimla town situated

just 100 mt. away from lift has capacity for about 400 vehicles at a time.

10.3 Air Travel

Shimla Airport is at Jubbarhatti, 23 kms. from city and is connected to Chandigarh,

Kullu, Delhi.

Number of National Highways 2 (NH-22 & NH-88)

Number of railway stations with mail/ express halts. 2 (Main RLS and Summer Hill)

Number of Airports 1

Number of Helipads 1

Details of Transport Network


12

Monkey Menace

Hazards

Natural Hazards

Human Induced hazards

Accidents

Traffic Jams

Tree Falling

Landslide

Earthquake

Land Sinking

Hailstorm

Severe Storm

Flash Floods

Cloud Burst

Heavy Snow fall

Fires

Lift Disorder

Stampede

Utilities Failure

1. Potential Hazards for Shimla City

Shimla city is exposed to multiple Natural and Human induced hazards. They may

include, but are not limited to the following:

1.1 Natural Hazards

1) Earthquake

2) Landslide

3) Land Sinking

4) Hailstorm

5) Severe Storms, including lightning and high winds (Thunderstorms)

6) Flash Flood/cloud Burst

7) Heavy Snow Falls

1.2 Human Induced Hazards

1) Accidents- Train, Road, Air

2) Monkey Menace

3) Traffic Jams

4) Tree Falling

5) Fires: Household, Forest

6) Lift Disorder

7) Stampede

8) Utilities Failure: Energy, Telecommunication, Water and Sewerage System

Chapter- II

Hazard-Risk Analysis of Shimla


13

NATURAL HAZARDS IN SHIMLA

Shimla due to its geological features and location is exposed to various natural

hazards. The details of probable Natural Hazards are as under:

(i) Earthquake Hazard in Shimla:

History of Earthquake in Himachal Pradesh

The North-Western fringe of the Himalayas is bounded by two major thrusts

namely Main Central Thrust and Main Boundary Fault running parallel to the

axis. Himachal State therefore, falls in most active seismic zones-IV and V.

Shimla being capital and most important city of the State has multifaceted

functions. There is a mounting pressure of urbanization forces, whereby the city

is susceptible to various hazards like earthquakes, landslides, cloudbursts and

fire. In order to ensure safety and preparedness for these hazards, it is

imperative to devise a pre-disaster mitigation plan for the Shimla city.

Himachal Pradesh lies almost entirely in the Himalayan Mountains, and is part of

the Punjab Himalayas. Due to its location, it weathers dozens of mild

earthquakes every year. Large earthquakes have occurred in all parts of the

state, the biggest being the Kangra Earthquake of 1905. The Himalayan Frontal

Thrust, the Main boundary Thrust, the Karol, the Giri, Jutogh and Nahan thrusts

lie in this region. Besides that, there are scores of smaller faults, like the Kaurik

Fault which triggered the 1975 earthquake. However, it must be stated that

proximity to faults does not necessarily translate into a higher hazard as

compared to areas located further away, as damage from earthquakes depends

on numerous factors such as subsurface geology as well as adherence to the

building codes and population density etc.

Seismic Hazard

Chamba, Kullu, Kangra, Una, Hamirpur,

Mandi, and Bilaspur Districts lie in Zone V.

The remaining districts of Lahaul & Spiti,

Kinnaur, Shimla, Solan and Sirmaur lie in

Zone IV. Since the earthquake database in

India is still incomplete, especially with

regards to earthquakes prior to the

historical period (before 1800 A.D.), these

zones offer a rough guide of the

earthquake hazard in any particular region

and need to be regularly updated.


14

Date Locations Affected Magnitude Damage

4th

April 1905 Kangra 7.8

20,000 people died 53,000 domestic animals perished 1,00,000 houses destroyed Economic cost of recovery 2.9 million rupees

1st

June 1945 Chamba 6.5 NA

19th

January 1975 Kinnaur 6.8

60 people died 100 badly injured 2000 dwellings devastated 2500 people rendered homeless

26th

April 1986 Dharmshala 5.5 6 people died Extensive damage to buildings Loss estimated at 65 crore

1st

April 1994 Chamba 4.5 NA

24th

March 1995 Chamba 4.9 Fearsome shaking More than 70% houses developed cracks

29th

July 1997 Sunder Nagar 5 Damage to about 1000 houses Past earthquakes in Himachal Pradesh

Earthquake in Shimla

Shimla is situated on mountainous Middle Himalayas, which form the last

traverse spur of the Central Himalayas, south of the river Satluj. The city is

spread across twenty six kilometres along a ridge that that overlooks terrace

cultivated hillsides. Administratively, The Municipal Corporation Shimla looks

after the civil management. The municipal area is further divided into twenty

five wards.

The unique setting of Shimla district is that it is bounded by two major thrusts,

the Main Central Thrust (MCT) & Main Boundary Fault (MBF). Other thrusts

present in the region, such as the Jwalamukhi Thrusts and the Drang Thrust,

result in several other lineaments piercing the zone into fractured and faulted

blocks and active faults enhancing the structural discontinuities. The region has

experienced frequent mild tremors and periodic major earthquakes in the past,

and will continue to do so in the future.

Shimla can expect maximum peak ground acceleration (PGA) of 4.0 meters per

Second Square. This suggests that Shimla can expect an earthquake of seismic

intensity of VIII on the Modified Mercalli (MM) Intensity Scale. MM VIII indicates

that there can be slight damage in specially designed structures; considerable in

ordinary substantial buildings; and great damage in poorly built structures. Panel

Walls can be thrown out of frame structures. Chimneys, factory stacks, columns,

walls and monuments can collapse. Heavy furniture can get overturned. Sand

and mud can get ejected in small amounts. Changes can be caused in water

levels. Most of the structures in Shimla fall in the ‘poor built’ classification.


15

Earthquake induced ground failure can be expected along the northern slopes of

the ridge, i.e. in Lakkar Bazar, New Shimla and Vikas Nagar, Ruldu Bhatha.

(ii) Landslides Hazard in Shimla:

Landslides are slippery masses of rock, earth or debris which move by force of their

own weight down mountain slopes or river banks OR Landslides are downslide

movement of soil, debris or rocks, resulting from natural causes, vibrations,

overburden of rock material, removal of lateral supports, change in the water

content of rock or soil bodies, blocked drainage etc. Landslide is the most common

disaster in Himachal Pradesh and Shimla which causes immense loss of

infrastructure, property and sometimes life too. At present, according to gross yet

reliable estimates, landslides occupy about one percent of the land surface in the

five central districts of Himachal Pradesh. They have a total volume of more than

2.2 X 106 m3 and a mean age of 6.5 years. This helps to evaluate the denudation

rate, which is about 12 mm/year (all erosive process). The fragile nature of rocks

forming the mountains along with climatic condition and various anthropogenic

activities has made the state vulnerable to the vagaries of nature. Besides

earthquakes, landslides are the other geological hazards that are common and

peculiar to state.

Reasons behind landslides:

Geologically weak material: Weathered materials, jointed or fissured

materials, contrast in permeability and contrast in stiffness (stiff, dense material

over plastic materials).

Erosion: Wave erosion of slope toe, glacial erosion of slope toe, subterranean

erosion (Deposition loading slope or its crest, Vegetation removal.

Intense rainfall: Storms that produce intense rainfall for periods as short as

several hours or have a more moderate intensity lasting several days have

triggered abundant landslides.

Human Excavation of slope and its toe, loading of slope/toe, draw down in

reservoir, mining, deforestation, irrigation, vibration/blast, Water leakage from

services.

Earthquake shaking could trigger landslides in many different topographic and

geologic settings. Rock falls, soil slides and rockslides from steep slopes involving

relatively thin or shallow dis-aggregated soils or rock, or both have been the most

abundant types of landslides triggered by historical earthquakes.


16

Volcanic eruption Deposition of loose volcanic ash on hillsides commonly is

followed by accelerated erosion and frequent mud or debris flows triggered by

intense rainfall.

The problem of landslides is common and frequent in Shimla. Almost every year

the whole district is affected by one or more major landslides affecting society in

many ways. Loss of life, damage to houses, roads, means of communication,

agricultural land, and floods are some of the major consequence of landsides in the

region. The temporal occurrence of landslides with a peak in the month of

monsoon suggests that landslides are directly related to monsoons. These prolong

rainfall trigger landslides in the region, eventually jeopardising the stability of the

hill as a whole.

The vulnerability of the geologically young, unstable and fragile rocks of the state

has increased many times in the recent past due to various unscientific

developmental activities. Deforestation, unscientific road construction, terracing

and water intensive agricultural practices, encroachment on steep hill slopes are

the anthropogenic activities which have increased the intensity and frequency of

landslides.

Among the man induced causes, road construction in the hilly terrain is more

responsible for landslides. The quantum of the damage by unscientific road

construction may be judge by scientific research, which states that one kilometre

of road construction in the Himalayas needs removal of 60,000 cubic metres of

debris. Due to this and other anthropogenic activities, landslides have become a

regular occurrence in the state, especially during the rainy season.

The Geological Survey of India (GSI) is also currently updating its earlier studies on

the town to assess the disaster-causing potential of its unstable slopes. GSI's

Deputy Director-General PN Razdan says, "The problem of landslides in Shimla

town is aggravating and we feel that the town needs urgent treatment for this. Our

study will identify the vulnerable areas and suggest remedial measures."

(iii) Sinking Zone in Shimla:

Recent geological studies indicate that roughly 25% of the old town is in the sinking

zone, and unless improvements are made in the drainage and sewerage systems of

the upper reaches, more could go under.

Geologists say that when the famous Ridge of Shimla was constructed, the hilltop

was sliced and all the debris was dumped on its northern slopes. Though it has

compacted over the years, many parts of Lakkar Bazar and Rivoli bus stand do

show a downward creeping movement. Slopes have become overloaded, and


17

buildings in several heavily crowded localities in the central part of the town have

become unsafe as they fall in the sinking zone. The Ridge is not only a portion of

land in Shimla, it contains its life line. The water reservoir beneath it has storage of

ten lac gallons of water. The reservoir was constructed without using a ounce of

cement in the eighteen eighties and only lime morter has been used. A major port

on of the flat land consists of the debris and has resulted into so called sinking

zone.

Geologically weak areas, identified as highly sinking prone areas, which include the

northern slope of the Ridge extending upto Grand Hotel in the west, covering

Lakkar Bazaar, Central School, upto Auckland Nursery School, Dhobi Ghat below

Idgah electric sub-station and sliding areas, including Ladakhi Mohalla, the spur

below the office of the Director of education and surrounding areas of Clark’s

Hotel are also integral parts of green vertical buildings have led to manifold

increase in pressure on land resources and urban infrastructure development are

the common problems of Shimla, which are areas. Any further addition of load is

likely to be hazardous in these areas.

(iv) Severe Storms, including lightning & high winds (Thunderstorms):

Every year severe storms, lighting and

high winds cause huge loss to the

economy of Shimla City. It results into

tree falling, damage to electricity

supply wires, telephone cables, street

lights, etc. Due to tree falling many

time it cause loss to life, buildings or

vehicles. As per the BMTPC wind

hazard zone map of Himachal Pradesh

it is visible that Shimla lies in moderate

damage risk zone.

Winds are generally light throughout

the year. The mean wind speed for

Shimla for different months is given

below:

Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec Annual

4.4 4.8 4.9 4.4 4.1 3.1 2.1 1.3 1.6 2.8 3.2 3.8 3.4 Mean wind speed in km/hr source IMD


18

(v) Cloud Burst:

A cloudburst is an extreme amount of precipitation, sometimes with hail and

thunder, which normally lasts no longer than a few minutes but is capable of

creating flood conditions. Flash floods, short lived extreme events, which usually

occur under slowly moving or stationary thunderstorms, lasting less than 24 hours

are a common disaster in state. As a result of the high velocity of the current which

can wash away all obstacles in its way, this phenomenon has resulted in enormous

loss of life and property in various parts of the region. Prolong monsoons increased

the threat of facing cloudburst in Shimla which will cause huge loss to the city.

Though there is no recorded history of cloudburst in Shimla City but the

vulnerability of the town to this hazard cannot be ruled out.

(vi) Heavy Snow Falls:

The climate of Shimla is extremely cold during winters. Snowfall in Shimla occurs

during the winter months. The temperature of Shimla city and its adjoining

ecosystem varies between minus 7 degrees and 10 degrees in winter. Shimla

snowfall usually occurs during December and February. It is worth mentioning that

the effect of global warming and greenhouse gas emissions is acutely felt in

Shimla. The blatant proof of global warming can easily be found in Shimla- snowfall

has decreased over a period of time. The time of snowfall has also changed, even a

few years ago it occurred during the month of December; now snowfall can be

expected only after the new year has safely passed-after the fifteenth of January.

HUMAN INDUCED HAZARDS

(i) Accidents- Train, Road, Air:

On account of limited road width and as a resultant of manifold increase in

number of automobiles and regional heavy traffic, entire peace and tranquillity of

the city has been disturbed. Traffic jams, bottlenecks, delays and accidents have

become common. The problems in peak hours of morning and evening are severe.

Besides wastage of man-hours, lot of fuel is wasted and air is polluted. As there is

no scope for expansion of roads in central areas due to prevalence of structures on

both sides, traffic problems have multiplied. Gradually the population pressure is

increasing in Shimla and simultaneously the pressure of vehicles. In peak tourist

season this crowd of vehicles multiplies. Also, the poor road conditions and bad

driving cause accidents increased the number of accidents in Shimla.


19

Road Accidents in Shimla

Apart from accidents Shimla town has serious problem or traffic congestion due to

peculiar geography and age old construction. Moreover, the road infrastructure in

the town was created in very old times to cater the needs of the then populations

and little progress was made in this regards subsequently. With the passage of

time the population and inflow of the tourist the traffic congestion has no taken a

serious turn. Traffic jams cause huge loss to the economy and productivity of the

city.

Train Accident:

Shimla is having the Kalka-Shimla rail route, which has completed 100 years.

This is one of the four narrow gauge rail routes on hill terrain in the country,

the other three being the Darjeeling, Ooty and Pathankot - Jogindernagar

routes. Started during the reign of Lord Curzon in November 1903, this rail

route features in the Guinness Book of World Records for offering the steepest

rise in altitude in the space of 96 kilometers. More than two-thirds of the track

is curved, sometimes at angles as sharp as 48 degrees laid out on a 96 km long

narrow gauge track that passes through 103 tunnels and across more than 800

bridges and viaducts, it is one of the most beautiful hill railways in India. There

is always a threat of accident being occurred on this track. In 2008 the train got

derailed and 1 person got died in that accident.

Air Accident:

Nearest airport to Shimla is at Jubberhatti, 26 km from Shimla. It has

connecting flights to Delhi and Kullu. Though the air traffic is very low in Shimla

but still due to poor weather conditions during monsoon and winters when sky

is not clear there is always a chance of having any air accident in Shimla.

Annadale helipad is used for VIP flights very frequently.


20

(ii) Monkey Menace:

The monkey attacks have increased manifold in Shimla City in past few years. They

bite the citizens, attack on tourists and destroy the crops as well. In upcoming days

if some strong initiative has

been not taken monkey

menace will cause huge

loss to the economy of

Shimla City. At present

there are around 60,000

monkeys are present in the

city.

(iii) Tree Falling:

Due to heavy monsoon, high winds,

and age of the trees, falling trees is

another big hazard which Shimla

people face frequently. It causes

loss to property and lives. Last year

the damage caused to public and

private property worth lakhs of

rupees across Shimla in one month

as nearly 10 deodar trees fell and

has created panic among residents.

(iv) Fires:

Forest Fires

Forest Fires are not very much prominent in Shimla City.

Household Fire

In Shimla the old historical buildings are made up of wood and also in present

buildings as well the flooring etc is made up of wood. Every winters households

fires are very common which caused due to overheating, electric fires, etc.

(v) Lift Disorder:

Shimla local transportation is concentrated in and on the vicinity of the Ring road

of Shimla city. The Ring road route covers the Main bus stand, Chhota Shimla,

Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel and Boileauganj. There

is a lift which connects the Cart Road to the Mall Road which is another means of

transportation in the city. It has the capacity of 8 persons but in peak tourist


21

season 10-15 people use to travel in this lift. This year also due to overburden this

lift got dysfunction and 13 tourists got stuck into the lift.

(vi) Stampede:

Due to the congestion especially in central Shimla the

chances of stampede is very high. There are single

paths in Lower Bazaar, Ram Bazaar and Sabzi Mandi

area. If there is any miss happening occur it will result

into stampede which due to congestion and slope

terrain will cause huge loss. Also at temples in peak

festival days huge crowd assembled and there is

always an chance of facing stampede in crowded

places. Incident of fire, earthquake or terrorist attack

can also lead to such incidents.

(vii) Utility Failure:

Being a capital city the dependency of public and government is depends upon the

supply of basic services like energy, Telecommunications, Water Systems,

Sewerage System, etc. The city was initially made for few thousand people and

now it is serving the manifold population. It is also causing excess pressure on

basic services like water and sanitation. Shimla being a capital city and having cold

climatic conditions the energy consumption of city is very high. By increasing

population pressure on the city the

transportation demand is also increasing

which is causing pressure as well. The

dependency of public and government

business relies completely on energy

supplied. The supply of energy based on

various small power plants any failure in

theses will create hurdle in energy

supply and affect the economy directly

and indirectly.

Water Supply

Water is vital renewable but finite resource. Water supply system in Shimla

largely depends on the surface sources like springs, nallahs or streams for its

safe water demand. Shimla had no systematic potable water supply till 1875.

Later serious efforts were made when some land was acquired from the

neighbouring Rana of Koti and first ever reservoir of 2MG (9 ML) capacity was

constructed at Sanjauli in 1884 for systematic supply.


22

1.8 3.86 3

19.75 10.8

15

Dhalli Catchment Churat Nallah Chair Nallah Nauti Khad

(a) Water Sources and Installed Capacity

Water to the City is tapped from main six sources namely, Dhalli catchment

area, Churat Nallah, Chair Nallah, Giri Khad,, Nauti Khad and Aswhani Khad.

About 54.21 MLD water has been

tapped from these sources and

have installed capacity of 47.50

MLD. City has mainly 11 old

reservoirs, which cater for water

needs of about 1.42 lac persons

in M.C area as well as adjoining

18.44 % population of the

Planning Area. Total intake from

above sources is as under:

Intake Sources (Source: Water Supply & Sewerage Division, New Shimla)

Out of major six sources, Nauti Khad source contributes 19.75 MLD followed

by Ashwani Khad (10.80 MLD) and Giri Khad (15 MLD). Besides, Dhalli

catchment, Chair and Churat nallahs collectively contribute 8.66 MLD.

Sources are situated in different directions of Planning Area. Hill environs of

Shimla adequately on all sides on the streams, which will on one hand cater

for water supply of the city and on the other, will add to the attraction for

tourists in Shimla.

(b) Reservoirs

Reservoirs are spatially distributed in and around the Municipal Area as well

as Planning Area. Presently, there are 11 major reservoirs having storage

capacity of 36.92 mld. Besides, 28 reservoirs having capacity of 5.8 mld,

water reservoirs are also available in different localities as per requirements

of the various sectors. Existing reservoirs are as under:

Source Capacity (in MLD)

Dhalli Catchment 1.80

Churat Nallah 3.86

Chair Nallah 3.00

Nauti Khad 19.75

Ashwani Khad 10.80

Giri Khad, 15.00

Total 54.21


23

Existing Reservoirs and their Capacity (Source: Deptt. of I & PH)

Capacity of reservoirs has been installed in accordance with population size

and commercial activities. 16 reservoirs have been proposed in order to

ensure fulfilment of the demand of water supply for city residents, which are

spatially distributed at various locations along the main reservoirs in

Municipal Area, as well as Planning Area. 23 small and medium reservoirs

are under construction at various strategic locations as per population size

and commercial activities.

As per survey conducted by Town and Country Planning Department, there

are about 41,060 water taps. The category wise description of water taps is

as under:

Sr.

No. Heads

No. of Taps

%

01 Private 25800 62.83

02 Public 12730 31.00

03 Well water 1610 3.93

04 Tank & others

920 2.24

05 Total 41060 100.00

Number of Water Taps (Source- Town & Country Planning Department, HP)

(c) Demand and Supply

As per records of the Department of Irrigation and Public Health, in lean

period availability of water supply to the city is 12.38 mld, whereas 30.60

mld during non lean period. The installed capacity of water supply system is

47.40 mld against present availability of water intake sources of 39.21 mld.

Cost of water supply is Rs. 28 per 1000 litres. The water supply is

Sr. No.

Reservoirs Capacity (MLD)

01 Carignano 3.0

02 Sanjauli 8.78

03 Ridge 4.63

04 Mansfield 3.63

05 Mashobra 3.00

06 Seog 10.9

07 Kasumpti 2.00

08 Kasumpti 0.22

09 Vice Regal Lodge 0.23

10 Jakhu 0.32

11 Boileauganj 0.24

Total 36.95

3

8.78

4.63 3.63

3

10.9

2

0.22 0.23 0.32 0.24

0

2

4

6

8

10

12

Ca

pa

cit

y (

in M

LD

)

Reservoirs

62.83

31

3.93 2.24

private Public

well tanks


24

inadequate to city residents as well as Planning Area population due to

rapid growth of population. Presently, as per 2001 Census, 1.74,789

persons are residing in Planning Area, which has been anticipated to

increase to about 3,18,560 persons for the year 2021. Existing water supply

is not sufficient to rural settlements and water for these settlements is

managed through local natural sources i.e ‘Baulies’, springs and nallah’s

which have also been tapped for various Government water supply

schemes.

Sr. No.

Sector Demand of water (in MLD)

2004 2021

1 Residential 24.50 39.00

2 Commercial 0.71 4.10

3 Institution 1.65 5.51

4 Industrial 1.2 5.1

5 Fire 1.31 4.6

6 Floating Population 8.07 15.57

Total 37.44 73.88

Projection of Water Requirement (2021) (Source: Department of I & PH, Shimla)

As 135 liter per capita per day water is required to residents, the same is

Existing and Future Scenario (Source TCP)

being inadequately supplied due to acute shortage at water sources. So far

as demand and supply is concerned, only 30 mld water is available, against

demand of 39 mld. In order to cater water requirement of the city by the

year 2021 reliable water sources like Giri River, availability of which is about

20 mld have been proposed to be tapped to augment the existing water

supply system. It is imperative to adopt rainwater harvesting techniques

and water conservation strategies to cater for the future requirements.

A sum of Rs.78 Crore has been sanctioned by the Centre for early

completion of the drinking water supply scheme for the state capital from

the Giri river. 10 tube wells had also been installed. At present Rs. 70-80

crores are being invested every year on ensuring supply of water. The

energy bill works out to the tune of Rs. 50.00 crores per year.

0

20

40

60

80

100

Installed Capacity

Lean Period Available Existing Demand

Future Demand

Wa

ter

Su

pp

ly (

in

M

LD

/Da

y)


25

Sewerage System

Sewerage System is an essential urban utility and forms an integral part of

physical planning. Sewerage system for Shimla was designed for a population of

18,000 persons in 1880. The system continued for around 100 years without any

augmentation. Population in the intervening period has increased to about

1,50,000. As a result, system has become grossly inadequate. Therefore, due to

excess load certain portions have led to frequent leakages, causing

environmental hazards and air pollution. The State Government has now taken

steps to modernise the system to manage the city sewage and sullage efficiently

for congenial environment of Shimla city. This milestone dream has been

fulfilled by the financial patronage of OPEC and State Govt. Therefore, the city

has now systematic and properly designed sewerage system and most areas are

covered with necessary sewerage networks.

(a) Existing Sewerage System

As per information received from City Sewerage Division, 192.7 km. long

sewerage networks have been laid down in the entire urban area and

adjoining rural areas. Sewerage Treatment plants have been installed at

strategic locations namely, Lalpani, Dhalli, Malyana, North Disposal,

Snowdon and Summer hill, having gross capacity of 36 mld. Sullage is also to

be carried through sewer lines to the Treatment Plants. Zone wise

Sewerage Treatment Plants are as under:

Zone-wise Sewerage System and Treatment Plants (Source: Sewerage Division, IPH Deptt. Shimla)

Lalpani zone caters for half of the city population. It has a capacity of 19.35

mld. North disposal (Golcha) zone has capacity of 5.80 mld. Besides,

treatment plants have also been proposed at Sanjauli and Malyana with a

capacity of 4.44 mld. Keeping in view, the present as well as future

population growth, Sewerage Treatment Plants have been proposed at

Tutu, Rahai, Mashobra, Chharabra and Shoghi. The cost of sewerage per

person is Rs. 1000.

Sr. No. Location of Sewage Treatment Plant Capacity in MLD

01 Lalpani 19.35

02 Dhalli 0.76

03 Sanjauli & Malyana 4.44

04 North Disposal (Golcha) 5.80

05 Snowdon 1.80

06 Summer hill 3.93

Total 36.08


26

Solid Waste Management

As estimated, the daily waste generation in Shimla City is approx. 90 MT. This

translates into waste generation of

350 gms/capita/day.

The collection of the waste through

door to door collection and

community bins is approx. 70-75 MT.

Therefore 15-20 MT of waste could

not be collected which leads to waste

pilling. The waste gets accumulated

day on day and exerts additional pressure on existing infrastructure which is

already inadequate. Considering the resident and floating population for

projection years, and waste generation @ 350 gms/capita/day (as per SWM

DPR), the total waste generated as projected is given in Table.

2011 2021 2031 2041

Resident Population (Nos.) 2,07,063 2,56,883 3,49,361 4,18,296

Floating Population 76,000 1,00,000 1,25,000 1,50,000

Solid Waste Generation (MT) 99.07 124.91 166.03 198.90

Solid Waste Generation – existing and projected (Source: M.C. Shimla)

Based on the land use survey, approx. 85% of the residential population is

covered under door to door waste collection system, followed by 150%

population dependent on the community bins for waste disposal. The rest of the

population either dumps the waste in the open or burns the waste.

The door to door waste collection has been initiated in all the wards, however

the percentage population covered under this system varies from ward to ward.

With regard to door-to-door collection scheme, most of the residents have

outlined that system is effective. In absence of municipal door to door collection

system, in several places, people have arranged their own collection system. In

case of big hotels and institutions (schools, colleges, offices), most of them have

their own cleaning and sweeping staffs.

Electricity

Shimla Planning Area is divided into nine major zones. The Electric sub-stations

are placed in accordance with population size and commercial activities. About

577 medium and large range capacity electric transformers have been installed

at different places. Major power supply to city comes from the Dehar Power

Station, Northern Grid and other power houses. Main Electric Station is located


27

at Totu, which is supplying power to urban as well as rural areas. Two main

divisions are City as well as Rural and Urban. City Division serves localities

namely, Boileauganj, Ridge, Kalibadi and Sanjauli, whereas Rural and Urban

division caters areas including Mashobra, Dhalli, Khalini, Jatog and Junga. The

capacity details of transformers are as below:

Transformers and their capacities (Source: Shimla Division 1&2 HPSEB)

Shimla is not having any heavy industry. Provisions of HT lines are existing in

Planning Area which accounts to 2.87 % of the total electric installation. In

addition, 46.33 % of transformers having capacity of 250-500 kva are also

installed followed by 20-200 kva, which constitute 32.17 % of the total

installation. Spatial distribution of transformers is as below:

Spatial Distribution of Transformers (Source- TCP)

The table reveals that highest numbers of transformers are existing at Jatog,

which accounts for 18.15 % of the total including Cantonment area followed by

13.63 % at Mashobra. Sanjauli zone caters 14.37 % of the total. In addition,

15.00 % of total transformers have been installed at the Ridge and the Mall

areas, which is the major hub of the city as well as socio-cultural space of the

Planning Area. Adjoining rural areas have also been provided with sufficient

number of such facilities to cater for requirements of growing population

efficiently. Numbers of different types of electric connections are as under:

184

265

108

15

0

50

100

150

200

250

300

20-200 kva

250-500kva

630 kva 2-3.5mva

No

of

Tra

ns

fore

s

Capacity ( in kav & mav)

Capacity No. of Transformers

% age

20-200 kva 184 32.17

250-500 kva 265 46.33

630 kva 108 18.88

2-3.5 kva 15 2.62

Total 572 100.00

13.63

9.88

14.37 15

4.3

8.46 8.97

18.15

7.54

0

5

10

15

20

No

. o

f T

ran

sfo

rmers


28

Purpose-wise connections in Shimla (Source: H.P SEB Shimla Division I & II)

Domestic consumption of electricity in city is high as compared to other sectors

on account of Shimla being an administrative and service city accommodating a

huge influx of migrant population as well as possesses peculiar climatic

conditions. Therefore, 82.80 % of the total connections are recorded in

domestic sector followed by 13.39 % connections in commercial sector. 67796

connections have been recorded, out of which 54.05 % connections are in urban

area and 45.95 % connections in rural areas. Percentage total rural and urban

connections are given below:

Total Connections in Shimla (Source: Shimla Division I & II, HPSEB)

Drainage

The Kufri- Dhalli- Sanjauli- Ridge-Totu spinal axis is a drainage divide of Shimla

city. The tributaries on southern side go to the Yamuna and those on northern

side to the Satluj. Encroachments on nallahs in the city is a common problem

and same are susceptible to natural hazards like landslides, flooding and cloud

bursts. Disposal of debris is choking natural drainage lines and the same is a

matter of serious concern. The courses of many nallahs have been changed

during the construction operations and such localities are witnessing drainage

problems. There is no proper maintenance and cleanliness of drains along the

roads. These aspects need proper attention. Many drains along roads have been

encroached upon.

Sector No. of Connections

% age

Domestic 56141 82.80

Commercial 9081 13.39

Industrial 1895 2.80

ND, NC 416 0.61

Public & Semi Public

65 0.10

Others 198 0.30

Total 67796 100

Sector Connection % age

Urban 36646 54.05

Rural 31150 45.95

Total 67796 100.00

82.8

13.39 2.27 0.61 0.09 0.29

0 10 20 30 40 50 60 70 80 90

0

10000

20000

30000

40000

50000

60000

No

. o

f C

on

ne

cti

on

s

Sector

connection % age

54%

46%

Urban Rural


29

Telecommunication

Shimla is being served by extensive networks of telecommunications. Private

communication providers like AirTel, Vodafone, Idea, Tata Indicom, Reliance and

BSNL are providing efficient services to the masses. Telephone exchanges are

spatially placed at strategic locations in Planning Area. Majority of households

are enjoying communication. Thus, Shimla being a capital has efficient

telecommunication networks as compared to other areas.


30

Vulnerability is the degree to which people, property, resources, systems, and cultural,

economic, environmental, and social activity is susceptible to harm, degradation, or

destruction on being exposed to any hazard on its activation. It has different dimensions

and could be divided into five broad fields:

I. Natural: It is related with the geography, geology, terrain, climate and

biodiversity of any place which increase its vulnerability for various hazards.

II. Physical: It is related with the infrastructure, development process of any place

which makes it vulnerable for various hazards.

III. Social: It is the societal composition, cultural values and belief system which

increase the vulnerability of any city towards any hazard.

IV. Economic: The economic features of Shimla make it vulnerable for various

hazards.

V. Institutional: It includes the institutional capacities to deal with any emergency

situation which affect the vulnerability of any place.

Vulnerability of Shimla in context of each of the hazard is explained below:

I. VULNERABILITY ASSOCIATED WITH NATURAL HAZARDS

1. Vulnerability of Shimla in relation to Earthquake Hazards

(a) Natural:

i) As Shimla located in seismic zone IV it is highly vulnerable to face an

earthquake. Even if the epicentre of the earthquake is outside the Shimla

City it is expected to cause huge loss to the city because it is surrounded by

the area which is at zone V and zone IV, it means if the earthquake

epicentre will be outside Shimla it will create huge loss here.

ii) Shimla lies in sinking zone as well and having soft soil. Shimla's northern

slope of the historic Ridge, an open space just above the Mall extending to

Grand Hotel in the west and the Lakkar Bazar in the east, is sinking. This

again increases the vulnerability of the city. As after an earthquake,

landslides gets triggered automatically and being in sinking zone the

vulnerability of the city for the after effects of earthquake gets multiplied.

iii) The terrain of mountains may hinder the rescue and relief work as it

happen in Sikkim hence it is again increasing the vulnerability of Shimla city.

Chapter- III

Vulnerability of Shimla in context of various hazards


31

(b) Physical:

i) Population Congestion

The peculiar feature of Shimla demographics is that the real population on

the ground is almost double the number of the natives residing in Shimla

city. This is due to the fact of Shimla being a tourist attraction; at any time

of the year the number of tourists visiting Shimla is equal or more than the

local residents.

Age wise Composition of Shimla Urban (Source: TCP)

ii) Slopes and Terrain

Majority of localities in Shimla Planning Area with massive construction of

buildings on slopes without adhering to provisions of seismic building code

and earthquakes resistance measures, are vulnerable to hazards. Localities

like Sanjauli, Lower Bazaar, Fingask and Ram Bazaar are prone to disasters.

Majority of houses are old and have less load bearing capacity and

structurally poor resistance. So far as landslides are concerned, areas like

Katchighati, New Shimla Phase III, Chakker, Totu and Cemetery localities are

vulnerable to hazards. The city is also susceptible to fire hazards in view of

wooden Dhajji walls of houses in areas of Grain market, Lower Bazaar and

Lakkar Bazaar of city. Provision of sufficient fire hydrants at every ward

level is inadequate. Only core area of city is equipped with this facility. It is

imperative to develop fire hydrants networks in other areas to ensure

preparedness for the fire hazards.

iii) Transport Network

Shimla town has serious problem or traffic congestion due to peculiar

geography and age old construction. Moreover, the road infrastructure in

the town was created in very old times to cater to the needs of the then

populations and little progress was made in this regards subsequently. With

the passage of time the population and inflow of the tourist increased

resulting into increased traffic congestion. Educational institution

particularly the schools are the places of traffic bottlenecks which are

characterized by regular traffics jam. Around 200 vehicles are registered in

the city every day. During the busy tourist season around 3,000 tourist

vehicles also fight for space on Shimla’s narrow roads.

Age Group Percentage

0-5 8.16

6-15 20.30

16-45 54.52

46-59 11.28

> 60 5.81

Total 100.00

0-5 Jun-15 16-45

46-59 > 60


32

iv) Rapid Unplanned Growth

Planned for a maximum population of 16,000, the town now supports

236,000, as per provisional census figures for 2011. Shimla has seen a very

rapid population growth during the last three decades due to huge housing

and tourism demands. This, combined with a lack of planning and

haphazard growth, has resulted in the construction of buildings on steep

and unstable slopes with improper construction practices. High priority

lifeline structures like hospitals, power stations, telecommunication

installations and water supply stations are located in high vulnerability

areas with poor connectivity. Weak enforcement of byelaws and poor

emergency management capacity has added to the risk.

v) Distorted Land use and Building Utilisation

The major land use is residential, which is estimated at 75% of the total

built-up area. Seven Percent of the residential buildings accommodate

street level commercial activities. Areas such as Mall Road, Lower Bazar,

Krishna Nagar, Summer Hill and Totu are highly commercialised where upto

50% of the total buildings are used for commercial purposes. There is only

4% of total building stock that is used by institutions and facilities such as

schools, offices, hospitals, post offices, power stations, water works, and

places for worship which could be utilised as community shelters. The built

up areas have very few and small open spaces in most of the municipal

wards.

The city development plan of Shimla City reflects that in the city only 0.41 %

area is meant as parks and open spaces. It would be really a wrong caution

for the Shimla City to come out in the open ground when there is an

earthquake because Shimla hardly have any. It is again increasing the

vulnerability of Shimla.

vi) Poor accessibility

Accessibility within the city is extremely poor. 72% of all buildings are not

accessible by trafficable roads. Out of that, 38% are accessible through

pedestrian paths and stair ways with less than one meter in width. Certain

areas are built on such steep slopes and with such poor accessibility that in

case of a building collapse there will be no escape routes. Many of the

trafficable roads too are in such locations that in case of earthquake

induced landslides or building collapse on the slopes above the roads, they

will get blocked. This can lead to the cutting off of critical rescue and relief

routes.


33

vii) Inadequate infrastructure and lifeline services

There is a serious lack of infrastructure facilities in the city. There is an

acute shortage of water, especially in summers, poor sewerage network

coverage, and inadequate medical facilities. The primary emergency

management service, the fire service, is grossly ill equipped and

understaffed. There are three fire stations with six fire hydrants and one

hundred fire fighters servicing a total population of 140,000 in the city and,

in addition, the population of the surrounding rural areas.

viii) Poor Building Condition

A ban on forest cutting and high price of timber has led to a rapid shift

towards alternative construction materials such as bricks, cement and iron.

Reinforced Cement Concrete (RCC) and bricks have become prevalent, but

without proper understanding amongst local construction workers on how

to use these materials. Shimla has about 12,700 buildings with an average

of fifteen occupants per building. The building condition is extremely bad in

the wards of Mall Road, Krishna Nagar, Ruldu Bhata, Ram Bazar, Phagli

Nabha and Khalini. Buildings classified under ‘very poor’ condition in these

wards reach upto 72.70% of the total, which is much higher than the city’s

average of thirty six percent. One reason behind this is the lack of

maintenance due to the fact that tenants are occupying these buildings on

very low rents, and neither tenants nor owners are willing to invest in

maintenance. In older parts of the city, poor maintenance, and in newer

poor workmanship, has resulted in buildings that will be unable to

withstand the expected ground shaking.

According to the Town & Country Planning Department only 1.52 per cent

of the buildings of Shimla are safe and not prone to earthquakes. A large

number of buildings in Shimla are liable to damage in a high-intensity

quake. According to the current statics 78.64 per cent of the buildings fall in

category A, followed by 12.96 per cent in category B, 6.88 per cent in

category C and 1.52 per cent in category X.

Category of Building

Features Impact of Earthquake %

A made of mud, adobe and random stones

suffer partial damage magnitude 8 earthquake

78.64

B made of large blocks and poor quality of timber

liable to develop deep cracks

12.96

C reinforced buildings only small cracks 6.88

X Seismic safe totally safe 1.52

Vulnerability and type of Buildings in H.P.


34

Most of the buildings that have been categorised as A, may have ignored

the traditional practices of seismic proofing such as dhajji and incorporation

of wooden beams,” he said. The minister said no specific study or date is

available that reflects on the earthquake vulnerability of the buildings.

There is a vulnerability atlas for the country based on a building census for

the year 1991 for Shimla and as per the census, only 1. 52 per cent

buildings are safe. At present, Shimla has 187 buildings with more than five

floors. These include a 12-storey commercial building being constructed by

Jagson International Ltd, an eight-storey building of Oberoi group’s five-star

hotel Cecil and a 10-storey building of the Himachal Pradesh High Court.

ix) Inappropriate Building Heights

Building height is very important in calculating risk. Approximately 50% of

the buildings in Shimla are more than two stories high. 24% of the buildings

in Shimla are more than two stories high. 24% of the buildings have 3-4

stories, which is violating the building bye laws. New buildings of three to

four stories constructed along steep slopes in the city, 40% of which are on

loose land-fill soil without compaction, pose a grave threat to the

occupants and those in the vicinity. The building construction activity itself

also has an adverse impact on the soil condition, setting a cycle of

deteriorating vulnerability.

x) Old Building Age

Approximately 15% of Shimla’s buildings were constructed before 1925.

The distribution of these buildings varies from 1% in New Shimla to 60% in

the Mall Road area. At the city level, about 25% of the houses are more

than 60 years old; 13% are between 50-60 years. Another 25% are in the

age group of 25% are in the age group of 20-50 years. About 50% of the old

structures are not properly maintained and are in very poor condition,

prone to collapse even due to heavy rains or a minor earthquake. In most of

the wooden, structures the wood has decayed, and joints and other

joineries are displaced. The lack of adequate space between buildings

increases the vulnerability of structures adjoining these old and unstable

buildings.

xi) Poor enforcement of laws

About 27% of the buildings were constructed before 1971, the year when

seismic codes were first introduced by the Public Works Department.

Buildings in Shimla flout the design as well construction codes. Even after

the introduction of the codes, most engineers, masons, and other persons

associated with building construction are either unaware about the


35

earthquake resistant structures. There is a provision for building inspectors

to examine the buildings at different stages of construction, but acute

shortage and poor training of staff renders this provision useless. As a result

of all this, more than 80% of all existing buildings do not meet the seismic

code standards.

The Department of Town and Country Planning (TCP) has made the

amendment in the Section 39-C of the TCP Act 1977 and Rules 19 (E),

relating to compounding and retention for public objections. Once this

process is over, thousands of buildings with major violations in the 34

Special Areas and 20 Planning Areas in the state would be regularised.

As per the fifth retention policy in the state the 50 per cent deviation from

the approved building plan will be compounded and to make matters worse

as now an additional storey will also be regularised in restricted areas in

places like Shimla, Manali, Dalhousie and Dharamsala. It was at the behest

of the opinion of the Law Department that the amendment is being

brought about as it was said the earlier retention policies lacked the legal

backing, which was necessary. According to the planners and architects had

recommended that only 25 per cent deviation from the approved building

plan should be allowed under the fifth retention policy but with pressure

from influential people this was straightaway raised to 50 per cent,

defeating the entire purpose of the TCP Act and the rules. As if 50 per cent

deviation from the permissible limit was not enough, the projections have

been excluded from this.

Earlier, four storeys and one parking floor were allowed in restricted areas

but under the new retention policy one extra floor will be regularised. The

only saving grace is that this retention policy shall not be applicable in the

green, heritage and core areas as defined in the development plan.

Moreover, it will also not apply to builders and on the eight mts. controlled

width on the national highways. The government has also been strict with

respect to violations in buildings having more than 1.50-m construction

above the national highways and state highways on the valley side as they

will not be compounded. In case of constructions in the sliding or sinking

area, only two storeys will be compoundable subject to the

recommendation of the geologist.

(c) Social:

The awareness level of the society regarding earthquake is very low. Being

highly exposed to the earthquake disaster and living in a vulnerable location


36

with poor awareness level magnify the vulnerability of the community.

Neither the government nor the citizens are ready to face the earthquake.

This will increase the loss after an earthquake.

Although the whole Shimla is equally vulnerable but the poor population is

living in the most vulnerable locations i.e. on slopes and sinking zones. Their

exposure makes them more vulnerable to face the effects of an earthquake.

Below the table reflects the age composition of the population. It reflects that

around 60% population belongs to the productive age and if they face some

accident or life loss it will cause adverse impact on the community.

(d) Economic:

The Shimla economy is mainly dependent upon the revenue from travel and

tourism industry and the agriculture and horticulture in the region. The

majority portion of the Shimla people is either placed into the tourism

industry or into the administrative department of Shimla. A vast number of

the people of Shimla have taken the occupation of either travel agent, guide

or photographer or something related to the tourism industry like hotels and

the restaurants. Shimla's economy is being run to a large extent by the

tourism industry that has developed gradually over the years. Shimla is the

administrative capital of the state of Himachal Pradesh. As such there are

many important departments and offices of the governing body in Shimla.

The people working in these offices are the cogs and screws of the economy

of Shimla. Besides the above, Shimla has a number of health care like the

Indira Gandhi Hospital, Snowden Hospital and so on that also helps in the

economy of Shimla.

Annual Tourists Inflow

At present tourism industry has no plans for the safety of the buildings or the

safety of the tourists. If earthquake occurs in Shimla it will affect directly the

tourism industry and hence the economy of the city. At the same time the

25%

75%

Visit Shimla


37

preparedness of various departments is very poor to face any disaster which

will affect the functioning of that department also the safety of the workers.

About 25% tourists visit Shimla out of the total tourist coming to Himachal

every year.

Monthly Tourists’ Variation (2003) (Source: TCP)

(e) Institutional:

The institutional capacity of the city is very weak to address earthquake

disaster. Whether it is the district or city administration, Urban Local Bodies,

hospitals or schools the institutional capacities missing at the institution level

and at city level. No centralised incident response system exists in the city

which everybody could follow. Also the clarity of roles and responsibilities of

various institutions is missing to response in earthquake or any other disaster.

With the result transfer of responsibility is in culture which brings the city at

the risk. Urban search and rescue is specialised job and trained manpower

equipped with modern equipment is not available. The fire services has

stagnant strength of this city which was created to cater to few thousand

population. The community networking is not there nor the community is

trained and equipped to deal with earthquake like situation.

2. Vulnerability of Shimla in relation to Landslides/ Landslips

(a) Natural:

The sinking zone in Shimla is identified by the Town and Country Planning

department. This area includes Ladakhi Mohalla the spurs below the office of

the Director of Education and the surrounding areas of Clarke’s Hotel. But the

vulnerability of landslides not restricted upto these areas the soft soil

structure exposed with prolong rainfall in can trigger the landslides any time.

1

10

100

1000

10000

100000

1000000

No

. o

f T

ou

ris

ts

Indian Foreigner


38

(b) Physical:

A recent geological study indicate that roughly 25% of the old town is in the

sinking zone, and unless improvements are made in the drainage and

sewerage systems of the upper reaches, more could go under. Slopes have

become overloaded, and buildings in several heavily crowded localities in the

central part of the town have become unsafe as they fall in the sinking zone.

The town, which was built for a population of just 25,000 in the early 20th

century, today houses close to 300,000 people. And, as against the

recommended density of 450 persons per square hectare in hill settlements,

the town's localities have densities ranging from 2,500 to 3,500 persons for

the same area.

Though the Shimla Municipal Corporation has- quite belatedly now-

prohibited any construction on slopes steeper than 45 degrees, the damage

has already been done. Most of the town is built on slopes between 45 and 75

degrees. Some 90% of central Shimla, built on a 60 degrees slope, is covered

with buildings which are four to five storeys high. In the event of an earth

tremor, devastation could be enormous, with buildings on slopes steeper than

45 degrees collapsing in a chain. The problem of landslides in Shimla town is

aggravating and the town needs urgent treatment for this. If the structural

composition of Shimla's slopes has something to do with its instability, their

overburdening with high buildings has exacerbated the condition. Due to

shortage of space, multi-storeyed structures have come up all over the town

and many of them have been built without geological approval. In the hills, it's

imperative to build on pillars which rest on rock strata. People raise pillars for

buildings which are embedded in loose soil because the cost of construction

goes up substantially if deeper pillars are to be made.

(c) Social:

The worst part of the identified landslide zones is that it is having maximum

congestion of built structures. In Shimla 3 years back in a massive landslide

caused by heavy downpour in the market below Gandhi ground on Rivoli road

which destroyed 18 shops of Tibet market and 2 people died. Landslides have

various after affects like damage of houses and tree-falling which cause loss

to lives and property.

(d) Economic:

Vulnerability of loss of property, loss of business and loss of lives due to

landslides increased over a period of time in Shimla. It causes economic

pressure over the community and the governance as well. Every year business


39

worth crore of rupees got interrupted due to the damage of roads caused by

landslides. Then huge resources involved in the repairing of these roads is

another cost which involve the attention of man force as well and instead of

doing new projects every year the departments like PWD, M.C. Shimla,

Revenue department put their energies in crisis management. As the

construction congestion increasing on slopes the loss of lives and property is

also increasing causing extra burden community and administration.

(e) Institutional:

The institutional vulnerability to deal with the landslides is same as it is for

any other disaster in Shimla. Being a one of the most frequent disaster Shimla

people deal with but still any institutional mechanism for the mitigation of

landslides or quick response is still missing. This year (2011) in August a

landslide occurred in Totu area of Shimla a day before one holiday. Due to the

landslide the debris got inside of many houses and people were forced to

come out of the houses. But because it was a holiday no department

responded to the situation. The buck kept passing between the MC and the

district administration.

3. Vulnerability of Shimla in relation to Sinking Zone

(a) Natural:

Shimla is having a history of sinking zones and TCP department has identified

the sinking zone to regulate the construction work and other development in

this area. High sinking prone area includes the northern slopes of the Ridge

extending upto Grand Hotel in the West and covering Lakkar Bazar including

Central School extending Aukland Nursery School and extending down below

upto Dhobhi Ghat below the Idgah Electric Sub-station.

(b) Physical:

The area which is identified as high sinking prone is also the most congested

area of the city. It is having heritage buildings- Gaitey Theatre, Mall Road,

Town Hall, Church, etc and having the other infrastructure like schools,

markets, etc. The huge water tank made during the period of Britishers is also

located here through which water supply line spreads in entire area.

Increasing number of vehicles moving on this area is also increasing the

pressure on this road. From last 2 years M.C. Shimla is working to stabilise the

sinking area of the ridge but still it is not helping much and the area involved

increasing gradually.


40

(c) Social:

On the one hand it is creating extra burden on the Government departments

to take do the repair work which is going continuously from last 2 years and

on another hazard it is causing threat in the mind of communities.

(d) Economic:

Repair work cause extra economic burden to the M.C. Shimla. Over last 2

years M.C. Shimla has putted lakhs of rupees for repairing related to sinking

zone in last 10 years. In future it will put increasing cost over the

departments.

(e) Institutional:

There is no separate institutional mechanism is available to address such

issues at Shimla City level which could properly concentrate and plan for such

disasters which occur every day and cause huge losses.

4. Vulnerability of Shimla City related to Severe Storms/Winds, including

lightning and high winds (Thunderstorms)

(a) Natural:

Shimla like other hill stations face very frequent storms/winds every year. It is

accompanied by lightening and hailstorms as well.

(b) Physical:

The development done on the slopes is very exposed to face the losses due to

storms, hailstorms, lightening. Every year it cause huge loss to the trees, lamp

posts, electric wires, telephone line, street lights and other Government and

private property.

(c) Social:

Many times due to storms and hailstorms it causes accidents and loss of lives

as well. It also affects the mobility and day to day activity of the communities.

(d) Economic:

Storms cause both direct and indirect losses. Direct losses cover the loss of

lives, property and assets and loss in business where as indirect losses include

loss of services & productivity and long term occurred due to direct loss.


41

(e) Institutional:

The capacities of the city administration and communities are very poor and

no proper institutional mechanism is in place which addresses this hazard and

reduces the associated vulnerabilities.

5. Vulnerability of Shimla related to Flash Flood/cloud Burst

(a) Natural:

Though there is no reported occurrence of such hazard in Shimla but with the

increasing phenomenon of hydro metrological events and climate change the

vulnerabilities towards Flash Floods and Cloud Burst is increasing every day.

The forest cover of Shimla is increasingly under threat from the development

taking place, the change in weather pattern, decrease in snowfall and aging.

No serious efforts are in place to plant alternative/replacement species. In

many cases forest cover is giving way to developmental projects.

(b) Physical:

The infrastructure both residential and commercial is not prepared to face

such possible situation of Cloud burst. Lack of adequate drainage system is

serious issue. The existing drainage system has been encroached and

overburdened.

(c) Social:

Communities living in low lying areas or on steep slope will suffered the most.

Because their houses are poorly constructed and having no strength to bear

the force of water.

(d) Economic:

Cloud Burst may cause huge loss to the economy of Shimla. It will affect the

tourism Industry at the most. The old heritage structures, public

infrastructure, road network, essential services may receive damage.

(e) Institutional:

No institutional mechanism exists to address such hazard.

6. Vulnerability of Shimla related to Heavy Snow Falls

(a) Natural:

Shimla is located at high altitude and naturally it is blessed with snowfalls. But

gradually the intensity of snowfall is decreasing which is causing a sort of

vulnerability for the city. The vulnerability is dual facet- in one case if the


42

snow fall remains decreasing and other is if there will be sudden increase in

snowfall.

(b) Physical:

The infrastructure is over burdened now whether it is the road,

transportation or it is the services. The capacities of Administration and the

communities are reducing gradually to face snowfall. Minor snowfall brings

the city to grinding halt. The incident of road accident multiplies. Injuries due

to slipping in snowfall increases. Decreasing rate of snow fall is also omitting

the phenomenon of snowfall from the vision of city planners.

(c) Social:

The vulnerabilities lie in mobility, accidents and loss of day to day business of

the communities living in Shimla. It will cause main loss to the daily vendors

who are having shops in open areas; their business got interrupted for long.

(d) Economic:

Snowfall generally boosts tourism activities in the town as large number of

tourist throng the city to enjoy the snowfall. But of preparedness and caution

may also cause loss of lives, increase chances of accidents, loss to business

and affect the accessibility of the city as well.

(e) Institutional:

Though MC is responsible to clear the roads and remove the snow. But the

capacity of the MC is also limited. MC doesn’t have modern equipment to

remove the snow immediately.

II. VULNERABILITY ASSOCIATED WITH HUMAN HAZARDS

Vulnerability of Shimla related to Accidents- Train, Road, Air

Accidents are either independent phenomenon or it is the consequence of the

natural disasters. But in any case it is important to reduce the vulnerabilities which

could increase the chances of accidents.

Road accidents: There are several reasons which cause road accidents in Shimla-

drinking while driving, talking on phone, poor visibility, unidentified blind turns,

overcrowding inside the vehicle, poor road conditions, slippery roads due to

snowfall or rainfall, landslides, unavailability of proper street light, etc.


43

Train accidents: In Shimla the railway line goes across 103 very narrow tunnels

along with zig-zag like paths. It could cause derail of train or landslide get occur in

tunnels which could cause train accidents.

Air: Visibility is the most prominent hindering factor with air traffic in Shimla. At

any point of time flights get cancelled due to poor visibility/ poor weather

conditions. It could cause the air accidents as well.

Vulnerability of Shimla related to Monkey Menace

Monkey menace is the new

emerging threat to Shimla.

According to 2006 data there were

around 350,000 monkeys in

Himachal Pradesh. This includes

2,200 in Shimla alone, even after

about 1,900 of them were shifted to

other parts of the state from Shimla

town in 2005.

There were big drives for sterilizing of these monkeys but it could not help much.

Shimla is famous for its scenic beauty, which attracts large number of tourists

every year but the tremendous increase in the monkey population has become a

major problem for the tourists as well. Monkey bite cases are increasing and it is

posing health hazard to the local population.

Vulnerability of Shimla related to Traffic Jams

Traffic Jams are big nuisance in Shimla.

Narrow roads accompanied with pressure of

tourists and vehicles have made traffic jams

part of day to day life. Lack of proper

parking place is another reason which is

enhancing the problem of traffic jams. It

causes huge loss to business as it reduces

number of trips of heavy vehicles coming for

commercial purposes. Traffic within the city

causes pollution and loss of productivity of local people.


44

Vulnerability of Shimla related to Tree Falling

The tree falling caused by landslides or

storms or heavy rains is another frequent

disaster which Shimla people face. The

vulnerability lies in weak response system

of administration towards the potential

cases of weak and dangerous trees. Lack of

coordination among the agencies increases

the cases of tree falling and its

consequences.

Vulnerability of Shimla related to Fires: (Household; Forest)

Every year fire creates huge loss to

economy & heritage value of Shimla City.

The vulnerability lies in the fact that

Shimla has wooden construction and

having congested paths which increase the

incidents of fire cases and also impacts the

response time. Another factor is that

Shimla has no Fire Safety guidelines for

city which could be followed by the residential and commercial areas. Below is the

data of fire incidents took place in last 5 years in Shimla Urban:

F

i

r

e incidents in Shimla Urban, Source-Fire Services

Vulnerability of Shimla related to Lift Disorder

There are two public lifts in city and both twice faced the failure due to over

loading. One is placed at Mall Road which links Mall Road to Cart Road and other is

placed at Tuti Kandi ISBT. The vulnerability of lift depends upon various factors-

Capacity of Lifts and persons travelling, watchman travelling with the lift to assist

the person travelling, maintenance and servicing of lift. The unique feature of the

S. No.

Year Fire type Loss

Domestic Commercial Life loss Property loss (approx)

1 2010-11 47 35 2 Rs. 3,96,38,000/-

2 2009-10 45 31 2 Rs. 1,87,11,250/-

3 2008-09 31 33 6 Rs. 98,27,200/-

4 2007-08 45 37 1 Rs. 1,15, 01,400/-

5 2006-07 38 29 2 Rs. 74,65,600/-

206 165 13 Rs 87,14,43,450


45

lift at Mall is one cannot evacuate the persons trapped in between. Lift has to

come up or down to evacuate the persons.

Vulnerability of Shimla related to Stampede

The geography and habitation both makes Shimla vulnerable for stampede. The

narrow paths in Lower Bazar, Ram Bazar, congestion at Bus Stop and Public

gathering on Ridge during summer festival and other occasions, gathering at

temples, etc manifolds the vulnerability of stampede. Also, temples have no

proper mobility plans or during special gathering temple administration fails to

enforce proper mobility plan considering the occurrence of stampede. There is also

strong need of plans to de-congest the overcrowded area of central Shimla.

Vulnerability of Shimla related to Contamination of Potable Water

Water supply scheme for Shimla town was constructed in the year 1875.

Thereafter, its augmentation was done in 1889, 1914, 1923, 1974, 1982, 1992 and

2008. Every year due to the contamination of portable water supply people suffer

from Gastroenteritis and Diarrhoea. In 2010 itself approx 200 people suffered from

diarrhoea.

Vulnerability of Shimla related to Utilities Failure:

Energy; Telecommunications; Water Systems; Sewerage System

With increasing population pressure providing proper utility services to the

residents is a big challenge in front of administration. Every year Shimla faces the

failure of water supply across the city either due to power failure or silt in the

source. During peak tourist season the demand for potable water increases multi-

fold coupled with availability of less water at source. Though Shimla is capable of

managing the utilities supply during peace time but the there are no plans exists to

ensure the supply of basic amenities in the time of emergencies. Apart from this

there is also urgent need to develop a plan to restore the utility supply system

after any major disaster. In absence of proper scenarios of loss and plan to recover

and restore it is the vulnerability will not reduce.


46

WARD WISE HAZARD ASSESSMENT

Index: High- H, Moderate- M, Low- L, Very Low- VL

S. No.

Ward Name Earthquake Landslide Accidents Stampede Monkey Menace

Fire Tree Falling

Sinking Cloud Burst

1. Bharari H H M L L L H L H

2. Ruldu Bhatta H M L L M M L L H

3. Kaithu H M L VL M L L H H

4. Annadale H L VL VL L L L L H

5. Summer Hill H VL H L L L H M H

6. Tutu H M M M L M H H H

7. Boileauganj H H H H M M H H H

8. Tutikandi H H M M L H M M H

9. Nabha H L L L M L M M H

10. Phagli H L L L L L M L H

11. Krishna Nagar H VL L H L H L L H

12. Ram Bazar H L VL H M H VL L H

13. Lower Bazar H L VL H M H VL L H

14. Jakhu H VL H L H VL M M H

15. Banmore H L M L L L M M H

16. Engine Ghar, Sanjauli H L M M M H L L H

17. Dhali H M M M L M H M H

18. Sanjauli Chowk H L H H M H L L H

19. Sanjauli H H H M H M M M H

20. Maliyana H M L L L L L H H

21. Kasumpati H M L VL L H M H H

22. Chotta Shimla H M M L M M M M H

23. Patiyog H M L VL L L M H H

24. Khalini H VL H M L M L M H

25. Kanlog H L L L L H M L H


47

WARD WISE VULNERABILITY ASSESSMENT

Index: High- H, Moderate- M, Low- L, Very Low- VL

S. No.

Ward Name Earthquake Landslide Accidents Stampede Monkey Menace

Fire Tree Falling

Sinking Cloud Burst

1. Bharari M H M L L L H L H

2. Ruldu Bhatta M M L L M M L L H

3. Kaithu L M L VL M L L H H

4. Annadale VL L VL VL L L L L H

5. Summer Hill M VL H L L L H M H

6. Tutu M M M M L M H H H

7. Boileauganj M H H H M M H H H

8. Tutikandi L H M M L H M M H

9. Nabha M L L L M L M M H

10. Phagli L L L L L L M L H

11. Krishna Nagar M VL L H L H L L H

12. Ram Bazar M L VL H M H VL L H

13. Lower Bazar L L VL H M H VL L H

14. Jakhu M VL H L H VL M M H

15. Banmore L L M L L L M M H

16. Engine Ghar, Sanjauli L L M M M H L L H

17. Dhali M M M M L M H M H

18. Sanjauli Chowk L L H H M H L L H

19. Sanjauli M H H M H M M M H 20. Maliyana L M L L L L L H H

21. Kasumpati M M L VL L H M H H

22. Chotta Shimla M M M L M M M M H

23. Patiyog L M L VL L L M H H

24. Khalini M VL H M L M L M H

25. Kanlog M L L L L H M L H


48

Risk is a measure of expected losses due to a hazardous event of particular magnitude

occurring in given area over a specific time period. It is the function of probability of

particular occurrences of activation of any hazard and losses each would cause. Risk is

the potential that a chosen action or activity (including the choice of inaction) will lead

to a loss (an undesirable outcome). The notion implies that a choice having an influence

on the outcome exists (or existed). Potential losses themselves may also be called

"risks". Almost any human endeavour carries some risk, but some are much more risky

than others.

Risk in itself exists only theoretically unless the hazard got activated and it gets an

exposure with the vulnerability. Considering the situations of Shimla as there are

different hazards present here with multi facet vulnerabilities the risks are also multi

dimensional. Risk associated with each of the hazard taken into account the various

vulnerabilities the risks are as follows:

I. RISK RELATED TO EARTHQUAKE

(i) Probability of Earthquake:

Being situated in seismic active zone and having the multi fold vulnerabilities the

Shimla is at risk to face an earthquake in near future. Shimla can expect

maximum peak ground acceleration (PGA) of 4.0 meters per second square. This

suggests that Shimla can expect an earthquake of seismic intensity of VIII on the

modified Mercali (MM) Intensity Scale.

(ii) Consequence of Earthquake:

a) Building Collapse: MM VIII indicates that there will be slight damage in

specially designed structures; considerable in ordinary substantial buildings;

and great damage in poorly built structures. Panel walls can be thrown out of

frame structures. Chimneys, factory stacks, columns, walls and monuments

can collapse. Heavy furniture can get overturned. Sand and mud can get

ejected in small amount. Changes can be caused in water levels. The worst

part is that 90% of the buildings in Shimla categorised under poorly built.

b) Landslides: Apart from building collapse the most prominent after affect of

earthquake is triggering of landslides and which will cause blockage of roads,

damage of built property & assets. The roads – the lifelines for search and

Chapter- IV

Risk Assessment of Shimla in context of various hazards and associated vulnerabilities


49

rescue are also likely to blocked with the collapse of structures along the

road.

c) Failure of Water Supply System: The water supply and sewerage system in

Shimla is already more than 100 years old and is in very poor and weak

condition. Even a mild tremor could hit the water and sewerage supply

system of Shimla. The supply of water within the city mainly depends upon

the big water storage tanks- 02 number main of which are located at Ridge

and Sanjauli. There is no scientific study available to say that these tanks

could face the tremor upto what extent. Otherwise it could cause floods as an

after affect and may wash out the Lower Bazar and Lakkar Bazar area of

central Shimla. The water is lifted to Shimla from great distances and the

supply line is likely to damaged at many locations.

Same is the situation of the sewerage system as well. At present only 40% of

the area in Shimla is served with proper sewerage system which too is weak.

The old sewer lines are likely to damaged. The same may cause sanitation and

related problems.

Also restoration of these services is again a big challenge for the M.C. Shimla.

At present no studies have been done which could state as how much time it

will take to restoration of W&S system in Shimla and how it will be done.

d) Failure of Electricity Supply: Failure to electricity supply and damage to

supply wires is another consequence. Dependency on 24 hrs supply of

electricity makes people more vulnerable and they find it hard to manage

without electricity as they don’t have alternate options. Disrupted electricity

supply will affect the search and rescue operations, health care facilities

prominently and also the water supply.

e) Shelter Management: Another major risk is to rehabilitate communities after

an earthquake as at present no exercise has been done to identify shelters at

ward or more micro level. Having mountain terrain and cold weather with

shortage of open spaces it will be not possible to put tents in open and make

temporary shelters.

f) Death Body Disposal: In case of mass causality it is important to identify the

places where dead bodies could be buried. Open spaces are very few in the

town and nearby areas and lack of additional space may make it the

cremation process very difficult.

g) Communication: At present there is no centralised communication system

available which will address different aspect of emergency management. It


50

could create chaos after an earthquake. There is a big risk of conflict

generation with multiple commands and actions. Also in absence of clarity of

roles few agencies will not respond or others will get over burdened with low

capacities.

II. RISK RELATED TO LANDSLIDES/ LANDSLIPS

(i) Probability of Landslides/ Landslips:

The probability of Landslides could be high in Shimla. Either the heavy rainfall

can trigger the landslides during monsoon or it could be the after effect of an

earthquake which will be more threatening than the normal landslide.

(ii) Consequence of Landslide:

a) Collapse of Built Structure: Structures constructed on extreme slopes are

liable to damage from landslide. Weak and unstable strata also contribute to

the slipping of structures which could cause damage to or collapse of

building, infrastructure and utilities.

b) Debris: The buildings, infrastructure or the utilities may also be threatened by

mudslide or debris.

c) Blockage of Roads and Paths: After landslide it is possible that important

Highways or internal roads/paths get blocked. It is important to develop a

mechanism to open these important paths at the earliest to ensure the

smooth transportation for search and rescue, medical response and relief

operations.

d) Evacuation and Early Warnings: Due to unavailability of proper information

of city regarding landslides or micro-zonation maps containing information

regarding landslides it is impossible to provide early warnings to communities

for evacuation.

III. RISK RELATED TO SINKING ZONE

(i) Probability of Sinking of Shimla:

The core area of central Shimla Ridge is gradually sinking over the period and this

sinking is on. Administration interventions have proved futile.

(ii) Consequence of Sinking:

a) Threat to Ridge and Heritage Buildings: Continuous sinking in core area is

causing threat to the historical Ridge. It is also possible that one day this area


51

will get collapsed and Shimla people will lose the historical buildings situated

at Ridge including the Ridge itself.

b) Pressure over Water Supply System: The underground water supply system is

also getting pressure due to the sinking. Getting cracks in water supply pipes is

now a common feature in this area as sinking area causing pressure over old

supply lines which are situated towards sinking side.

c) Threat to Water Tank: A water supply tank is also located at Ridge and

seepage due to this tank which could be a reason for sinking of this area. Also

if this tank got collapsed any way it will cause big threat in its vicinity.

IV. RISK RELATED TO SEVERE STORMS, INCLUDING LIGHTNING AND HIGH

WINDS (THUNDERSTORMS)

(i) Probability of Severe Storms, lightning and high winds:

The probability of this hazard of changing into disaster is very high. It is one of

the most frequent phenomenon which Shimla faces every year.

(ii) Consequences of Storms, lightning and high winds:

a) Tree falling: Falling trees is one of the most common consequence of Storms

and high winds. Weak trees are more vulnerable to get affected by the high

winds. If not identified and cut down in advance these trees could cause loss

to assets and lives.

b) Clarity of Roles: Another risk is clarity of roles among the forest department

and Municipal Corporation Shimla which cause delay in taking corrective

action.

c) Electricity and Communication Network: Due to severe storms every year

Shimla faces loss of communication network and damage to electricity supply.

d) Accidents: Due to storms, lightning and high winds the trees collapse which

cause many accidents.

V. RISK RELATED TO FLASH FLOOD/CLOUD BURST

(i) Probability of Flash Floods/ Cloud Burst:

The probability of Flash Flood/ Cloud Burst cannot be predictable. But increase in

hydro meteorological events it could be a possible hazard for the town.


52

(ii) Consequences of Flash Flood/ Cloud Burst:

a) System Failure: The capacities of administration and communities to face the

cloud burst are very low hence there are high chances that the system gets

disrupted due to any such eventuality.

b) Lack of Scientific Projections: As it is rare phenomenon and there are no

projections available to develop a vision for the floods it becomes more

difficult to develop a mechanism to respond it.

c) Built Structure: The built up structures in Shimla may not be strong enough to

face floods or cloud burst events and it could face huge loss due to this.

VI. RISK RELATED TO HEAVY SNOW FALL

(i) Probability of Heavy Snow Fall:

Shimla town receives snowfall regularly. Through in the recent years the snow

fall has decreased considerably. However, with the changing climatic conditions

the snowfall may escalate.

(ii) Consequences of Heavy Snow fall:

a) Mobility Interruption: Due to heavy snow fall the biggest consequence is

interruption of mobility which could further delay other emergency response.

b) Interruption in Basic Supply: Due to heavy snowfall the basic services get

disturbed due to burst of water supply pipes, snapping in electric supply lines,

etc.

c) Accidents: Frozen snow at roads and paths leads to accidents.

d) Capacities Failure: Gradually the amount of snow fall in the city is decreasing

and also the capacities of the people to deal with snowfall. If in such case

there will be heavy snowfall it will create a disaster like situation which may

be beyond the capacities of administration and communities to be manage.

e) Lack of information: After snowfall there is huge information gap among the

citizens regarding the condition of paths and transportation.

VII. RISK RELATED TO ACCIDENTS & TRAFFIC JAMS- TRAIN, ROAD, AIR

(i) Probability of Accidents:

With increase pressure of population, tourists and vehicles and increase in traffic

congestion the probability of accidents is very high.


53

(ii) Factors increasing the risk of Accidents:

a) Traffic Master Plan: With increase traffic pressure on Shimla it is urgently

required to have traffic master plan for Shimla City for de-congestion of the

roads and paths.

b) Congestion in Core Area: Increasing congestion in core are of Shimla- Mall

Road, Lakkar Bazar, Lower Bazar, Ram Bazar, etc. due to tourists, poor traffic

plans and increased road side vendors.

c) Lack of alternate paths: In Shimla there is lack of alternate paths due to

congested & narrow roads coupled with high lead of traffic.

d) Number of Vehicles: There is no control over the number of vehicles coming

into the city with the result in peak seasons there is big traffic jams in Shimla.

e) Parking Places: The number of vehicles increasing but not the parking places

in same proportion. It is another reason behind traffic congestion in Shimla.

VIII. RISK RELATED TO MONKEY MENACE

(i) Probability of Monkey Menace:

The risk is very high and it is the most common disaster which Shimla people face

every day.

(ii) Factors increasing the risk of Accidents:

a) Growth of Monkeys: With the deterioration of forest area over decades the

monkey population has shifted to populated area in search of food and

shelter. They are rapidly increasing in numbers and now a big challenge and

nuisance for human community.

b) Religious Believes: The Religious believe of communities is not allowing to

control the population of monkeys in Shimla.

IX. RISK RELATED TO TREE FALLING

(i) Probability of Tree falling:

Very high

(ii) Factors increasing the risk of Tree Falling:

a) Apathy of Departments: Departments are not clear about their roles and

there is no mechanism to identify the vulnerable trees and providing quick

response. In such cases it takes long time to respond.


54

b) Advance Equipment: The non-availability of advance equipment required to

cut the tree is another issue which cause delay in response.

X. RISK RELATED TO FIRES: (HOUSEHOLD; FOREST)

(i) Probability of Fire:

Very high

(ii) Consequence of Fire:

a) Fire in Core area: There is big chance of fire in the core area of Shimla- Lakkar

Bazar, Lower Bazar, Ram Bazar etc. these areas are highly likely to be hit by

some big fire incident. It is one of the most congested areas in Shimla having

old wooden structure. It is not possible to move fire services vehicle in this

area which increases the response time.

b) Delayed Response: Because of multiple factors like terrain of mountains,

availability of emergency paths, congestion on roads, etc. it is a big risk that in

case of fire incident the response time got delayed.

XI. RISK RELATED TO LIFT DISORDER

(i) Probability of Lift Disorder:

Moderate

(ii) Factors increasing the risk of Lift Disorder:

a) Overloading of passengers

b) Servicing of Lift

XII. RISK RELATED TO STAMPEDE

(i) Probability of Stampede:

Very High

(ii) Consequence of Stampede:

a) Deaths and injuries

XIII. RISK RELATED TO UTILITIES FAILURE

(i) Probability of Utility failure:

Very high

(ii) Consequence of Utility Failure:


55

a) Chaos among the people

b) Held up of interdependent services

c) Interruption in Business and Official work


56

Mitigation efforts are attempts to prevent hazards from developing into disasters

altogether or to reduce the effects of disasters. The mitigation phase differs from the

other phases in that it focuses on long-term measures for reducing or eliminating risk.

The implementation of mitigation strategies is a part of the recovery process if applied

after a disaster occurs. Mitigation measures can be structural or non-structural.

Structural measures use technological solutions like flood levees. Non-structural

measures include legislation, land-use planning (e.g. the designation of non-essential

land like parks to be used as flood zones), and insurance. Mitigation is the most cost-

efficient method for reducing the effect of hazards although not always the most

suitable. Mitigation includes providing regulations regarding evacuation, sanctions

against those who refuse to obey the regulations (such as mandatory evacuations), and

communication of risks to the public.

Mitigation plan for various hazards in Shimla is given below:

1) Mitigation Plan for Earthquake Risk

I. STRUCTURAL MEASURES:

(a) Seismic Retrofitting: Retrofitting refers to the addition of new technology or

features to older systems. Whereas seismic retrofitting is the process of

strengthening older buildings in order to make them earthquake resistant.

Seismic retrofitting is a cost and time intensive process and it cannot be

opted for each and every building of the city but it is required to identify

such buildings which are crucial in order to response during the earthquake.

(i) Hospitals: During the time of Earthquake the need of health increases

by many folds but because the hospitals are not prepared for the

earthquake the health facilities go below the normal time many times. It

creates a huge gap between the need and supply of health facilities.

Hence, it is very much required to identify the most crucial health care

centres and do the retrofitting of those buildings at the priority basis.

IGMC, DDU and KNH, the 3 major hospitals in the city would require to

be examined critically from earthquake safety point of view and

wherever needed retrofitting should be carried out on priority.

(ii) Shelters: The other most important requirement after the earthquake is

shelter to keep the displaced people. Keeping into consideration the

Chapter- V

Mitigation Plan for Shimla City


57

climatic conditions and terrain of Shimla it is urgently required to

identify the places which could be use as Shelters. These buildings could

be schools, dharamshalas, community centres, religious institutions

(Kalibari, Gurudwara, Sankat Mochan, Jakhu Temple) etc. It is important

these buildings should survive after an earthquake and for the purpose

retrofitting of these buildings is urgently required.

(iii) Life Line Buildings: The buildings of District Administration, Government

Offices, Secretariat, Fire Services, Municipal Corporation, PWD, etc are

important to provide response after an earthquake and it is important

these building should be safe at any cost.

(iv) Critical Infrastructure: Critical infrastructure such as water supply,

sewerage, telecommunication, power supply etc. should also be

evaluated from seismic risk point of view and must be strengthened to

withstand earthquake threat.

(v) Heritage Structures: Shimla is known for its heritage value and if the

heritage buildings get harm due to the earthquake Shimla will lose its

value. Hence it is required to do the retrofitting wherever required of

important heritage structures such as Church, Advanced Studies,

Railway Board Building, AG Office, and Hotel Clark etc.

(vi) Phases for Retrofitting: Retrofitting cannot be done for all the building

at common time it is required that there should be a city wide phase

wise plan for doing the retrofitting of buildings based on priority.

(b) Decongestion of Road Network: It is very important that the road

connectivity remains intact during disasters. In the present scenario it is very

likelihood that all the roads would be cut off at various locations due to

collapse of structures constructed very close to the roads. The uprooting of

trees will also lead to blockage of roads. The landslide is another hazard

which will affect roads. A comprehensive plan needs to be worked out for

Shimla to achieve the target. Most of the critical facilities such as hospitals,

important offices are located in congested localities. And there is very

likelihood that the roads leading to these facilities would be blocked and

access cut off. As a first priority the roads leading to hospitals, Annadale

Helipad etc. should be examined from this point of view and decongestion

action plan prepared. There are many traffic bottlenecks in the town. There

is need to look at these points and prepare an action plan to improve them.

Road connecting Chhota Shimla to Panthaghati, Road connecting DC Office

needs to be widened on priority.


58

(c) Power Supply: Power supply is going to play critical role in post disaster

situation. In the present scenario there is very likelihood the overhead

power lines are likely to be snapped to the collapsing structures or the

falling trees. The power lines need to be laid underground. To begin with the

supply lines connecting the hospitals, telecommunication facilities and

critical buildings can be laid underground. The HPSEB Ltd. needs to work out

a schedule for this action.

(d) Open Spaces: Lack of adequate open spaces is one of the major drawbacks

of this hill town. Open spaces are required to be created in all the localities

so that the same can be utilised for evacuation and emergency response.

These spaces can be created by removal of encroachment or re-location of

government infrastructure/facilities.

(e) Removal of Dilapidated Structures: One of the reason contributing to the

seismic vulnerability of the town is the old and dilapidated structures. The

structures which cannot be strengthened needs to be demolished so that

they don’t collapse during earthquakes and cause avoidable loss of life. The

building which can be strengthened must be ordered to be done so.

(f) Completion of Unfinished Structures: A typical phenomenon which can be

seen in Shimla town is large number of structures constructed using pillar

construction and most of the stories awaiting completion. These unfinished

stories act as soft stories and attract large earthquake forces. A deadline

may be given to all such owners to complete the construction within

stipulated time frame.

II. NON-STRUCTURAL MEASURES:

(a) Seismic Micro-zonation: Seismic Micro-zonation will provide a technical and

scientific insight into seismic vulnerability of city in detail which will further

provide guidelines and recommendation which would be location specific.

For this purpose it is required to hire any technical agency which could

perform the seismic micro-zonation.

(b) Training and capacity Building:

(i) Awareness: General awareness generation among the communities

regarding earthquake risk mitigation, preparedness and response should

be carried out on regular intervals.

(ii) Training: Training of volunteers on First Aid, Search and Rescue, Health

Care, medical first response etc is required. It is also important that the


59

CBOs and ward disaster management teams are formed and trained in

various aspects of disaster management so that emergencies can be

handled locally. Trainings should focus of hands on methods.

(c) Earthquake Safety Plans:

(i) Household Plans: Each household should have their own earthquake

management plan which is properly shared with the family members.

(ii) School Safety Plans: Each school should have earthquake management

plan and regular mock drills are required to be conducted to

institutionalise the system.

(iii) Institutional Plans: Each private and government institution should

have their own earthquake management plans which are properly

shared with all the staff of the organisation.

(iv) Hospital Safety Plans: Each hospital should have their own earthquake

management plan and plan to deal with mass casualties.

All the above Plans need to be shared with the District Administration,

Municipal Corporation and Emergency Services such as Fire, and Police

so that they are aware of the arrangement.

(d) Emergency Support Functions:

(i) All the departments which have role in emergency support functions

(ESFs) for them should be designed in advance so that departments

know their role and responsibilities and they make preparations in

advance.

(ii) Regular coordination meetings are required with the District

Administration, MC and the ESF departments to have clarity about the

ESFs.

(e) Amendment in Building Bye Laws:

(i) There is urgent need of doing amendments in Building Bye Laws and

TCP Act. This will help to have safe development in future.

(ii) BIS Codes should be made applicable for new construction forthwith.

(iii) Risk sensitive land use planning and development control regulations

should be enforced.

(iv) City Development should be re-visited and re-drafted on the basis of

HRVA of the city. All the stakeholders should be involved in this process.


60

(f) Community Networking:

(i) Community is both the victim and first responders in disasters. It is

therefore needed that networking with all the community based

organisations such and CBO, NGO, Market Organisations, Faith based

organisation, etc. should be done and their database created.

(ii) Ward wise response plans and committees should be constituted to

look into various aspects of disaster management.

(iii) The government functionaries at ward level should also be made part of

the core committee at the ward level and the core committee should be

delegated authority to take decisions in emergencies.

(iv) The committees so formed should be trained and equipped to handle

emergencies.

(g) Emergency Operation Centre (EOC):

(i) City level EOC would be established at the MC level.

(ii) To improve the inter-departmental coordination and response

mechanism it is important to have a centralised command system

which coordinates with various departments both for mitigation and

response work.

(iii) The EOC would act as central focus point for information gather,

dissemination and coordination.

(iv) It would be a never centre for emergency response.

(v) During the normal time the EOC would work for awareness and

preparedness for emergency response.

(h) Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be

mitigated must be transferred by way of risk insurance. Insurance coverage

is available against all the major hazards and this need to be promoted

amongst the stakeholders.

2) Mitigation Plan for Landslide/Sinking Zones/Storm Waters etc.


(a) Tree Plantations: The areas which are vulnerable to this hazard require to

have tree plantation to reduce the phenomenon of landslides. Suitable

varieties of species need to be identified and planted. The old Devdar trees


61

of Shimla have also become aged. An action plan also needs to be prepared

to replenish the dwindling forest wealth of the town.

(b) Regulation for Construction: It is required to have strong laws for regulating

the construction at steep and unstable slopes.

(c) Drainage Improvement: It is important to have proper drainage system to

cater to the storm water. All the encroachment on the drainage system

needs to be removed so that storm water flows down smoothly causing least

damage to the soil, infrastructure and property. The existing water ways also

needs channelization wherever needed to reduce soil erosion. This activity

would also reduce the pace of landslides and reduce the impact of heavy

rains/cloudburst etc.


(a) Land Slide Micro-Zonation: Landslide micro-zonation is needed for further

plan for the city.

(b) Cutting of Hill Slopes: One of the major reasons of landslides is unscientific

cutting of slopes. And construction in high steep slopes. There is need to

enforce the development control regulations for such areas.

(c) Awareness: There is a need of community awareness regarding landslide

and associated threat so that communities could be sensitised.

3) Mitigation Plan for Fire Hazards


(a) Strengthening of Fire Department: The staff strength of fire department is

inadequate keeping in view the fire vulnerability of the town. Also the

department has special needs to match the requirement of the town. Fire

fighting equipment and vehicle capable of moving in the narrow lanes of the

town needs to be added to the fleet of the Fire Department.

(b) Decongestion of critical locations: Areas such as Lower Bazar, Ram Bazar

and other such locations which are vulnerable to fire hazard need

decongestion. The Temporary structures need to be removed at these

locations.

(c) Identification of Vulnerable Building: Shimla Town has very old and

important structures which have generally a lot of wood in the shape of

building content. Fire safety concerns of these building should be addressed.


62


(a) Enforcement of Building Codes on Fire Safety: Building Codes on Fire Safety

(BIS Codes) must be made compulsory and forcefully enforced. No

structures complying with these codes housing large number of occupants

such as offices, hospitals, schools etc. should be allowed to function till it

adheres to these codes. Regular mock drills on fire safety should be held in

all building housing large number people.

(b) Hands on Training on Fire equipment: The school children, government

functionaries should be given hands-on training to handle fire-fighting

equipment.

(c) Community awareness and preparedness: The community at large should

be educated about dos and don’ts of fire hazard.

(d) Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be

mitigated must be transferred by way of risk insurance. Insurance coverage is

available against all the major hazards and this needs to be promoted

amongst the stakeholders.

4) Common Efforts required to mitigate hazards in Shimla

(a) At each ward level Buildings and Open spaces will be identified and list will

be prepared for probable shelter and later these buildings could be retrofit.

(b) The community has traditional wisdom to cope up with natural hazards. The

best practices should be documented and promoted.

(c) The people of Shimla are traditionally capable of dealing with natural

phenomenon such as snowfall. The traditional practices and administrative

preparation need to be revived and put on alert during the winter season.

(d) The Urban Search and Rescue is a specialised job. The existing network of

Fire and Emergency Services needs to be strengthened to perform this job.

Fire & Emergency set up also needs to be equipped with modern equipment

for SAR.

(e) The capacity of MC Shimla also needs improvement to deal with role and

responsibility vis a vis disaster management in terms of trained manpower

and equipment and machinery.

(f) The blind curves and accident prone area needs to be identified and

improved in a phased manner.

(g) Monkey menace needs to be tackled in a scientific way.

(h) In order to promote culture of safety local leadership should be motivated

and roped in.


63

a) Well thought out pre-designated roles for each member of the response team

b) Systematic and complete planning process;

c) System of accountability for the IRT members;

d) Clear cut chain of command;

e) Effective resource management;

f) Proper and coordinated communications set up;

g) System for effectively integrating independent agencies into the planning and

command structure without infringing on the independence of the concerned

agencies; and

h) Integration of community resources in the response effort.

Need of Incident Response System:

The DM Act 2005 has heralded a paradigm shift in DM from a post-event response to

one of pre-event prevention, mitigation and preparedness. In view of the paradigm shift

towards improved pre-disaster preparedness, there is an urgent need for a proper and a

well prepared response system which would have;

The response mechanism during emergencies works with close connection of ward and

city level EOCs. In this system each 24 wards will have 01 incident command centre and

these centers will connect with the City Emergency Center based at Municipal

Corporation Shimla. The City EOC will coordinate with different departments who are

having the Emergency Support Functions. There will be Standard Operating Procedures

for each action who will provide guidelines to each department.

During emergency, Commissioner M.C. Shimla will be the nodal officer of the City EOC.

He/ She will provide instructions to every department and coordinate with different

agencies.

Definition and Context:

The Incident Response System (IRS) is an effective mechanism for reducing the scope for

ad-hoc measures in response. It incorporates all the tasks that may be performed during

DM irrespective of their level of complexity. It envisages a composite team with various

Sections to attend to all the possible response requirements. The IRS identifies and

designates officers to perform various duties and get them trained in their respective

Chapter- VI

Incident Response System for Disasters in Shimla


64

roles. If IRS is put in place and stakeholders trained and made aware of their roles, it will

greatly help in reducing chaos and confusion during the response phase. Everyone will

know what needs to be done, who will do it and who is in command, etc. IRS is a flexible

system and all the Sections, Branches and Units need not be activated at the same time.

Various Sections, Branches and Units need to be activated only as and when they are

required.

Incident Response System (IRS) Organization

The IRS organisation functions through Incident Response Teams (IRTs) in the field. In

line with the administrative structure and DM Act 2005, Responsible Officers (ROs) have

been designated at the State, District and City level as overall in charge of the incident

response management. The RO may however delegate responsibilities to the Incident

Commander (IC), who in turn will manage the incident through IRTs. The IRTs will be

pre-designated at all levels; State, District, City and Ward Levels. On receipt of Early

Warning, the RO will activate them. In case a disaster occurs without any warning, the

local IRT will respond and contact RO for further support, if required. A Nodal Officer

(NO) has to be designated for proper coordination between the District, State and

National level in activating air support for response. Apart from the RO and Nodal

Officer (NO), the IRS has two main components:

(a) Command Staff and

(b) General Staff

RESPONSIBLE OFFICER

INCIDENT COMMANDER

Nodal Officer (Air Operations)

Operations

Section

Planning Section Logistics Section GENERAL

STAFF

Information & Media

Officer Safety Officer

Liaison Officer

Deputy

COMMAND STAFF


65

Logistics Section

GENERAL STAFF

Operations Section Planning Section

Demobilization Unit

Documentation Unit

Situation Unit

Resource Unit Service

Branch

Communication Unit

Medical Unit

Food Unit

Support Branch

Finance Branch

Time Unit Resource

Provisioning Unit

Facilities Unit

Ground Support

Unit

Compensation /Claim Unit

Procurement Unit

Transportation Branch

Response Branch

Divisional (Geographical

)

Group (Functional)

(Single Resource Task Force/

Strike Team)

Road

Rail

Air

I II III IV V VI VII

Kaithu (3) Summer Hill

(5) Dhalli (18)

Kasumpati (21)

Tutikandi (8) Ram Bazar

(12) Bharari (1)

Annadale (4) Totu (6) Chamyana

(19) Chhota

Shimla (22) Nabha (9)

Lower Bazar (13)

Roldu Bhatta (2)

Boileuganj (7) Malyana (20) Patyog (23) Phagli (10) Jakhoo (14) Sanjauli (17)

Khalini (24) Krishna Nagar

(11) Banmore

(15) Engine Ghar (18)

Structure of ward level response plan at Shimla City

City IRS D.M. Cell, M.C. Shimla WARD IRS

Ward wise Team

of Volunteers

25 Incident

Communication Center

(ICC)- 1/ ward


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City Emergency Operation Center:

The City Emergency Operation Center will be the physical location to coordinate the

Incident Command System in Shimla City. An emergency operation center has been

established at Rain Basera, Near SBI Bank, Bharari Shimla. Disaster Management

Information Center works as the nerve center for all emergency events and disasters,

and is the hub of all activities. The principal role involves collection of data, analysis and

dissemination of information to relevant organisation. Thus control can also be called as

information center. The Disaster Management Information Center/ Emergency

Operations Center (E.O.C.) is the City's coordination center for emergency services

during any major emergency affecting the City. It acts as DMIC in normal time and

activated as E.O.C. is when ordered by the Municipal Commissioner or one of his

designated representatives. The city DMIC is located at first the floor of Rain Basera,

Bharari Shimla along with SHEB Society.

Normally day-to-day operations are conducted from various Government departments

and agencies that are widely dispersed throughout the City. When will be any major

emergency or disaster strikes, centralized emergency management is needed. This

facilitates a coordinated response by the Commissioner M.C. Shimla and Emergency

Management Staff and representatives from City and non-City organizations who are

assigned specific emergency management responsibilities.

The DMIC/ EOC operate under the guidelines provided by NDMA/ HPSDMA and State

EOC and provide a central location of authority and information and allows for face-to-

face coordination among personnel who must make emergency decisions.

The purpose of Shimla City DMIC is to mitigate the disaster risk in the city and provide

quick and centralised response during emergency followed by better recovery.

In the DMIC all the major activities will be distributed among different government

officials to ensure accountability, proper information, assimilation and record keeping.

This will also help in easy coordination and reporting to the City/ District/ State Disaster

Managers.

Officer In Charge under City IRS:

Following officers will be Incharge under City IRS are mentioned below. The detail of

roles and responsibilities of each IRS Officer is mentioned at Annexure: 1 and forms to

collect the information during any incident took place is mentioned at Annexure-2

IRS Position Officer In charge

RESPONSIBLE OFFICER DC, Shimla

INCIDENT COMMANDER Commissioner, M.C. Shimla

Deputy IC ADM (P)

Information & Media Officer DPRO


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Liaison Officer Assistant Commissioner, M.C. Shimla

Safety officer Divisional Fire Officer,

DSP, MS-IGMC

Operations Section CHIEF SP-City

Staging Area Manager DRO

Response Branch Director SDM (U) & (R)

Municipal Engineer: Water Supply, Operation of Fire

Hydrants

XEN (R&B): Maintenance of Roads leading to: major

hospitals-IGMC, KNH, DDU, DC Office, Secretariat

CHO: Sanitation, Casualty Disposal

Division Supervisor / Group-incharge SHOs of the concerned areas

Task Force / Strike Team Representatives from Army, Civil Defence, Home

Guards, NCC, NSS, ITBP

Single Resources Health- Dy. CMO

Electricity- City XEN

Stray Cattle: VPHO

Transportation Branch DFO (M.C.Shimla), RM HRTC

Road Group

Group-in-charge Police Inspector, RM HRTC

Vehicle Coordinator

Loading-in-charge / Unloading-in-charge

Inspector Incharge

PLANNING SECTION CHIEF ADM (P), Assistant Commissioner

Resource unit SDM (U) & (R)

Check-in-status Recorder DRO

Situation unit

Display Processor DPRO

Field Observer Kanoon Go, Patwari, Nayab Tehsildar

Weather Observer MD IMD

Documentation unit DRO

Demobilisation Unit DSP

Technical Specialist DFO (Fire)

Logistics Section CHIEF ADM (P)

Service Branch Director DFSC

Communication unit I/c Police Wireless

Medical Unit MS Rippon Hospital

Food Unit DFSC

Support Branch Director DRO

Resource Provisioning Unit XEN (PWD) Division I

Facilities Unit Tehsildar (U) & (R)


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Ground Support Unit RMHRTC

Finance Branch Director District Nazarat

Time Unit Sadar Kanoon go, D.C. Office

Compensation / Claim Unit SDM (U) & (R)

Procurement Unit SDM (U) & (R)

Zones Ward Name & number Incident Commander

Zone I Annadale Ward Councilors

Kaithu Ward Councilors

Zone II Summer Hill (5) Ward Councilors

Totu (6) Ward Councilors

Boileuganj (7) Ward Councilors

Zone III Dhalli (18) Ward Councilors

Chamyana (19) Ward Councilors

Malyana (20) Ward Councilors

Zone IV Kasumpati (21) Ward Councilors

Chhota Shimla (22) Ward Councilors

Patyog (23) Ward Councilors

Khalini (24) Ward Councilors

Zone V Tutikandi (8) Ward Councilors

Nabha (9) Ward Councilors

Phagli (10) Ward Councilors

Krishna Nagar (11) Ward Councilors

Zone VI Ram Bazar (12) Ward Councilors

Lower Bazar (13) Ward Councilors

Jakhoo (14) Ward Councilors

Banmore (15) Ward Councilors

Zone VII Bharari (1) Ward Councilors

Roldu Bhatta (2) Ward Councilors

Sanjauli (17) Ward Councilors

Engine Ghar (18) Ward Councilors

Note: Directory of contacts of the all incident Response System Officer will be prepared

and will be updated on monthly basis to make it functional.


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Steps and actions for Incident Response:

Management of every incident needs an action plan and

proper briefing of all personnel. The purpose of the

action plan and briefing is to provide all concerned

personnel with appropriate directions for the various

tasks in hand. Before taking up response activities, the

RO/IC will need to take stock of the situation, availability

and mobilisation of resources for listing out the various

tasks and to provide proper briefing to the responders.

For this, he will need to hold a proper briefing meeting at

the beginning of each operational period. At the end of

the operational period, he will take a debriefing meeting

where he will be able to again review whether the

objectives were achieved or not and then decide what

further steps need to be taken in the next operational

period. Both the briefing and debriefing meetings are the

basis on which the IAP will be prepared and tasks

assigned. For the convenience of the IC, a briefing form

001 has also been prepared and placed at Annexure-II.

The briefing form - 001 can also be used for briefing of senior officers who arrive on the

scene.

IAP can be written or oral depending on the duration and magnitude of the incident. The

incident may be of low, medium or large levels. Low level incident would be of less than

24 hours, medium would be of more than 24 hours and less than 36 hours and a large

incident would be of more than 36 hours of emergency operations. In low or medium

level incidents, oral action plan may suffice. The directions given orally may be jotted

down by the Command Staff and handed over to the PS to be integrated in the IAP. At

times there may be sudden disasters without warning and the IC may have to respond

immediately. In such cases also the Command Staff will jot down the decisions taken for

response and hand it over to the PS when it is activated and it should be incorporated in

the IAP.

In larger incidents when there is adequate early warning, a written IAP will be required.

IAP may consist of incident objectives, organisation assignment and division assignment

list, incident communication plan, traffic plan, safety plan and incident map etc.


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Annexure-1: Roles and Responsibilities of IRS Officers

a) Command Staff

The Command Staff consists of Incident Commander (IC), Information & Media

Officer (IMO), Safety Officer (SO) and Liaison Officer (LO). They report directly to

the IC and may have assistants. The Command Staff may or may not have

supporting organisations under them. The main function of the Command Staff is

to assist the IC in the discharge of his functions.

Roles and Responsibilities of Incident Commander

The IC will:

i. obtain information on:

a) situation status like number of people and the area affected etc.;

b) availability and procurement of resources;

c) requirement of facilities like ICP, Staging Area, Incident Base, Camp, Relief

Camp, etc.;

d) availability and requirements of Communication system;

e) future weather behavior from IMD; and

f) any other information required for response from all available sources and

analyse the situation.

ii. determine incident objectives and strategies based on the available information

and resources;

iii. establish immediate priorities, including search & rescue and relief distribution

strategies;

iv. assess requirements for maintenance of law and order, traffic etc. if any at the

incident site, and make arrangements with help of the local police;

v. brief higher authorities about the situation as per incident briefing form - 001

enclosed in Annexure-II and request for additional resources, if required;

vi. extend support for implementation of AC and UC if considered necessary by the

RO;

vii. establish appropriate IRS organisation with Sections, Branches, Divisions and/or

Units based on the span of control and scale of the incident;

viii. establish ICP at a suitable place. There will be one ICP even if the incident is

multijurisdictional. Even a mobile van with complete communication

equipment and appropriate personnel may be used as ICP. In case of total

destruction of buildings, tents, or temporary shelters may be used. If

appropriate or enough space is not available, other Sections can function from

a different convenient location. But there should be proper and fail safe contact

with the ICP in order to provide quick assistance;

ix. ensure that the IAP is prepared;


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x. ensure that team members are briefed on performance of various activities as

per

IAP;

xi. approve and authorise the implementation of an IAP and ensure that IAP is

regularly developed and updated as per debriefing of IRT members. It will be

reviewed every 24 hours and circulated to all concerned;

xii. ensure that planning meetings are held at regular intervals. The meetings will

draw

out an implementation strategy and IAP for effective incident response. The

decision to hold this meeting is solely the responsibility of the IC. Apart from

other members, ensure that PSC attend all briefing and debriefing meetings;

xiii. ensure that all Sections or Units are working as per IAP;

xiv. ensure that adequate safety measures for responders and affected

communities are in place;

xv. ensure proper coordination between all Sections of the IRT, agencies working in

the response activities and make sure that all conflicts are resolved;

xvi. ensure that computerised and web based IT solutions are used for planning,

resource mobilisation and deployment of trained IRT members;

xvii. consider requirement of resources, equipment which are not available in the

functional jurisdiction, discuss with PSC and LSC and inform RO regarding their

procurement;

xviii. approve and ensure that the required additional resources are procured and

issued to the concerned Sections, Branches and Units etc. and are properly

utilised. On completion of assigned work, the resources will be returned

immediately for utilisation elsewhere or to the department concerned;

xix. if required, establish contact with ULBs, CBOs, NGOs etc. and seek their

cooperation in achieving the objectives of IAP and enlist their support to act as

local guides in assisting the external rescue and relief teams;

xx. approve the deployment of volunteers and such other personnel and ensure

that they follow the chain of command;

xxi. authorise release of information to the media;

xxii. ensure that the record of resources mobilised from outside is maintained so

that

prompt payment can be made for hired resources;

xxiii. ensure that Incident Status Summary (ISS) is completed and forwarded to the

RO (IRS form-002 is enclosed at Annexure-II);

xxiv. recommend demobilisation of the IRT, when appropriate;

xxv. review public complaints and recommend suitable grievance redressal

measures to

the RO;


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xxvi. ensure that the NGOs and other social organisations deployed in the affected

sites

are working properly and in an equitable manner;

xxvii. ensure preparation of After Action Report (AAR) prior to the demobilisation of

the IRT on completion of the incident response.

xxviii. perform any other duties that may be required for the management of the

incident;

xxix. ensure that the record of various activities performed (IRS Form-004 enclosed

in

Annexure-II) by members of Branches, Divisions, Units/Groups are collected

and maintained in the Unit Log (IRS Form-003) enclosed at Annexure-II; and

xxx. perform such other duties as assigned by RO.

Roles and Responsibilities of Information and Media Officer (IMO)

The IMO will:

i. prepare and release information about the incident to the media agencies and

others with the approval of IC;

ii. jot down decisions taken and directions issued in case of sudden disasters

when

the IRT has not been fully activated and hand it over to the PS on its activation

for

incorporation in the IAP;

iii. ask for additional personnel support depending on the scale of incident and workload;

iv. iv. monitor and review various media reports regarding the incident that may be useful for incident planning;

v. organise IAP meetings as directed by the IC or when required;

vi. coordinate with IMD to collect weather information and disseminate it to all concerned;

vii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and

viii. perform such other duties as assigned by IC.

Roles and Responsibilities of Liaison Officer (LO)

The LO is the focal point of contact for various line departments, representatives

of NGOs, PRIs and ULBs etc. participating in the response. The LO is the point of

contact to assist the first responders, cooperating agencies and line departments.

LO may be designated depending on the number of agencies involved and the

spread of affected area.


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The LO will:

i. maintain a list of concerned line departments, agencies (CBOs, NGOs, etc.) and their representatives at various locations;

ii. carry out liaison with all concerned agencies including NDRF and Armed Forces and line departments of Government;

iii. monitor Operations to identify current or potential inter-agency problems; iv. participate in planning meetings and provide information on response by

participating agencies; v. ask for personnel support if required;

vi. vi. keep the IC informed about arrivals of all the Government and Non Government agencies and their resources;

vii. vii. help in organising briefing sessions of all Governmental and Non Governmental agencies with the IC;

viii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and

ix. perform such other duties as assigned by IC.

Roles and Responsibilities of Safety Officer (SO)

The SO’s function is to develop and recommend measures for ensuring safety of

personnel, and to assess and/or anticipate hazardous and unsafe situations. The

SO is Incident Commander and authorised to stop or prevent unsafe acts. SO may

also give general advice on safety of affected communities.

The SO will:

i. recommend measures for assuring safety of responders and to assess or anticipate hazardous and unsafe situations and review it regularly;

ii. ask for assistants and assign responsibilities as required iii. participate in planning meetings for preparation of IAP; iv. review the IAP for safety implications; v. obtain details of accidents that have occurred within the incident area if

required or as directed by IC and inform the appropriate authorities; vi. review and approve the Site Safety Plan, as and when required;

vii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and

viii. perform such other duties as assigned by IC.


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b) General Staff

The General Staff has three components which are as follows;

i. Operations Section (OS)

The OS deals with all types of field level tactical operations directly applicable to

the management of an incident. This section is headed by an Operation Section

Chief (OSC). In addition, a deputy may be appointed to assist the OSC for

discharging his functions depending on the magnitude of the work load. OS is

further sub-divided into Branches, Divisions and Groups which assist the OSC / IC

in the execution of the field operations. The OS comprises Response Branch (RB),

Transportation Branch (TB) and Staging Area (SA) and is headed by the Operation

Section Chief (OSC). The activation of the RB and TB is situational.

Operations Section Chief (OSC)

On activation of the OS, the OSC will assume command of all the field operations

and will be fully responsible for directing all tactical actions to meet the incident

objectives. The OSC will report to the IC. He will be responsible for activation,

deployment and expansion of his Section as per IAP. As the operational activities

increase and because of geographical reasons, the OSC will introduce or activate

and expand the Branch into Divisions for proper span of control and effective

supervision.

Roles and Responsibilities of Operations Section Chief (OS)

GENERAL STAFF

Operations Section Planning Section Logistics Section

Demobilization Unit

Documentation Unit

Situation Unit

Resource Unit Service

Branch

Communication Unit

Medical Unit

Food Unit

Support Branch

Finance Branch

Time Unit Resource

Provisioning Unit

Facilities Unit

Ground Support Unit

Compensation /Claim Unit

Cost Unit

Procurement Unit

Transportation Branch

Response Branch

Divisional (Geographical)

Group (Functional)

(Single Resource Task Force/

Strike Team)

Road

Rail

Air


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The OSC will:

i. coordinate with the activated Section Chiefs; ii. manage all field operations for the accomplishment of the incident

objectives; iii. ensure the overall safety of personnel involved in the OS and the affected

communities; iv. deploy, activate, expand and supervise organisational elements (Branch,

Division, Group, etc,) in his Section in consultation with IC and in accordance with the IAP;

v. assign appropriate personnel, keeping their capabilities for the task in mind and maintain On Duty Officers list (IRS Form-007) for the day as enclosed in Annexure-II;

vi. request IC for providing a Deputy OSC for assistance, if required; vii. brief the personnel in OS at the beginning of each operational period;

viii. ensure resolution of all conflicts, information sharing, coordination and cooperation between the various Branches of his Section;

ix. prepare Section Operational Plan in accordance with the IAP; if required; suggest expedient changes in the IAP to the IC;

x. consult the IC from time-to-time and keep him fully briefed; xi. determine the need for additional resources and place demands

accordingly and ensure their arrival; xii. ensure record of various activities performed (IRS Form-004 enclosed in

Annexure-II) xiii. by members of Branches, Divisions, Units/Groups are collected and

maintained in the Unit Log IRS Form-003 (enclosed in Annexure-II); and xiv. perform such other duties as assigned by RO / IC.

Staging Area Manager (SAM)

The SA is an area where resources are collected and kept ready for deployment for

field operations. These may include things like food, vehicles and other materials and

equipment. The SA will be established at a suitable area near the affected site for

immediate, effective and quick deployment of resources. More than one SA may be

established if required. If resources are mobilised at other locations to be ultimately

despatched to the affected areas, these locations are also known as SAs. The overall

in-charge of the SA is known as Staging Area Manager (SAM) and he needs to work in

close liaison with both the LS and PS through the OSC. School and college

playgrounds, community halls, cyclone shelters and Panchayat Offices, stadia etc.

may be used as SA. In case of total destruction of buildings in an incident, tents or

temporary shelters may be used for such purposes.

For Air Operations, open space of Airport Authority of India (AAI) may be used for

loading and unloading of relief materials. If area of AAI is not available, other

suitable places near Helipads, Helibases etc. will have to be selected for such

purpose.


76

For parking of vehicles, playgrounds of the schools or any large plain areas may be

used. Such parking area will preferably have separate entry and exit points. The SAM

will arrange for separate entry and exit points to avoid and reduce traffic jam in an

emergency.

Roles and Responsibilities of the Staging Area Manager (SAM)

The SAM will:

i. establish the SA with proper layout, maintain it in an orderly condition and

ensure that there is no obstruction to the incoming and outgoing vehicles, resources etc;

ii. organise storage and despatch of resources received and despatch it as per

IAP; iii. report all receipts and despatches to OSC and maintain their records; iv. manage all activities of the SA; v. utilise all perishable supplies expeditiously;

vi. establish check-in function as appropriate; vii. request maintenance and repair of equipment at SA, as needed;

viii. ensure that communications are established with the ICP and other required

locations e.g. different SAs, Incident Base, Camp, Relief Camp etc; ix. maintain and provide resource status to PS and LS; x. demobilise SA in accordance with the Demobilisation Plan IRS Form-010

as enclosed in Annexure-II;

xi. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sections concerned; and perform any other duties as assigned by OSC.

Response Branch Division

Response Branch is the main responder in the field dealing with the situation and

performing various functions. Depending on the scale of disaster, the RBD may

have to expand the number of Groups which in turn may require creation of

Division. This structure is meant for close supervision by the OSC in the

management of a large incident.

The RBD will:

i. work under the supervision of the OSC and is responsible for the implementation of IAP as per the assigned role;

ii. attend planning meetings as required by the OSC;


77

iii. review Assignment Lists IRS Form-005 (enclosed in Annexure -II) for Divisions or Groups under his Branch;

iv. assign specific tasks to Division and Groups-in-Charge; v. supervise Branch functions;

vi. resolve conflicts reported by subordinates; vii. report to OSC regarding modifications required if any in the IAP, need for

additional resources, availability of surplus resources and when hazardous situations or significant events occur, etc.

viii. provide Single Resource, Strike Team and Task Force support to various operational areas;

ix. ensure that all team leaders maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) relating to their field Operations and send to OSC;

x. perform any other duties assigned by the OSC;

Division Supervisor and Groups-in-charge

As the operational activity increase because of the largeness and magnitude of

the disaster, the OSC who is responsible for directing all tactical actions to meet

the incident objectives will have to deploy more and more functional teams.

There may be such locations which are distant, isolated and difficult to reach.

There may also be a situation when simultaneously different types of incidents

occur requiring different specialised handling. For example while a lot of building

may have collapsed in case of earthquake, gas leaks may also have occurred

resulting in fire at a number of places.

The OSC may create a Division for close and proper supervision, when the span

of control becomes larger or when some locations are very distant and difficult

to reach.

Except for the hierarchical difference, the roles and responsibilities of the

Division Supervisors and the Groups-in-charge are the same. Divisions are

activated when there are supervisory requirements in an isolated and distant

geographical area or for the purpose of a proper span of control when the

number of functional Groups increases or for various specialised response.

While Groups-in-charge are assigned to accomplish specific functions within the

Branch, Divisions are created for effective supervision over a large number of

Groups.

Roles and Responsibilities of Division Supervisor and Groups-in-charge

The DS and Groups-in-charge

i. implement Division or Group assignment list; ii. assign resources within the Division or Group under them;

iii. report on the progress of Operations, and the status of resources within the Division or Group;


78

iv. circulate Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II to the leaders of the Group, Strike Team and Task Force;

v. review assignments and incident activities with subordinates and assign tasks as per the situation;

vi. coordinate activities with adjacent Divisions or Groups, if required; vii. submit situation and resource status to the RBD and the OSC;

viii. report all hazardous situations, special occurrences or significant events (e.g., accidents, sickness, deteriorating weather conditions, etc.) to the RBD and the OSC;

ix. resolve problems within the Division or Group; x. participate in the development of IAP for next operational period, if

required; xi. ensure that record of various activities performed (IRS Form-004 enclosed

in Annexure- II) are collected and sent to the RBD and OSC; and xii. perform any other duties as assigned by the RBD/OSC.

Transportation Branch (TB)

The TB in the OS supports the response effort by transporting different

resources, relief materials, personnel to the affected site and also transportation

of victims if necessary.

Though there is a Ground Support Unit (GSU) in the LS which is responsible for

providing all transportation and other related resources, the TB in the OS

manages the actual deployment and utilisation of the transport at ground zero

according to the needs of the IRT and the IAP.

The TB may comprise four operational Groups such as Road, Rail, Water and Air.

These Groups may be activated as and when required.

Air Operations is an important transportation activity during disasters which

requires coordination at the National, State and District level. For coordination of

Air Operations, the RO of the State and District will identify and designate a NO.

Roles and Responsibilities of Transportation Branch (TB)

All functional Groups (Road, Rail, Water and Air) of the TB are managed by the

TBD. Since the air transportation is to be coordinated at the State and District

levels, the TBD also needs to function in close coordination with RO, IC and NO

for Air Operations. He will collect the details of all related flights from the

concerned NO and organise the ground support requirement.

The TBD will also be responsible for the activation and expansion of various

functional Groups as per the IAP.

The TBD will:


79

i. activate and manage different Operations Groups like Road, Rail, Water and Air;

ii. coordinate with the LS for required resources, and activate Groups of his Branch;

iii. coordinate with railways, road transport, waterways and airport authorities for supports required;

iv. ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II is circulated among the Group-in-charge(s) and other responders of his Branch;

v. provide ground support to the air operations and ensure appropriate security arrangements;

vi. provide Road transport support to the Rail and Water Operations Group as required;

vii. ensure safety of all personnel of his Branch involved in the Incident Response activities;

viii. ensure that all units moving in the area are familiarised with route with the help of road maps or local guides;

ix. report to the OSC and IC about progress of the TB; x. prepare transportation plan as per the IAP, if required;

xi. determine the need for additional resources, their proper and full use and place demand accordingly in advance;

xii. resolve problems and conflicts, if any; xiii. ensure the maintenance of the status of hired resources, their full

utilisation and timely release; xiv. ensure that the record of various activities performed (IRS Form-004

enclosed in Annexure-II) by different operational groups (Road, Rail, Water and Air) are collected and sent to the Section concerned; and

xv. perform any other duties assigned by the IC or OSC;

ii. Planning Section (PS)

The PS deals with all matters relating to the planning of the incident response. It

is headed by the Planning Section Chief (PSC). This section helps the IC in

determining the objectives and strategies for the response. It works out the

requirements for resources, their allocation and subsequent utilisation. It

maintains up-to-date information about the ongoing response and prepares IAP.

For the closing phase of the Operations, this Section also prepares the Incident

Demobilisation Plan (IDP). PS comprises Resource Unit, Situation Unit,

Documentation Unit and Demobilisation Unit. The Section is headed by a chief

known as Planning Section Chief.


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Planning Section Chief (PSC)

The PSC is responsible for collection, evaluation, dissemination and use of

information. It keeps track of the developing scenario and status of the

resources. In case of need, the PS may also have Technical Specialist for

addressing the technical planning matters in the management of an incident. A

list of such specialists will be kept available in the PS. The PSC reports to the IC

and will be responsible for the activation of Units and deployment of personnel

in his Section as per requirement.

Roles and Responsibilities of PSC

The PSC will:

i. coordinate with the activated Section Chiefs for planning and preparation of IAP in consultation with IC;

ii. ensure that decisions taken and directions issued in case of sudden disasters when the PS had not been activated are obtained from the IMO (Command Staff) and incorporated in the IAP;

iii. ensure collection, evaluation, and dissemination of information about the incidents including weather, environment toxicity, availability of resources etc. from concerned departments and other sources. The PS must have a databank of available resources with their locations from where it can be mobilised;

iv. coordinate by assessing the current situation, predicting probable course of the incident and preparing alternative strategies for the Operations by preparing the IAP. The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period (24 hours is considered as one operational period). The plan may be oral or written. Written plan may have a number of attachments, including incident objectives, organisation assignment list IRS Form-005 (enclosed in Annexure-II), incident communication plan IRS Form-009 (enclosed in Annexure-II), demobilisation plan IRS Form-010 (enclosed in Annexure-II), traffic plan, safety plan, and incident map etc. The major steps for preparing IAP areas follows; a. Initial information and assessment of the damage and threat; b. Assessment of resources required; c. Formation of incident objectives and conducting strategy meetings; d. Operations briefing; e. Implementation of IAP; f. Review of the IAP; and g. Formulation of incident objectives for the next operational period, if

required; v. ensure that Incident Status Summary (IRS Form-002) enclosed in

Annexure-II is filled and incorporated in the IAP; vi. ensure that Organisational Assignment List (Divisional / Group) IRS Form-

005 as enclosed in Annexure – V is circulated among the Unit leaders and other responders of his Section;


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vii. plan to activate and deactivate IRS organisational positions as appropriate, in consultation with the IC and OSC;

viii. determine the need for any specialised resources for the incident management;

ix. utilise IT solutions for pro-active planning, GIS for decision support and modelling capabilities for assessing and estimating casualties and for comprehensive response management plan;

x. provide periodic projections on incident potential; xi. report to the IC of any significant changes that take place in the incident

status; xii. compile and display incident status summary at the ICP;

xiii. oversee preparation and implementation of Incident Demobilisation Plan (IRSForm-010) enclosed in Annexure-II;

xiv. assign appropriate personnel, keeping their capabilities for the tasks in mind and maintain on Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-II;

xv. ensure that record of various activities performed (IRS Form-004 enclosed in Annexure-II) by members of Units are collected and maintained in the Unit Log (IRS Form-003) enclosed at Annexure-II

xvi. Perform any other duties assigned by IC.

Roles and Responsibilities of Resource Unit Leader (RUL)

The Resource Unit Leader will:

i. maintain and display the status of all assigned resources (Primary and Support) at the incident site by overseeing the check-in of all resources, and maintaining a resource status-keeping system. Primary resources are meant for responders and support resources are meant for affected communities;

ii. compile a complete inventory of all resources available. He will also access information about availability of all required resources at other locations and prepare a plan for their mobilisation, if required. IDRN, CDRN and IDKN facilities will also be used for this purpose;

iii. ensure and establish Check-in function at various incident locations; iv. update the PSC and IC about the status of resources received and

despatched from time to time; v. coordinate with the various activated Branches, Divisions and Groups of

OS for checking status and utilisation of allotted resources; vi. ensure quick and proper utilisation of perishable resources; vii. maintain record of various activities performed as per IRS Form-004

(enclosed in Annexure-II) and send to Section concerned viii. perform any other duties assigned by PSC.

Roles and Responsibilities of Check-in/Status Recorder

The Check-in and Deployment Status Recorder will:

i. report to the RUL;


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ii. Ensure that all resources assigned to an incident are accounted for at each check-in point;

iii. obtain required work materials, including Check-in Lists, Resource Status display boards showing different locations for deployment of resources, collection of resources with time of arrival and type of resources etc. The status of resources would be displayed through T card board or through a computerised programme on the computers;

iv. establish communications with the EOC and Ground Support Unit (GSU) of LS;

v. ensure displays of check-in locations on signboard so that arriving resources can easily locate the Check-in location(s);

vi. enter or record information on Incident Check-in and deployment list as per the IRS Form-006 enclosed at Annexure - II;

vii. transmit Incident Check-in and deployment information to Resource Unit on a regular and prearranged schedule or as needed;

viii. forward completed Check-in Lists to the Resource Unit; ix. ix. maintain record of various activities performed as per IRS Form-004

(enclosed in Annexure-II) and send to Sections concerned; and x. perform any other duties as assigned by PSC.

Roles and Responsibilities of Situation Unit Leader (SUL)

The SUL will:

i. collect, process and organise all incident information as soon as possible for analysis. For such purposes, he can take the help of members of the Single Resource, Task Forces, Strike Teams, field level Government officers and members of PRIs, CBOs, NGOs etc;

ii. prepare periodic future projections of the development of the incident (along with maps if required) and keep the PSC and IC informed;

iii. prepare situation and resource status reports and disseminate as required; iv. provide authorised maps, photographic services to responders, if required; v. attend IAP Meeting with required information, data, documents and Survey

of India maps etc; vi. maintain record of various activities performed as per IRS Form-004

(enclosed in Annexure-II) and send to Section concerned; and vii. perform such other duties assigned by SUL or PSC.

Roles and Responsibilities of Display Processor (DP)

The DP is responsible for the display of incident status information obtained from

Field Observers (FOs), Single Resource, Strike Teams, Task Forces, and through

other sources.

The DP will:

i. display incident status obtained from Field Observers (FOs), Single Resource, Strike Teams, Task Forces, aerial photographs and other data received from technical sources;

ii. report to the SUL;


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iii. ensure timely completion of display chart; iv. obtain necessary equipment and stationery; v. assist in analysing and evaluating field reports;

vi. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the SUL

vii. perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Field Observer (FO)

The FO is responsible for collecting situation information from personal

observations of the incident and provide this information to the SUL. He may be

a local private individual or a member of any of the operational Units / Groups.

The PSC will specially designate the individuals for such purpose.

The FO will:

i. report to SUL immediately on any situation observed which may cause danger and safety hazard to responders and affected communities. This should also include local weather conditions;

ii. gather intelligence that may facilitate better planning and effective response;

iii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the SUL

iv. perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Documentation Unit Leader (DUL)

The DUL will:

i. ensure that all the required forms and stationery are procured and issued to all the activated Sections, Branches, Divisions, Groups and Units;

ii. compile all information and reports related to the incident; iii. review and scrutinise the records and various IRS forms for accuracy and

completeness; iv. inform appropriate Units of errors or omissions in their documentation, if

any, and ensure that errors and omissions are rectified; v. store files properly for post-incident analysis;

vi. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sections concerned

vii. perform any other duties as assigned by the PSC.

Roles and Responsibilities of Demobilisation Unit Leader (Demob. UL)

In the management of a large incident, demobilisation can be quite a complex

activity and requires proper and separate planning. When the disaster response

is nearing completion, the resources mobilised for response need to be returned.

This should be done in a planned and phased manner. Demobilisation requires

organising transportation of both equipment and personnel to a large number of

different places both near and far away. The Demob. Unit will prepare the

demobilisation plan in consultation with RO, IC and PSC. The plan should include


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the details of the responders to be demobilised, the date, mode of transport,

location from where they will be demobilsed, the destination where they have to

finally reach etc. There will be a similar plan for out of service equipment and sick

personnel also.

The Demobilization UL will:

i. prepare Incident Demobilisation Plan (IDP) as per IRS Form-010 given in Annexure-II;

ii. identify surplus resources and prepare a tentative IDP in consultation with the PSC and give priority to demobilisation of surplus resources;

iii. develop incident check-out functions for Sections, Branches, Divisions and units in consultation with all Sections and send to the PS;

iv. plan for logistics and transportation support for Incident Demobilisation in consultation with LS;

v. disseminate IDP at an appropriate time to various stakeholders involved; vi. ensure that all Sections, Units, Teams and Resources understand their

specific Incident Demobilisation responsibilities and avail Demobilisation facilities;

vii. arrange for proper supervision and execution of the IDP; viii. brief the PSC on the progress of Demobilisation;

ix. request the PSC for additional human resources, if required;

iii. Logistics Section (LS)

LS provides all logistic support for effective response management. The Units

under different Branches of the LS are responsible not only for the supply of

various 'kinds' and 'types' of resources, but also for the setting up of different

facilities like the Incident Base, Camp, ICP and Relief Camp etc. This would entail

the involvement of several line departments of Government and other agencies.

It would require a proper and smooth coordination at the highest level of the

administration. The LS will work closely with the RO, EOC and the IC. The District

and City DM plans will have comprehensive details like where the required

resources can be procured from and manpower mobilised, etc. IDKN, IDRN and

CDRN may also be useful for the mobilisation of equipment and manpower.

Logistics Section Chief (LSC)

The LS comprises Service, Support and Finance Branches. The Section is headed

by a chief known as the LSC. The activation of various Branches of the LS is

context specific and would depend on the enormity and requirements of the

incident. The Finance Branch (FB) constitutes an important component of the LS

to specially facilitate speedy procurement, and proper accounting following

financial procedures and rules.


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Roles and Responsibilities of LSC

The LSC will:

i. coordinate with the activated Section Chiefs; ii. provide logistic support to all incident response effort including the

establishment of SA, Incident Base, Camp, Relief Camp, Helipad etc.; iii. participate in the development and implementation of the IAP; iv. keep RO and IC informed on related financial issues; v. ensure that Organisational Assignment List (Divisional / Group) IRS Form-005

as enclosed in Annexure – II is circulated among the Branch Directors and other responders of his Section;

vi. request for sanction of Imprest Fund, if required; vii. supervise the activated Units of his Section;

viii. ensure the safety of the personnel of his Section; ix. assign work locations and preliminary work tasks to Section personnel; x. ensure that a plan is developed to meet the logistic requirements of the IAP

with the help of Comprehensive Resource Management System; xi. brief Branch Directors and Unit Leaders; xii. anticipate over all logistic requirements for relief Operations and prepare

accordingly; xiii. constantly review the Communication Plan, Medical Plan and Traffic Plan to

meet the changing requirements of the situation; xiv. assess the requirement of additional resources and take steps for their

procurement in consultation with the RO and IC; xv. provide logistic support for the IDP as approved by the RO and IC;

xvi. ensure release of resources in conformity with the IDP; xvii. ensure that the hiring of the requisitioned resources is properly documented

and paid by the FB; xviii. assign appropriate personnel, keeping their capabilities for the tasks to be

carried out and maintain On Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-II;

xix. ensure that cost analysis of the total response activities is prepared; xx. ensure that record of various activities performed (IRS Form-004 enclosed in

Annexure- II) by members of Branches and Units are collected and maintained in the Unit Log IRS Form 003 as enclosed at Annexure-II; and

xxi. Perform any other duties as assigned by RO or IC.

Roles and Responsibilities of Service Branch Director (SBD) The SBD will:

i. work under the supervision of LSC, and manage all required service support for the incident management;

ii. manage and supervise various Units of the Branch like Communication Unit, Medical Unit, Food Unit and any other activated Unit;

iii. discuss with activated Unit leaders for the materials and resources required and procure the same through LS;

iv. ensure proper despatch of personnel, teams, resources etc as per the IAP; v. prepare an assignment list, if required;


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vi. keep the LSC informed about the progress of Service Branch, from time-to-time;

vii. resolve Service Branch problems, if any; viii. maintain record of various activities performed as per IRS Form-004 (enclosed

in Annexure-II) and send to sections concerned; and ix. perform any other duties assigned by the IC and LSC.

Roles and Responsibilities of Communication Unit Leader (Com. UL)

The Com. UL will:

i. work under the direction of the SBD; ii. provide communications facility as and when required;

iii. ensure that all communications equipment available are in working condition and that the network is functional;

iv. supervise Communication Unit activities; v. maintain the records of all communications equipment deployed in the field;

vi. recover equipment provided by Communication Unit after the incident is over. Ensure that it is properly linked with the IDP;

vii. ensure setting up of a message centre to receive and transmit radio, telephone and other messages from various activated Sections, Branches, Units and higher authorities and maintain their records;

viii. prepare an alternative communication plan for execution in case of possible failure of the normal communications network. The alternative communications network may have wireless, satellite phones, cell phones, HAM radios etc;

ix. prepare a plan for integration of the communications set up of the central teams

(NDRF, Armed Forces) with the local communications set up for the management of large scale disasters when they come to assist in the response effort;

x. ask for and ensure adequate staffing support; xi. ensure that the communications plan is supporting the IAP;

xii. demobilise Communications Centre in accordance with the IDP; xiii. maintain record of various activities performed as per IRS Form-004 (enclosed

in Annexure-II) and send to SBD; and xiv. Perform any other duties assigned by the SBD or LSC.

Roles and Responsibilities of Medical Unit Leader (MUL) The MUL will:

i. work under the direction of the SBD; ii. prepare the Medical Plan and procurement of required resources as per IAP,

provide medical aid and ambulance for transportation of victims and maintain the records of the same, as given in IRS Form 008 (Annexure-II), obtain a road map of the area from the PS for the ambulance services, transportation of medical personnel and victims;

iii. respond to requests of the OS for medical aid, transportation and medical supplies etc. under intimation to the SBD and LSC;


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iv. maintain the list of medical personnel who could be mobilised in times of need;

v. requisition more human resources as and when required to meet the incident objectives;

vi. prepare and circulate list of referral service centres to all the medical team leaders;

vii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and

viii. perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Food Unit Leader (FUL) The FUL will:

i. work under the direction of the SBD; ii. supply resources to various activated Sections, Branches, Units and Groups of

IRT as per direction of the SBD; iii. supply food to: a) Personnel of IRT(s) at ICP, Camps, Incident Base, SA, etc.,

and b) Victims at the temporary shelters, relief camps etc.; iv. request for assistants if the task becomes very large. The FUL may request the

LSC to split the unit into two groups—one to supply food for personnel and another for victims. Requisition transport for supply of food to incident base, relief camp and other facilities;

v. determine food and drinking water requirements and their transportation, and brief the SBD and LSC;

vi. maintain an inventory of receipt and despatch of resources; vii. supervise the Unit activities;

viii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and

ix. perform any other duties assigned by the SBD and LSC. Roles and Responsibilities of Support Branch Director (Sup. BD)

The Sup. BD will:

i. work under the supervision of LSC, and supervise the function of Resource Provisioning Unit, Facility Unit and Ground Support Unit;

ii. procure and despatch required tactical materials and resources for Operations with the concurrence of the Section Chief;

iii. participate in the planning meeting of the LS; iv. ensure that organisation assignment list concerning the Branch is circulated to

all Units under him; v. coordinate various activities of the Support Branch;

vi. keep the LSC informed about the progress of work; vii. resolve problems within his unit, if any;

viii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Section concerned; and

ix. perform any other duties assigned by the LSC.


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Roles and Responsibilities of Resource Provisioning Unit Leader (RPUL) The RPUL will:

i. work under the supervision of Sup.BD; ii. organise movement of personnel, equipment and supplies,

iii. receive and store safely all supplies required for the incident response, iv. maintain the inventory of supplies and equipment; v. maintain the records of receipt and despatch of supplies including equipment

and personnel; vi. organise repair and servicing of non-expendable supplies and equipment;

vii. participate in the planning meeting of LS; viii. monitor the 'Kind', 'Type' and quantity of supplies available and despatched; ix. receive and respond to requests for personnel, supplies and equipment from

the activated Sections, Branches, Divisions, Units and Groups of the IRS organisation under intimation to Sup. B.D.;

x. requisition additional human resource assistance, if needed. These assistants may be deployed for different functional activities such as Resource Ordering, Resource Receiving and Tool & Equipment maintenance;

xi. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-IV) and send to Sup.BD;

xii. Perform any other duty as assigned by LSC or Sup.BD. Roles and Responsibilities of Facilities Unit Leader (Fac. UL)

The Fac. UL will:

i. prepare the layout and activation of incident facilities, e.g., Incident Base Camp(s), Relief Camp(s), ICP, etc., and provide basic amenities to the

responders; ii. report to the Sup.BD;

iii. locate the different facilities as per the IAP; iv. participate in the planning meeting of the Section, prepare list for each

facilities and its requirements in coordination with the LSC; v. ask for additional personnel support if required to monitor and manage

facilities at Incident Base and Camp etc; vi. maintain record of various activities performed as per IRS Form-004 (enclosed

in Annexure-II) and send to Sup. BD; and vii. perform such other duties as assigned by the Sup. BD.

Roles and Responsibilities of Ground Support Unit Leader (GSUL)

The GSUL will:

i. work under the supervision of the Sup. BD; ii. provide transportation services for field operations to TBD;

iii. in case Air Operations are activated, organise and provide required ground support through TBD;

iv. provide maintenance and repair services for all the vehicles and related equipment used for incident management as per proper procedures and keep the concerned line departments informed through the Sup. BD and LSC;

v. develop and implement the Incident Traffic Plan;


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vi. inform Resource Unit about the availability and serviceability of all vehicles and

equipment; vii. arrange for and activate fuelling requirements for all transport including

Aircrafts in consultation with the Sup. BD; viii. maintain inventory of assigned, available and off road or out of service

resources; ix. ensure safety measures within his jurisdiction; x. maintain record of various activities performed as per IRS Form-004 (enclosed

in Annexure-II) and send to the Sup. BD; and xi. perform any other duties as assigned by the Sup. BD.

Roles and Responsibilities of Finance Branch Director (FBD)

The FB is responsible for managing all financial aspects of response management.

The FB has been kept under the LS for quick and effective procurement. Due

diligence is very important in all financial transactions and proper procedure

needs to be followed. Special precautions will be taken in selecting

knowledgeable and experienced personnel conversant with the financial rules for

functioning in this Branch.

The FBD will:

i. work under the LSC; ii. attend planning meetings;

iii. prepare a list of resources to be mobilised, procured or hired in accordance with the IAP. Obtain orders of the competent authority as per financial rules and take steps for their procurement without delay;

iv. ensure that time records of hired equipment, personnel and their services are accurately maintained as per Government norms for payment;

v. examine and scrutinise cost involved in the entire response activity including the demobilisation, analysis the cost effectiveness and keep the LSC informed;

vi. ensure that all obligation documents initiated at the incident are properly prepared, completed, verified and signed by the appropriate Section Chief and BD;

vii. brief the LSC or IC on all incident related financial issues needing attention or follow-up;

viii. maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sections concerned; and

ix. perform any other duties as assigned by the LSC or IC. Roles and Responsibilities of Time Unit Leader (TUL)

The TUL will:

i. maintain time recording of hired equipment and personnel and ensure that it is

ii. maintained on a daily basis and according to government norms; iii. examine logs of all hired equipment and personnel with regard to their

optimal


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utilisation; iv. ensure that all records are correct and complete prior to demobilisation of

hired resources;

v. brief the FBD on current problems with recommendations on outstanding issues, and any follow-up required;

vi. ask for additional support of human resources for assistance, if required; vii. maintain record of the activities performed as per IRS Form-004 (enclosed in

Annexure-II) and send to FBD; and viii. perform any other duties as assigned by the FBD.

Roles and Responsibilities of Compensation / Claims Unit Leader (Com./CUL)

DM Act 2005, Section 65 and 66 provides for payment of compensation.

Payments are also to be made for requisitioned premises, hired services,

resources and vehicles for the purpose of disaster response and rescue

operations etc. The Government may also decide to makeex-gratia payments

depending upon the magnitude and the quantum of damage. There are some

benchmarks for quantifying the level of loss in different scenarios like flood,

drought, etc. While some states may have their own norms for such purposes the

GoI has also laid down the CRF Norms which should be followed.

If the incident is such that there may be a requirement of making payments

concerning compensations and claims, the IC in consultation with the RO will

activate a Compensation / Claims Unit and appoint a leader to collect and

compile figures of loss of life and property etc. as provided by the relevant

Government norms and directions. The leader in such cases should be advised to

get photographs taken of the damages that may have occurred and even get the

photographs of the dead victims and animals. He will also compile details of

premises requisitioned, services and resources hired for which payments have to

be made. These details should be sent to RO through IC for further necessary

orders and payments.

The Com./CUL will:

i. collect all cost data and provide cost estimates;

ii. prepare and maintain a list of requisitioned premises, services, resources and vehicles, etc. with correct date and time of such requisition;

iii. follow appropriate procedures for preparation of claims and compensation;

iv. requisition additional human resources, if required;

v. maintain record of various activities performed as per IRS Form-004

(enclosed in

Annexure-II) and send to FBD; and vi. perform any other duties as assigned by the FBD.


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Roles and Responsibilities of Procurement Unit Leader (PUL) The PUL will:

i. attend to all financial matters pertaining to vendors and contracts;

ii. review procurement needs in consultation with the FBD; iii. prepare a list of vendors from whom procurement can be done and follow

proper procedures; iv. ensure all procurements ordered are delivered on time; v. coordinate with the FBD for use of imprest funds, as required;

vi. complete final processing of all bills arising out of the response management and send documents for payment with the approval of the FBD, LSC and IC;

vii. brief FBD on current problems with recommendations on outstanding issues and follow-up requirements;

viii. maintain record of activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD; and

ix. perform any other duties as assigned by the FBD.

Roles and responsibilities of Cost Unit Leader (CUL) The CUL is responsible for collecting all cost data, and providing cost estimates.

At the end of the response the CUL provides cost effectiveness analysis.

The CUL will:

i. develop incident cost summaries in consultation with the FBD on the basis of Cost Analysis Report;

ii. make cost-saving recommendations to the FBD; iii. complete all records relating to financial matters prior to demobilisation; iv. maintain record of various activities performed as per IRS Form-004

(enclosed in Annexure-II) and send to FBD; and v. perform any other duties as assigned by the FBD.


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Annexure-2: Incident Response Forms

IRS Form 001 IRS Form 001


93


94


95


96


97


98


99


100


101


102


103

Annexure-3: Emergency Support Functions

ESF No.

ESF Primary Agency

Secondary Agency

Activities for Response Responsibilities of Primary Agency

Role of Secondary Agency

1. Communication BSNL

Police Units of Armed Forces in the area

Responsible for coordination of national actions to assure the provision of telecommunication support the state and city response elements;

Coordinate the requirement of temporary telecommunication in the affected areas.

Coordination of national actions to assure the provision of telecommunication support to the state and city;

Coordinate the requirement of temporary telecommunication in the affected areas.

Make available police wireless network at the affected locations;

Coordinate for the other networks available such as Ham Radios or HPSEB network etc.;

The units of armed forces in the area would provide communication network on the request of the competent authority.

2 Public Health Department of Health and Family Welfare

I.G.M.C.

Provide systematic approach to patient care;

Perform medical evaluation and treatment as needed;

Maintain patient tracking system to keep record of all patients treated;

Mobilization of the private

To coordinate, direct and integrate City level response;

Direct activation of medical personnel, supplies and equipment;

Coordinate the evacuation of patients;

To perform the same functions as assigned to the primary agency;

Provide manpower to the primary agency wherever available and needed;

Make available its resources to the primary agency wherever needed and available.


104

ESF No.

ESF Primary Agency

Secondary Agency



health services providers for emergency response.

In the event of CNBR disaster to provide for mass decontamination of the affected population;

Maintain record of dead and arrange for their post mortem.

Provide human services under the Dept of health;

To prepare and keep ready Mobile Hospitals and stock;

To network with private health service providers;

To provide for mass decontamination;

Check stocks of equipment and drugs.

3. Sanitation/ Sewerage Disposal

M.C. Shimla Irrigation and Public Health

Ensure cleanliness and hygiene in their respective areas;

To arrange for the disposal of unclaimed bodies and keeping record thereof;

Hygiene promotion with the availability of mobile toilets;

To dispose off the carcass.

Make arrangement for proposal disposal of waste in their respective areas;

Arrange adequate material and manpower to maintain cleanliness and hygiene.

Repair the sewer leakages immediately;

Provide bleaching powder to the primary agencies to check maintain sanitation.


105

ESF No.

ESF Primary Agency

Secondary Agency



4. Power HPSEB Ltd. M.C. Shimla, Himurja

Support to Local Administration;

Review the total extent of damage to the power supply installations by a reconnaissance survey;

To provide alternative means of power supply for emergency purposes;

Dispatch emergency repair teams equipped with tools, tents and food;

Hire casual labour for the clearing of damaged poles etc.

Provide and coordinate State support until the local authorities are prepared to handle all power related problems;

Identify requirements of external equipment required such as DG sets etc;

Assess damage for national assistance.

Make arrangement for and to provide the alternative sources of lighting and heating to the affected populations and for the relief camps.

5. Transport HRTC Department of Civil Aviation

Coordinate arrangement of vehicles for transportation of relief supplies from helipads/airports to the designated places;

Coordinate arrangement of vehicles for transportation of SAR related activities.

Overall coordination of the requirement of transport;

Make an inventory of vehicles available for various purposes;

Coordinate and

Make available its fleet for the purpose of SAR, transportation of supplies, victims etc;

Act as stocking place for fuel for emergency operations;

Making available cranes to the Distt. Administration;

GAD and Civil aviation will


106

ESF No.

ESF Primary Agency

Secondary Agency



implement emergency related response and recovery functions, search and rescue and damage assessment.

coordinate for helicopter services etc. required for transportation of injured, SAR team, relief and emergency supplies.

6. Search and Rescue

Civil Defence, Home Guards, Fire and Emergency Services

NDRF, SDRF, Armed and Para military forces,

Police, Red Cross, VOs, Volunteers and 108.

GIS is used to make an estimate of the damage area and the deployment of the SAR team in the area according to the priority;

Discharge all ambulatory patients for the first aid which has the least danger to health and others transported to safer areas.

Establish, maintain and manage state search and rescue response system;

Coordinate search and rescue logistics during field operations;

Provide status reports of SAR updates throughout the affected areas.

108 and Red Cross to make available ambulances as per requirement;

SDRF, VOs and Volunteers to assist the primary agency in SAR;

NDRF, Armed and para military forces to provide assistance to civil authorities on demand;

Police to arrange for the transportation and postmortem of the dead.

7. Public Works and Engineering

HP PWD

CPWD, National Highways Authority of India, MES, BRO

Establish a priority list of roads which will be opened first;

Constructing major temporary shelters;

Connecting locations of

Emergency clearing of debris to enable reconnaissance;

Clearing of roads;

Assemble casual labour;

Making machinery and manpower available to the PWD and to keep national highways and other facilities in functional state.


107

ESF No.

ESF Primary Agency

Secondary Agency



transit/relief camps;

Adequate road signs should be installed to guide and assist the relief work;

Clearing the roads connecting helipads and airports;

Restoring the helipads and making them functional;

Rope in the services of private service providers and secondary services if the department is unable to bear the load of work.

Provide a work team carrying emergency tool kits, depending on the nature of disaster, essential equipment such as

Towing vehicles

Earth moving equipments

Cranes etc.

Construct temporary roads;

Keep national and other main highways clear from disaster effects such as debris etc.;

Networking with private services providers for supply of earth moving equipments etc.


108

ESF No.

ESF Primary Agency

Secondary Agency



8. Information and Communication

Department of Revenue through City EOC

Department of IT/NIC

Documentation of response/ relief and recovery measures;

Situation reports to be prepared and completed every 3-4 hours.

Operate a Disaster Welfare Information (DWI) System to collect, receive, and report and status of victims and assist family reunification;

Apply GIS to speed other facilities of relief and search and rescue;

Enable local authorities to establish contact with the state authorities;

Coordinate planning procedures between district, the state and the centre;

Provide ready formats for all reporting procedures as a standby.

Render necessary assistance in terms of resources, expertise to the primary agency in performing the assigned task.

9. Relief Supplies Department of Revenue

Department of Food and Civil Supplies


To collect, process and disseminate information about an

To assist the primary agency in arranging and supplying relief supplies;


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ESF No.

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Secondary Agency



Allocate and specify type of requirements depending on need;

Organize donation (material) for easy distribution before entering disaster site.

actual or potential disaster situation to facilitate the overall activities of all responders in providing assistance to an affected area in consultation;

Coordinate activities involved with the emergency provisions;

Temporary shelters;

Emergency mass feeding;

To coordinate bulk distribution of emergency supplies;

To provide logistical and resource support to local entities;

In some instances, services also may be provided to disaster workers;

To assist the primary agency in running the relief camps.


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ESF No.

ESF Primary Agency

Secondary Agency



To coordinate damage assessment and post disaster needs assessment.

10. Food& Supplies Department of Food and Public Distribution

Department of Cooperation, M.C. Shimla, Ward Councillors

Make emergency food and clothing supplies available to population;

Ensure the provision of specific nutrients and supplementary diet for the lactating, pregnant women and infants.

Requirement of food and clothing for affected population;

Control the quality and quantity of food, clothing and basic medicines;

Ensure the timely distribution of food and clothing to the people;

Ensure that all food that is distributed is fit for human consumption.

Ensuring the distribution of food supplies to the affected population through the PDS network etc.

11. Drinking water M.C. Shimla Department of I & PH

Support to local Administration;

Water purification installation with halogen tablets etc.

Procurement of clean drinking water;

Transportation of water with minimum wastage;

To assist the primary agency wherever ULB is associated in the distribution of potable water.


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ESF No.

ESF Primary Agency

Secondary Agency



Special care for women with infants and pregnant women;

Ensure that sewer pipes and drainage are kept separate from drinking water facilities.

12. Shelter M.C. Shimla District Administration


Locate adequate relief camps based on survey of damaged houses;

Develop alternative arrangements for population living in structures that might be affected even after the disaster.

Provide adequate and appropriate shelter to all population;

Quick assessment and identifying the area for the establishment of the relief camps;

Identification of public buildings as possible shelters;

Identifying the population which can be provided with support in their own place and need not be shifted reallocated;

HIMUDA and HP PWD would assist the primary agency in establishing temporary shelters of larger dimensions;

Department of Panchayati Raj through local Panchayats would assist the primary agency in establishing shelters of smaller dimensions.


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ESF No.

ESF Primary Agency

Secondary Agency



Locate relief camps close to open traffic and transport links.

13. Media Department of Public Relations

Local DD and AIR

Use and place geographical Information to guide people towards relief operation;

Use appropriate means of disseminating information to victims of affected area;

Curb the spread of rumours;

Disseminate instructions to all stakeholders.

To Provide and collect reliable information on the status of the disaster and disaster victims for effective coordination of relief work at state level;

Not to intrude on the privacy of individuals and families while collecting information;

Coordinate with DOCs at the airport and railways for required information for international and national relief workers;

Acquire accurate scientific information from the ministry of Science and Technology;

To assist the primary agency in discharge of its role.


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ESF No.

ESF Primary Agency

Secondary Agency



Coordinate with all TV and radio networks to send news flashes for specific needs of Donation;

Respect the socio-cultural and emotional state of the disaster victims while collecting information for dissemination.

14. Law and Order Police Home Guards

To maintain law and order;

To take measure against looting and rioting;

To ensure the safety and security of relief workers and material;

To take specific measure for the protection of weaker and vulnerable sections of the society;

To provide safety and security at relief camps and temporary shelters.

Having sound communication and security plan in place to coordinate law and order issues;

Training to security personnel in handling disaster situations and issues related to them.

To assist the primary agency by making available manpower.


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ESF No.

ESF Primary Agency

Secondary Agency



15. Removal of trees and fuel wood

M.C. Shimla Forest Department

Arrange for timely removal of trees obstructing the movement of traffic;

Arrange for timely removal of tress which have become dangerous;

Make arrangement for fuel wood for the relief camps and for general public;

Provide fuel wood for mass cremation etc.

Removal of fallen trees;

To provide fuel wood for the relief camps and public;

Have adequate storage of fuel wood and make arrangement for distribution thereof;

To provide fuel wood for cremation.

To support and supplement the efforts of the primary agency.


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Annexure-4: Standard Operating Procedures

FOREST DEPARTMENT

Normal time situation:

There is no substitute for maintaining standards of services and regular

maintenance during normal times. This affects the response of the department

to any disaster situation.

The department is required adopt appropriate measures to ensure that

community participates substantially.

For effective preparedness, the department must have a disaster response plan

or disaster response procedures clearly defined in order to avoid confusion,

improve efficiency in cost and time.

Orientation and training for disaster response plan and procedures accompanied

by simulated exercise will keep the department prepared for such eventualities.

Special skills required during emergency operations need to be imparted to the

officials and the staff. Select personnel can be deputed for training as “NODAL

OFFICER – Forest” at city level.

Disaster Situation:

Protection of Forest with city area and removal of damage trees

Activities on Receipt of Warning or Activation of Emergency

Operation Centre:

Within the affected part of city all available personnel will be made available to

the City Disaster Manager. If more personnel are required, then out of station

officer or those on leave may be recalled.

All personnel required for Disaster Management should work under the overall

supervision and guidance of City Disaster Manager.

Establish communications with City control room and your departmental offices

within the division.

Appoint one officer as “NODAL OFFICER – Forest” at City level.

Review and update precautionary measures and procedures and review with

staff the precautions that have been taken to protect equipment and the post-

disaster procedures to be followed.

Fill departmental vehicles with fuel and park them in a protected area.

Check available stocks of equipments and materials which are likely to be most

needed after disaster.


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Provide information to all concerned, about disasters, likely damages, and

information about ways to protect the same.

All valuable equipments and instruments should be packed in protective covering

and stored in room the most damage-proof.

Establish work schedules to ensure that the adequate staff are available

Relief and Rehabilitation:

Assess the extent of damage to forests, nurseries and storage facilities and the

requirements to salvage or replantation

Establish contact with remote sensing department to assess damage

Afforestation measures should be coordinated with M.C. Shimla to ensure

employment assurance to disaster hit people, with Soil Conservation Officer to

ensure stabilization of slopes and city control room.

Ensure that the adequate conditions through cleaning operations are maintained

to avoid water-logging and salinity in low lying areas.

A pests and disease monitoring system should be developed to ensure that a full

picture of risks is maintained.

Plan for emergency accommodations for forest staff from outside the area.

Information formats and monitoring checklists should be used for programme

monitoring and development and for reporting to DCR. This is in addition to

existing reporting system in the department.

Establishment of a public information centre with a means of communication, to

assist in providing an organized source of information. The department is

responsible for keeping the community informed of its potential and limitations

in disaster situations.

The NGOs and other relief organizations should be aware of the resources of the

department.

Ensure availability of fuel and fodder for disaster effected people.

POLICE DEPARTMENT

Normal Time situation:

For effective preparedness the need is for the disaster response procedures to

be clearly defined.

Orientation and training for disaster response plan and procedures accompanied

by simulated exercises will keep the department prepared for such eventualities.

Special skills required during emergency operations need to be imparted to the

officials and the staff. Select personnel can be deputed for training as “NODAL

OFFICER – Police” at the City level.


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Assess preparedness level and report the same as per the format to City Control

Room every six months

Maintain a list of disaster prone areas in the City

Organise training on hazardous chemicals for police officers to facilitate handling

of road accidents involving hazardous materials

Designate an area, within police station to be used as public information center

Disaster Situation:

Maintain Law and order


Operation Centre:

Within the city, all available personnel will be made available to the City Disaster

Manager. If more personnel are required, then out of station officers or those

on leave may be recalled.

All personnel required for disaster management should work under the overall


Establish radio communications (and assist in precautionary evacuation

activities) with

State Emergency Operations Center

District control room

City EOC

Departmental offices

All city level officials of the department would be asked to report to the DM.

Appoint one officer as “Officer–in-Charge – Police” at the city level

The CDM shall provide “Officer-in-Charge - Police” or the field staff as the need

be, with all needed authorizations with respect to

Recruiting casual labourers.

Procuring locally needed emergency tools and equipment and needed

materials.

Expending funds for emergency needs.

The “Officer-in-Charge - Police” will ensure that all field staff and other officers

submit the necessary reports and statement of expenditure in a format as

required by CDM.

Provide guards as needed for supply depots such as cooperative food stores and

distribution centers.

Identify anti-social elements and take necessary precautionary measures for

confidence building.


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Evacuation:

All evacuations will be ordered only by the DC, SP, Fire Brigade.

For appropriate security and law and order, evacuation should be undertaken

with assistance from community leaders.

All evacuations should be reported to DC or District Superintendent of Police

immediately.


Immediately after the disaster, dispatch officers to systematically identify and

assist people and communities in life threatening situations.

Help identify the seriously injured people, and assist the community in organizing

emergency transport of seriously injured to medical treatment centers.

Ensure that the police stations are functioning immediately after the disaster at

all required locations, as may be requested by the district control room, and that

staff are available for the variety of needs that will be presented.

Assist and encourage the community in road-clearing operations.

Identify roads to be made one-way, to be blocked, alternate routes, overall

traffic management and patrolling on all highways, and other access roads to

disaster site.

Provide Security in transit and relief camps, affected villages, hospitals and

medical centres and identify areas to be cordoned off.

Transport carrying transit passengers (that is, passengers travelling through

buses and passing through the district), should be diverted away from the

disaster area.

Provide security arrangements for visiting VVIPs and VIPs.

Assist district authorities to take necessary action against hoarders, black

marketers and those found manipulating relief material.

In conjunction with other government offices, activate a public information

centre to:

Respond to personal inquiries about the safety of relatives in the affected

areas

Compile statistics about affected communities, deaths, complaints and

needs

Respond to the many specific needs that will be presented

Serve as a rumour control centre

Reassure the public

Make officers available to inquire into and record deaths, as there is not likely to

be time or personnel available, to carry out standard post-mortem procedures.


119

Monitor the needs and welfare of people sheltered in relief camps.

Coordinate with military service personnel in the area.


120

FOR HEALTH DEPARTMENT




For effective preparedness, the department must have disaster response

procedures clearly defined in order to avoid confusion, improve efficiency in cost

and time.

Orientation and training for disaster response plan and procedures, accompanied

by simulated exercises, will keep the department prepared for such

eventualities. Special skills required during disaster situations need to be

imparted to the officials and the staff.

Select personnel can be deputed for training as “NODAL OFFICER”.

Disaster Situation:

Providing efficient and quick treatment

Preventing outbreak of epidemics.


Operation Centre:

Within the affected district all available personnel will be made available to the

City Disaster Manager. If more personnel are required, then out of station

officers or those on leave may be recalled.

All personnel required for disaster management should work under the overall


Ensure that personnel working within the district come under the direction and

control of the CDM.

Appoint one person as “NODAL OFFICER”.

Review and update precautionary measures and procedures, and review with

staff, the precautions that have been taken to protect equipment and the post-


Stock emergency medical equipment which may be required after a disaster.

Determine type of injuries/illnesses expected and drugs and other medical items

required, and accordingly ensure that extra supplies of medical items be

obtained quickly.

Provide information to all hospital staff about the disasters, likely damages and

effects, and information about ways to protect life, equipment and property.

Discharge all ambulatory patients whose release does not pose a health risk to

them. If possible, they should be transported to their home areas.


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Non–ambulatory patients should be relocated to the safest areas within the

hospital. The safest rooms are likely to be:

On Ground Floor

Rooms in the center of the building away from windows

Rooms with concrete ceilings.

Equipment supplies such as candles, matches, lanterns and extra clothing should

be provided for the comfort of the patients.

Surgical packs should be assembled and sterilized. A large enough number

should be sterilized to last four to five days. The sterilized surgical packs must be

stored in protective cabinets to ensure that they do not get wet. Covering the

stock with polythene is recommended as an added safety measure.

All valuable instruments, such as surgical tools, opthalmoscopes, portable

sterilizers, CGS, dental equipments, etc., should be packed in protective

coverings and store rooms considered to be the most damage-proof.

Protect all immovable equipment, such as x-ray machines, by covering them with

tarpaulins or polythene.

All electrical equipments should be unplugged when disaster warning is received.

Check the emergency electrical generator to ensure that it is operational and

that a buffer stock of fuel exists. If an emergency generator is not available at

the hospital, arrange for one on loan.

All fracture equipment should be readied.

If surgery is to be performed following the disaster, arrange for emergency

supplies of anaesthetic gases.

Check stocks of equipments and drugs which are likely to be most needed after

the disaster. These can be categorized generally as:

Drug used in treatment of cuts and fractures, such as tetanus toxoid,

analgesics and antibiotics.

Drugs used for the treatment of diarrhoea, water-borne diseases and flu

(including oral rehydrating supplies).

Drugs required to treat burns and fight infections.

Drugs needed for detoxification including breathing equipments.

Assess the level of medical supplies in stock, including :

Fissure materials

Surgical dressings

Splints

Plaster rolls

Disposable needles and syringes

Local antiseptics.

Prepare an area of the hospital for receiving large number of casualties.


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Develop emergency admission procedures (With adequate record keeping).

Orient field staff with CDMAP, standards of services, procedures including

tagging.

Hospital administrators should

Establish work schedules to ensure that adequate staff is available for in-

patient needs.

Organise in-house emergency medical teams to ensure that adequate staff

are available at all times to handle emergency casualties.

Set up teams of doctors, nurses and dressers for visiting disaster sites.


Transport should be arranged for the transfer of seriously injured patients from

villages and peripheral hospitals to general hospitals. If roads are blocked, a

method should be established to request helicopter transport.

Establish health facility and treatment centres at disaster sites.

The provision of medical services should be coordinated by the CMO with district

control room.

Procedures should be clarified between

Peripheral hospitals

Private hospitals

Blood banks

General hospitals and

Health services established at transit camps, relief camps & affected

villages.

Maintain check posts and surveillance at Transport depots and all entry and exit

points from the affected area, especially during the threat/ existence of an

epidemic.

An injury and disease monitoring system should be developed to ensure that a

full picture of health risks is maintained.

Monitoring should be carried out for epidemics, water and food quality and

disposal of waste in transit and relief camps, feedings centers and affected

villages.

Plan for emergency accommodations for auxiliary staff from outside the area.

Information formats and monitoring checklists should be used for programme

monitoring and development and for reporting to Emergency Operations Center.

This is in addition to existing reporting system in the department.

Seek security arrangements from district police authorities to keep curious

persons from entering hospital area and to protect staff from hostile actions.


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Establishment of a public information centre with a means of communication to

assist in providing an organized source of information. The hospital is responsible

for keeping the community informed of its potential & limitations in disaster

situations.

The Local Police, rescue groups, and ambulance teams should be aware of the

resources of each hospital.

Standards of Service:

Tagging:

Tagging is the process of prioritizing transfer of injured, based on first hand

assessment of the medical officer on the disaster site. It is based on the medical

criterion of chance of survival. Decision is made regarding cases which can wait for

treatment, these which should be taken to more appropriate medical units, and these

which have no chances of surviving. The grouping is based on the benefit that the

casualties can expect to derive from medical care, not on the seriousness of the

injuries.

Whenever possible, the identification of patients should be accomplished

concurrently with triage. This is done by attaching a tag to each patient, usually

color-coded to indicate a given degree of injury and the priority for evacuation.

Red Tag

This tag signifies that the patient has a first priority for evacuation. Red-tagged

patients need immediate care and fall into one of the following categories:

1. Breathing problems that cannot be treated at the site.

2. Cardiac arrest (witnessed).

3. Appreciable loss of blood (more than a litre).

4. Loss of consciousness.

5. Thoracic perforations or deep abdominal injuries

6. Certain serious fractures:

a. Pelvis

b. Thorax

c. Fractures of cervical vertebrae

d. Fractures or dislocations in which no pulse can be detected below the site

of the fracture or dislocation

e. Severe concussion.

f. Burns (Complicated by injury to the air passages)

Green Tag


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This tag identifies those patients who receive second priority for evacuation. Such

patients need care, but the injuries are not life-threatening. They fall into the

following categories:

1. Second-degree burns covering more than 30 per cent of the body.

2. Third-degree burns covering 10 percent of the body.

3. Burns complicated by major lesions to soft tissue or minor fractures.

4. Third –degree burns involving such critical areas as hands, factor face but with

no breathing problems present.

5. Moderate loss of blood *(500-1000cc)

6. Dorsal lesions, with or without injury to the spinal column.

7. Conscious patients with significant craniocerebral damage (serious enough to

cause a subdural hematoma or mental confusion). Such patients will show one

of the following signs:

a. Secretion of spinal fluid through ear or nose

b. Rapid increase in systolic pressure

c. Projective vomiting

d. Change in respiratory frequency

e. Pulse below 60ppm

f. Swelling or bruising beneath the eyes

g. Anisocoric pupils

h. Collapse

i. Weak or no motor response

j. Weak reaction to sensory stimulation (Profound stupor)

Yellow Tag

Used on patients who are given third priority for evacuation and who fall into the

following categories:

1. Minor Lesions

2. Minor fractures (fingers, teeth, etc).

3. Other minor lesions, abrasions, contusions.

4. Minor burns:

a. Second-degree burns covering less than 15% of the body

b. Third degree burns covering less than 2% of the body surface

c. First-degree burns covering less than 20% of the body, excluding hands,

feet, and face.

5. Fatal Injuries

a. Second and third-degree with burns over more than 40 percent of the

body with death seeming reasonably certain.


125

b. Second and third-degree burns over more than 40% of the body with

other major lesions, as well as major cranio-cerebral lesions etc.

c. Cranial lesions with brain tissue exposed and the patient unconscious.

Cranio-cerebral lesions where the patient unconscious and has major

fractures.

Lesions of the spinal column with absence of sensitivity and

movement.

Patients over 60 years old with major lesions.

It should be noted that the line separating these patients from red-tag casualties is

very tenuous. If there are any red-tag patients, this system will have to be followed. If

there are none, the yellow-tag patients with apparently fatal injuries become red-tag

candidates. The reason is simple: If there are many red-tag patients who apparently

cannot be saved because of there injuries, the time spent on the dying wounded

could be better spent on the patients with chance to survive.

Black Tag

Black tags are placed on the dead, i.e. casualties without a pulse or respiration who

have remained in that condition for over 20 minutes, or whose injuries render

resuscitation procedures impossible.

Evacuation Procedure under the following conditions:

1) Casualties not trapped or buried. Evacuate in the following order:

a. Red-tag casualties.

b. Green-Tag casualties.

c. Yellow-Tag casualties.

2) Casualties not trapped or buried. Evacuate in the following order:

a. Red-tag casualties.

b. Green-Tag casualties.

c. Yellow-Tag casualties.

d. Black-tag casualties not trapped or buried.

e. Trapped black-tag casualties.

Vector Control Standards:

Vector control programmes should be planned so as to cope with two distinct

situations:

The initial phase immediately following the disaster, when control work should

concentrate on the destruction, by a physical or chemical process, of vermin on

persons, their clothing, bedding and other belongings and on domestic animals.


126

An emergency sanitation team should be available from the beginning for

carrying out these disinfestations.

The period after the disaster subsided, control work should be directed towards

proper food, sanitation, safe disposals of wastes, including drainage, and

general personal cleanliness.

Suggested Vector Surveillance Equipment and Supplies:

Collecting Bags

Collecting forms

Mouth or battery powered aspirations

Tea strainer

Flashlight and spare batteries

Grease pencil

Memo pad

Sweep net

Pencil

Tweezers

White enameled dipper

Keys and other references

Labels

CDC light traps (Optional)

Collecting vials

Aedes aegypti Ovitrap (Optional)

Bulb syringe or medicine dropper

Fly grill

Mirror

Suggested Rodent Surveillance Equipment and Supplies:

Teaching aids

Transfer bags

Plastic bags

Vials

Plastic cups

Alcohol

Rubber bands

Forceps

Scissors

Insecticide dusting pan

Snap traps


127

Formaldehyde

Live Traps

Acute rodenticides

Gloves

Anti Coagulant rodenticides

Flashlights and batteries.

Materials and equipment:

In the absence of clear indication from field, a minimum kit comprising of the

following materials and equipments should be carried by the advance party to the

disaster site:

S. No. Item Quantity

1. Equipment for pediatric intravenous use 36

2. Tensiometers for children and adults 12

3. Assorted ferrules Boxes 2

4. Tracheal cannulae 36

5. Set of laryngoscopes for infants, children And adults 1 Each

6. Endotracheal tubes, No. 7 Murphy 36

7. Endotracheal tubes, No. 8 36

8. Nasogastric probes 36

9. Oxygen masks, for adults and children 2

10. Large scissors for cutting bandages 3

11. Plastic linings 60

12. Phonendoscopes 15

Table: Kit for Medical Team


1. Tracheotomy set 6

2. Thorachotomy set 6

3. Venous dissection set 6

4. Set for small sutures 12

5. Bottles for drainage of thorax 10

6. Hand scissors No. 4

7. Syringes (disposables) x 2cc 60



Table: Sterilization Unit Supplies


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S. No. Item

1. Oxygen, Oxygen Mask, and manometer.

2. Stretchers and blankets

3. Emergency first aid kit

4. Suction equipment

5. Supplies for immobilizing fractures

6. Venoclysis equipment

7. Drugs for emergency use

8. Minimal equipment for resuscitation maneuvers

Table: Ambulance Fleet

The ambulances will carry the above mentioned equipments. Each ambulance should

be staffed by at least a physician, a nurse, a stretcher-bearer and a driver. The

medical and paramedical personnel should be experienced in procedures for the

management of patients in intensive care units.


1. Power sprayers 2

2. Hand-pressured sprayers, capacity 20-30 litres 50

3. Dusters (hand-operated, plunger type) 50

4. Dusters (power-operated) 2

5. Space sprayer 1

Equipments and Supplies required for Vermin control for a population of 10,000

Adequate supply of accessories and spare parts for the above equipment:


1. DDT, technical powder 0.5 tons

2 DDT, 75% water wettable 1-2 tons

3 DDT, 10% powder 1 ton

4 Dieldrin, 0.625 – 1.25% emulsifiable concentrate / wettable powder 100 Kg

5 Lindane, 0.5% emulsifiable concentrate or wettable powder 100 Kg

6 Chlordane, 2% emulsifiable concentrate or wettable powder 100 Kg

7 Malathion, 1% emulsifiable concentrate or wettable powder 100 Kg

8 Dichlorvos emulsion 100 litres

9 Rodenticides, anticoagulant type (warfarin, etc.) 1-2 Kg

10 Rodent traps 100

11 Screen for fly control 10 rolls


129

12 Garbage cans, capacity 50-100 litres 300-500

Insecticides (Quantity depends on availability on distribution points)

IRRIGATION AND PUBLIC HEALTH DEPARTMENT

Normal Time Activity:




Operating procedures for mobilizing community participation during various

stages of disaster management. The department is required to adopt

appropriate measures to ensure that community participates substantially.




Orientation and training for disaster response plan and procedures

accompanied by simulated exercise will keep the department prepared for such

eventualities. Special skills required during emergency operations need to be

imparted to the officials and the staff. Select personnel can be deputed for

training as “NODAL OFFICER – Water supply” and “Officer-in-Charge – Water

supply” at state and district level respectively.

To the extent possible, preventive measures as recommended in the

preparedness and mitigation document of DDMAP should be undertaken to

improve departmental capacity to respond to a disaster.

Assess preparedness level and report the same as per the format to the District

Control Room every six months.

Identify flood prone rivers and areas and activate flood monitoring mechanisms.

Mark water level gauges on rivers, dams, and reservoirs.

Establish disaster management tool kits with at sub-divisional levels consisting

of ropes, pulley blocks, jungle knives, shovels, cement in bags, concrete pans,

gunny bags, cane baskets.

Disaster Situation:

Restoration of water supply to the affected area

Monitor flood situation

Monitor and protect irrigation infrastructure

Restore damaged infrastructure


130

Activities on Receipt of Warning or Activation of Emergency Operation

Centre:

Within the affected district/sub-division all available personnel will be made

available to the District Disaster Manager. If more personnel are required, then

out of station officer or those on leave may be recalled.


supervision and guidance of District Disaster Manager.

Establish communications with Emergency operations Centre at State HQ,

District Control Room and your departmental and field offices within the

division.

Appoint one officer as “Officer-in-Charge – Water Supply and Irrigation” at

district level.




Fill departmental vehicles with fuel and park them in protected area.

Make sure that the hospital storage tank is full and hospital is conserving water.

Inform people to store an emergency supply of drinking water.

Organize on the receipt of disaster warning continuous monitoring of:

Wells

Intake structures

Pumping stations

Buildings above ground

Pumping mains

The treatment plant

Bunds of Dams

Irrigation Channels

The inlet and outlet to tanks should be inspected to ensure that waterways are

unobstructed by trees and vegetation.

Any repairs/under construction activity should be well secured with sandbags,

rockfalls, etc.


Carry out emergency repair of all damages to water supply system

Assist health authorities to identify appropriate source of potable water.

Identify unacceptable water sources and take necessary precautions to ensure

that no water is accessed from such sources, either by sealing such

arrangements or by posting department guards.


131

Arrange for alternate water supply and storage in all transit camps, feeding

centers, relief camps, cattle camps, and also the affected areas, till normal

water supply is restored.

Ensure that potable water supply is restored as per the standards and

procedures laid down in “Standards of Potable Water”.

Continue round the clock inspection and repair of bunds of dams, irrigation

channels, control gates and overflow channels.

Continue round the clock inspection and repair of pumps, generators, motor

equipment and station building.

Plan for emergency accommodations from staff from outside the area.

Report all activities to the head office.

On the recommendations of “NODAL OFFICER – “Water Supply”/ Deputy

Commissioner/District Control Room

Provide for sending additional support along with food, bedding, tents

Send vehicles and any additional tools and equipments needed.

Standby diesel pumps or generators should be installed in damage proof

buildings.

A standby water supply should be available in the event of damage.

Establish procedures for emergency distribution of water if existing supply is

disrupted.

Make provisions to acquire tankers and establish other temporary means of

distributing water on and emergency basis.

Make provisions to acquire containers and storage tanks required for storing

water on an emergency basis.

Prepare plan for water distribution to all transit and relief camps, affected

villages and cattle camps and ensure proper execution of these plans.

A minimum level of stock should be maintained for emergencies, and should

include extra lengths of pipe, connections, joints, hydrants and bleaching

powder. Adequate tools should be on hand to carry out emergency repair.

Make sure auxiliary generators and standby engines are in good working order.

Acquire a buffer stock of fuel for the motors and store in a protected place.

Establish emergency work gangs for immediate post-disaster repair.

Standards of Services:

Water Supply

Piped Water


132

After any repair on the distribution system, the repaired main should be flushed

and disinfected with a chlorine solution of 50 mg/litre for contact period of 24

hours, after which the main is emptied and flushed again with potable water.

If the demand for water is urgent, or the repaid main cannot be isolated, the

concentration of the disinfecting solution may be increased to 100mg/litre and

the contact period reduced to 1 hour.

At the end of disinfection operations, but before the main is put back into

service, samples should be taken for bacteriological analysis and determination

of chlorine residue.

When a water treatment plant, pumping station, or distribution system is so

badly damaged that operation cannot be restored for some time, other

methods described in the following paragraphs must be used.

Private System (Open well or tube)

Water from these sources, with adequate chlorination as necessary, can be

connected to a distribution system or hauled to points of consumption.

Springs and wells (non-private)

Ground water originating from deep aquifers (such as is obtained from deep

wells and certain springs) will be free from contamination if certain simple

protective measures are taken.

When springs are used as a source of water supply for disaster area, careful

attention must be paid to geological formations. Limestone and certain rocks

are liable to have holes and cracks, especially after earthquake, that may lead to

the contamination of ground water.

A sanitary survey of the area surrounding a well site or spring is of utmost

importance. This survey, which should be carried out by a qualified professional

environmental health worker, should provide information on source of

contamination, geological structures (with particular reference to overlying soil

and rock formations) quality and quantity of ground water, direction of flow etc.

The well selected as a source of water, should be at least 30m away from any

potential source of contamination, and should be located higher than all such

sources. The upper portion of the well must be protected by an external

impervious casing, extending at least 3m below and 30cm above ground level.

The casing should be surrounded by a concrete platform at least 1m wide, that

slope to allow drainage away from the well; it should connect to the drain that

will carry the spilled water away. The opening for drop pipes should be sealed to

prevent outside water from entering the well. The rim of manholes should

project at least 8cm above the surrounding surface, and the manhole cover

must overlap this rim.


133

Immediately after construction or repair, the well should be disinfected. First

the casing and lining should be washed, and scrubbed with strong chlorine

solution containing, 100mg of available chlorine per litre. A strong solution is

then added to produce concentration of 50-100 mg/litre in the water stored in

the well. After adequate agitation, the well water is left to stand for at least

hours, then pumped out. The well is then allowed to refill. When the residual

chlorine of the water drops below 1 mg/litre the water may be used.

Most of water is stated above applies also to the location and protection of

springs. The following points may be added:

The collection installation should be so built as to prevent the entrance of

light.

The overflow should be so located as to prevent the entrance of surface

water at times of heavy rainfall.

The manhole cover and gates should be locked.

Before using the water, the collection chamber should be disinfected with

a chlorine solution.

An area within a radius of 50m around the spring should be fenced off to

prevent ground surface contamination.

Surface Water

Surface water should be used as source of water supply only as a last resort.

Measures should be taken to protect the watershed from pollution by animals

and people. As it is usually difficult to enforce control regulations, the point of

intake for water supply should be located above any tributary carrying grossly

contaminated water. The pump intake should be screened and placed so that it

will not take in mud from the stream bed or floating debris. The device can be

something extremely simple, such as perforated drum fixed in the middle of the

stream.

Treatment:

Water should be tested for the presence of Escherchia coli and unsafe

concentrations of nitrate as soon as possible. Detection of E. coil indicates

contamination by human waste and therefore requires immediate protective

and corrective measures.

Monitoring of water quality should be restored or initiated immediately. During

the disaster, daily determination of the chlorine residual in public water supply

is sufficient.

Disinfection:


134

Chlorine and chlorine-librating compounds are the most common disinfectants.

Chlorine compounds for water disinfectation are usually available in three

forms:

Chlorinated lime or bleaching powder, which has 20% by weight of

available chlorine when fresh. Its strength should always be checked

before use.

Calcium hypochlorite, a more stable compound sold under various

proprietary names. This compound contains 70% by weight of available

chlorine. If properly stored in tight container and in dark cool place, it

preserve its chlorine contents for considerable period.

Sodium hypochlorite, usually sold as solution of approximately 5%

strength under a variety of proprietary names. Its use in water

disinfectation is limited to small quantities and special circumstances.

Methods of chlorination:

Gas chlorinator

These machines draw chlorine gas from a cylinder containing liquid chlorine,

mix it in water and inject into supply pipe. Mobile gas chlorinators are made for

field use.

Hypochlorinators

These are less heavy than gas chlorinator and more adaptable to emergency

disinfection. Generally, they use a solution of calcium hypochlorite or

chlorinated lime in water and discharge it into a water pipe or reservoir. They

can be driven by electric motors or petrol engines and their output can be

adjusted.

Hypochlorinators are small and easy to install. They consists usually of a

diaphragm pump and standard accessories, including one or more rubber-lined,

solution tanks and a chlorine residual testing set. The usual strength of solution

is 0.1% and it seldom rises above 0.5%

The Batch Method

In the absence of the chlorinators, water is disinfected by batch method. This

method is more likely to be used in emergencies. It involves applying a

predetermined volume of chlorine solution of known strength to a fixed volume

of water by means of some gravity arrangements. The strength of the batch

solution should not be more than 0.65% of chlorine by weight as this is about

the limit of solubility of chlorine at ordinary temperatures. For example 10g of

ordinary bleaching powder (25% strength) dissolved in 5 litres of water gives a

stock solution of 500mg/litre. For disinfection of drinking water, one volume of


135

the stock solution added to 100 volumes of water gives a concentration of

5mg/litre. If after 30 minutes contact the chlorine residual is more than

0.5mg/litre this dosages could be reduced.

After the necessary contact period, excess chlorine can removed to improve the

taste by such chemicals as sulphur dioxide, activated carbon, or sodium

thiosulphate. The first two are suitable for permanent installations, whereas

sodium thiosulphate is more suitable for use in emergency chlorination. One

tablet containing 0.5g of anhydrous sodium thiosulphate will remove 1mg/litre

of chlorine from 500 litres of water.

Continuous Chlorination

This method, in which porous containers of calcium hypochlorite or bleaching

powder are immersed in water, in use mainly for wells and springs but is also

applicable to other types of water supply. A free residual chlorine level of 0.7

mg/litre should be maintained in water, treated for emergency distribution. A

slight taste and odor of chlorine after half an hour gives an indication that

chlorination is adequate. In flooded areas where the water distribution system

is still operating, higher chlorine residual should be maintained. Occasionally, an

unpleasant taste develops from the reaction of chlorine with phenolic or the

other organic compounds. This taste should be accepted, as it is an indication of

safe disinfection.

Filtration-Disinfection

In this method water is mixed with diatomaceous earth, then passed through

the filter unit in which filtering partitions (septa) are installed. Mobile

purification units using this process have been produced with capacities up to

50,000 litres per hour. They consist essentially of:

A centrifugal pump driven by a rope-started gasoline engine.

A filter (diatomic)

A hypochlorinator

A slurry feeder and an air compressor.

A precoat and recirculating tank.

A chlorine solution tank.

Hose adapters

Valves (pump suction, inlet, drain, outlet, flow control air release, etc)

and

A tool box. Instructions in the manuals supplied with such units must be

followed.

Physical Protection:


136

In disaster situation, physical protection of water supplies for use, is a major

consideration. In addition to such barriers as walls and fences, guards may be

necessary to prevent mobs from overrunning and damaging treatment units,

pumping stations, tankers, distribution stations, and temporary collection

facilities. Intake structures, wells and springs should also protected against

misuse. The character and extent of such protection will depend on the local

situation.

Ice Supply:

Required ice should be supplied from a commercial manufacturing plant where

it is made from safe water and where sanitary regulations are observed.

It should be distributed in trucks designed for the purpose, equipped with tools

for the safe handling of ice.

After drinking water is secured within stricken areas, making water available for

domestic use (such as leaning and washing) should be considered.

Coagulation-Disinfection:

Removal of the organic matter greatly lessens the amount of chlorine needed

for disinfection. There are many factors that govern the coagulation process.

These include:

1. Hydrogen-ion concentration. The optimum pH value for coagulation is the

value that the best floe formation and setting. The pH value of water

changes when coagulants are used and has to be adjusted to its optimum

value by addition of alkali or acids.

2. Mixing. Coagulants must be thoroughly mixed with the water to give

satisfactory results. This may be accomplished by (a) pump action, whereby

the coagulant solution is added to the suction pipe of the pump and pump

does the mixing; (b) the drip bottle method i.e. hanging a drip-bottle over

the discharge pipe or hose of raw water that feeds the tank and letting the

coagulant solution drip on to the water jet; or (c) dissolution, i.e. allowing

the discharge of raw water to splash on to a basket containing solid

coagulant.

3. Coagulant dosage. The amount of the coagulant and chemicals required to

adjust the pH value of water may be calculated when the pH and the type

of alkalintiy are known. However the optimum dosage for a given water

may be determined approximately using the jar test.

Coagulation-Filtration-Disinfection:


137

In this method filtration is added to the procedures described above. If

temporary reservoir can be arranged, it is preferable to let the water settle

before filtering it. In mobile purification units, however the water is filtered

through a pressure filter without setting. They usually have a capacity of 4000-

7000 litres per hour, and consist essentially of:

A centrifugal pump directly coupled to a gasoline engine.

A filter (pressure, rapid and filter)

A hypochlorinator

A chemical solution tank

(one for alum and one for soda ash)

A chlorine solution tank.

Hose adapters

Valves (pump suction, inlet, drain, outlet, flow control air release, etc)

and

A tool box. Instructions in the manuals supplied with such units must be

followed.

PUBLIC WORK DEPARTMENT

Planning Assumptions:




The department is required to adopt appropriate measures to ensure that the









training as “NODAL OFFICER – PWD” at district level respectively.


preparedness and mitigation document of DDMAP, should be undertaken to


Disaster Situation:

Restoration of roads to their normal condition.

Repair/reconstruction of public utilities and buildings.


138

Activities on Receipt of Warning or Activation of CDMAP:

Within the affected district all available personnel will be made available to the

District Disaster Manager. If more personnel are required, then out of station

officer or those on leave may be recalled.



Establish communications with District control room and your departmental

offices within the division.

All district level officials of the department would be asked to report to the

Deputy Commissioner/DDM.

Appoint one officer as “Nodal Officer - PWD” at district level.

The “Nodal Officer - PWD” will be responsible for mobilizing staff and volunteers

to clear the roads in his section, should a disaster strike.

The “NODAL OFFICER – PWD” should be familiar with pre-disaster precautions

and post disaster procedures for road clearing and for defining safe evacuation

routes where necessary.

All officers3 should be notified and should meet the staff to review emergency

procedures.




Vehicles should be inspected, fuel tanks filled and batteries and electrical wiring

covered as necessary.

Extra transport vehicles should be dispatched from HQ and stationed at safe

and strategic spots along routes likely to be effected.

Heavy vehicles should be moved to areas likely to be damaged and secured in a

safe place.

Inspection of all roads, bridges, government buildings and structures must be

done and structures which are endangered by the impending disaster identified.

Emergency tool kits must be made available and should include

Crosscut saws

Axes

Power chain saw

Sharpening Files

Chains and tightening wrenches

Pulley block with chain and rope

The designation of routes strategic to evacuation and relief should be identified

and marked in close coordination with the DCR.


139

Establish a priority listing of roads which will be opened first, the most

important being roads to hospitals and main trunk routes.

Give priority attention to urgent repair works in disaster affected areas.

Identify locations for setting up transit and relief camps, feeding centers and

quantity of construction materials required and inform the DCR accordingly.


All works teams should be issued two-way communication link.

Provide a work team carrying emergency tool kits, depending on the nature of

the disaster, essential equipments such as

Towing vehicles

Earth moving equipments

Cranes etc.

Each unit should mobilize a farm tractor with chain, cables and a buffer stock of

fuel.

Adequate road signs should be installed to guide and assists the drivers.

Begin clearing roads. Assemble casual labor to work with experienced staff and

divide into work gangs.

Mobilise community assistance for road clearing by contacting community

organizations.

Undertake clearing of ditches, grass cutting, burning, removal of debris and the

cutting of dangerous trees along the roadside in the effected area through

maintenance engineer’s staff.

Undertake repair of all paved and unpaved road surfaces including edge

metalling, potholes patching and any failure of surface, foundations in the

affected areas by maintenance engineer’s staff and keep monitoring their

conditions.

Undertake construction of temporary roads to serve as access to temporary

transit and relief camps and medical facilities for disaster victims.

As per the decision of the district control room, undertake construction of relief

camps, feeding centres, medical facilities, cattle camps.

An up-to-date report of all damages and repairs should be kept in the district

office report book and communicate the same to the district control room.

If possible, review of the extent of damage (by helicopter) should be arranged

for the field Officer-in-Charge, in order to dispatch most efficiently road clearing

crews, and determine the equipments needed.


140

Standards for Relief Camps:

Tent Camps

The layout of the site should meet the following specifications.

1. 3-4 hectares of land/1000 peoples

2. Roads of 10 meters width

3. Minimum distance between edge of roads and tents of 2 mtrs.

4. Minimum distance between tents of 8 mtrs.

5. Minimum floor area/tent of 3 square meters per person.

Water distribution in camp sites consists of

1. Minimum capacity of tanks of 200 litres

2. Minimum capacity per capita of 15 liters/day

3. Maximum distance of tanks from farthest tent of 100 meters.

Solid waste disposal containers in tent camps should be

1. Waterproof

2. Insect-proof and

3. Rodent-proof

4. The waste should be covered tightly with a plastic or metallic lid

5. The final disposal should be by incineration or by burial.

The capacities of solid waste units should be, 1 litre/4-8 tents; or 50-100

litres/25-50 persons.

Excreta and liquid waste should be disposed in bore-holed or deep trench

latrines in tent camps. Specifications for these are:

1. 30-50 meters from tents.

2. 1 seat provided/10 persons

3. Modified soakage pits should be used for waste water by replacing layers

of earth and small pebbles with layers of straw, grass or small twigs. The

needs to be removed on a daily basis and burned.

Buildings:

Buildings used for accommodating disaster victims should provide the following:

1. Minimum floor area of 3.5 sq. meters/person

2. Minimum air space of 10 sq. meters/person

3. Minimum air space circulation of 30 cubic meters/person/hour and

4. There should be separate washing blocks for men and women.

5. Washing facilities to be provided are:

1 hand basin/10 persons

1 wash bench of 4-5 meters/100 persons and 1 shower head/50 persons in

temperate climates


141

6. Toilet accommodation in buildings housing displaced persons, should

meet these requirements:

1 seat/25 women

1 seat plus 1 urinal/35 men

Maximum distance from building of 50 meters.

7. Refuse containers are to be plastic or metallic and should have closed

lids. To be provided are:

1 container of 50-100 litres capacity/25-50 persons.

HIMACHAL PRADESH STATE ELECTRICITY BOARD

Planning Assumptions:




The department is required to adopt appropriate measures to ensure that









training as “NODAL OFFICER – Power Supply” at district level.


preparedness and mitigation document of DDMAP, should be undertaken to


Normal Time Activities:

Assess preparedness level and report the same as per format to District Control

Room every six months.

Establish at each sub-station a disaster management tool kit comprising cable

cutters, pulley blocks, jungle knives, axes, crowbars, ropes, hacksaws and

spanners. Tents for work crews should also be storage.

Disaster Situation:

Restore the power supply and ensure uninterrupted power to all vital

installation, facilities and site.


142

Activities on Receipt of Warning or Activation of Emergency Operation

Centre:



Establish communications with District control room and your departmental

offices within the division.

All district level officials of the department would be asked to report to the

Deputy Commissioner/DDM.

Appoint one officer as “NODAL OFFICER – Power Supply” at district level .




Assist the state authorities to make arrangements for standby generators in the

following public service offices from the time of receipt of alert warning

Hospitals

Water Supply Stations

Collectorate

Police stations

Telecommunications buildings

Fill departmental vehicles with fuel and park them in a protected area.

Check emergency tool kits, assembling any additional equipment needed.

Immediately undertake inspection from the time of receipt of alert warning of

High tension lines

Towers

Substations

Transformers

Insulators

Poles and

Other equipments

Review the total extent of the damage to power supply installations by

reconnaissance flight, if possible.

On the occurrence of disaster all available personnel at City level

will be made available to the District Disaster Manager. If more

personnel are required, then out of station officer or those on

leave may be recalled.


143

On the recommendations of the Deputy Commissioner/District Control Room/

“Nodal Officer– Power Supply” of the department in the district

Instruct district staff to disconnect the main electricity supply for the

affected area.

Dispatch emergency repair gangs equipped with food, bedding, tents, and

tools.


Hire casual labourers on an emergency basis for clearing of damaged poles and

salvage of conductors and insulators.

Begin repair/reconstruction

Assist hospital in establishing emergency supply by assembling generators and

other emergency equipments, if necessary.

Establish temporary electricity supplies for other key public facilities, public

water systems, etc.

Establish temporary electricity supplies for transit camps, feeding centres, relief

camps, district control room and on access roads to the same.

Establish temporary electricity supplies for relief material godowns.

Compile an itemized assessment of damage, from reports made by various

electrical receiving centres and sub-centres.

Report all activities to the head office.

Plan for emergency accommodations for staff from outside the area.

On the recommendation of the Nodal Officer- Power Supply/ Deputy Commissioner/

District Control Room, at state level, HPSEB shall:

Send cables, poles, transformers and other needed equipment

Send vehicles and any additional tools needed.

Provide additional support as required.


144

Annexure-5: Emergency Contact Detail of Shimla City

Government Offices

S. No.

Department Designation Officer’s Name

Office Contact Detail

Address Contact (LL, Mobile, Email)

Contact Residence (LL, Mobile, Email)

1)

State Disaster Management Authority

Pr. Sec (Rev) Shri. Deepak Sanan 9816022740 2626227

2) Consultant-cum-Advisor Shri. R.K. Sood 0177-2622064 9418464024

3) State Project Officer, GOI-UNDP DRR Programme

Shri.D.C. Rana

Dept of Rev (Disaster Management Cell), Room No. 106-A, HP Secretariat, Shimla- 2 H.P. Secretariat

0177-2625657 9418484700

4)

DDMA

D.C/ Chairman Shri. Onkar Chand Sharm

D.C. Office, Shimla 0177-2653535 9418230009

5) District Revenue Officer Shri. Vikas 0177-2657013 9418000089

6) SDM Urban

0177-2657007 94180-58845

7) ADM Protocol Shri. Man Singh Verma

0177-2653436, 9418087748

8) District Control Room

0177-2808200

9)

City D.M.Cell

Commissioner, M.C. Shimla/ Chairman

Shri. A.N. Sharma M.C. Shimla 0177-2802771

10) Asstt. Commissioner, M.C. Shimla/ Nodal Officer

Shri. Ashish Kohli M.C. Shimla 94180-85682, 0177-2656576

11) Municipal Engineer/ Member Secretary

Shri. Vijay Gupta M.C. Shimla 0177-2802771 94184-81400

0177-2650099


145

12) Corporation Health Officer/ Member

Shri. Sonam Negi M.C. Shimla 0177-2802771 94180-60150

0177-2624115

13) Architect Planner/ Member

Shri. N.S. Gulehria M.C. Shimla 0177-2802771

14) Assistant Engineer-I(R&B), / Member

Shri. Shashi Soni M.C. Shimla 0177-2802771 94180-17845

15) Junior Engineer (Electricals), M.C. Shimla/ Member

Shri. Sanjeev Gupta M.C. Shimla 94184-86558

16) Mayor Smt. Madhoo Sood M.C. Shimla 0177-2812360 98160-33079

17) Deputy Mayor Shri. Janartha M.C. Shimla 0177-2625368 98160-03800

18) Project Support Associate

Mrs. Ekta Bartarya UNDP 9418030611

19) City Disaster Management & Information Center

- - Rain Basera, Near SBI Turn, Bharari, Shimla

0177-2659910

20)

Police

S.P. Shimla 0177-2656535 94182-15588

21) Addl. S.P. Shimla Miss Veena Bharti 0177-2652497 94180-22344

22) Police Lines Kaithu Sh.Bhikham Ram Inspector 0177-2805264

94187-54846

23) Police Lines Bharari Sh.Sunder Negi Line officer ,Bharari 0177-2807084 98166-30356

24) Control Room 100/ 2800100

25) Reporting Room/ Police Assistance

Sh.Rattan Chand S.H.O,sadar 0177-2812344

26) Police Control Room 0177-2657430

27) Police Station Sadar Sh.Rattan Chand S.H.O,sadar 0177-2652860

28) Police Station East Smt. Gulshan Negi S.H.O. 0177-2620954


146

(Chotta Shimla)

29) Police Station West (Boileiuganj)

Smt.Shakuntla Sharma

S.H.O. 0177-2630193

30) Police Post (Lakkar Bazar)

Sh.Randhir Singh Inspector 0177-2655376

31) Police Station (Dhali) Sh. Amar Chand S.H.O. 0177-2841377

32) Traffic Police 0177-2652217

33) Civil Defence Commandant General Sh.B Kamal Kumar 0177-2811453

34) Home Guard 01772811453

35)

Fire Stations

The Mall 0177-2658976 0177-2658976, 101

36) Chotta Shimla 0177-2623269 0177-2623269

37) Boileuganj 0177-2830664 0177-2830664

38) IPH Engineer-in-Chief I&PH Shimla-1 0177-2658886

39) Army Training command Shimla-3

0177-2804590

40) PWD Engineer-in-Chief PWD Nigam Vihar Shimla-2

0177-2621401

41) Food and Civil Supplies

Director Directorate of Food and Civil Supply B-42, Shimla

0177-2623749

42) Public Relations Secretary, I&PR Information and Public Relation, Shimla-2

0177-2622132

43)

Taxi Stands

Near Lift

44) Near Bus Stand (ISBT old)

45) Rajdhani Taxi (Lakkar Bazar)

0177-2623456

46)

Roadways

HRTC (ISBT) 2658067

47) HRTC (Control Room) 2656326

48) Shimla Railway Reservation

131/ 2652915

49) Kalka Railway Inquiry 281131


147

50) Chandigarh 923132

51) Airport Jubbarhati Mr.Virender singh Director in Airport 0177-2736835 94180-37925


148

Complaints Redressal

S. No. Water Complaints Office Address Contact Number

1) Ridge 2658916

2) Subzi Mandi 2652519

3) Kasumpati 2620913

4) Sanjauli 2842131

5) Chotta Shimla 2623760

6) Chaura Maidan 2813671

7) New Shimla 2670569

S. No. Electricity Complaints Contact Address Contact Number

1) Chotta Shimla 2625750

2) U.S.Club 2801571

3) Bharari 2814914

4) Idgah 2812375

5) Khalini 2623724

6) Sanjauli 2640008

7) Ridge 265765

8) Summer Hill 2830533

9) Kasumpati 2621385

10) Charlie Villa 2623951

11) I.G.M.C. Hospital 2811339

Tourist Information Center S. No. Tourist Information Center Contact Number

1) The Mall 2652561

2) By Pass 2832498

3) Bus Stand (old) 2651755

4) Victory Tunnel 265489

5) Railway Station

6) Manali 252175

7) Dharamshala 223325

8) Mumbai 022-22180080

9) Chandigarh 0172-2708569

10) Kolkata 033-22126361

11) Dalhousie 262225

12) Bhuntar 265037

13) Kullu 224605

14) Pathankot 0186-2220316

15) Kalka 01733-221079

16) Reckong Peo 01786-222897


149

Nodal Officers for Disaster Management

S. No.

Department Designation Officer’s Name

Office Contact Detail Residential Address



1) Fire Services Divisional Fire Officer

Shri B S. Mahal 0177-2658976, 101

2) Police S.P. Shimla Shri Sonal Agnihotri 0177-2656535

3) Town and Country Planning

Town & Country Planner –Shimla.

Sh. R D Sharma 0177-2621450, 94184,95577

4) Directorate of Urban Development

Addl. Asst. Engineer

Shri. Vinod Kapoor 0177-2627193, 9418491255

5) H.P. Minorities Finance and Development Corporation

Manager-cum-Co. Secretary

Shri. Kanwal Arora 0177-2621669, 9418088550

6) Health and Family Welfare Department

OSD, H& FW Dr. Vinod Mehta 9418163500

7) PWD SE- 4th Circle

Sh. OP Anand, Sh. Rohit Thakur

0177-2842353, 0177-2841169

8) PWD Architect Wing Architect Rajiv Sharma 9418103678

9) Youth Services & Sports Virender Singh Negi 0177-2620987

10) Economics and Statistics Department

Deputy Director NB Sharma 94180-54002

11) H.P.I& PH Department, U.S. Club

Nodal Officer-cum-Executive Engineer (SP), I &PH Department

Er. Sushil Jasta 0177-2620591 0177-2624302

12) Directorate of Higher Education

Dr. Santosh Banyal

OSD (College) 0177-2653120,252352

94186-44424


150

Contact Details Municipal Corporation Shimla No Designation Name Office Epbax

no. Resi No./Mobile

1. Mayor Smt. Madhu Sood 2812360 405 2625368, 98160-33079

2. Dy. Mayor Sh. Harish Janaratha 2804058 423 2640845, 98160-03800

3. Commissioner Dr. M . P. Sood 2812899 406 2621651,9418250005

4. Asstt. Commissioner Sh. Ashish Kohli 2656576 407 94180-85682

5. XEN-cum-PD (JNNURM) Sh. B.S. Mehta Ext:- 456 94593-54797

6 P.S. to Mayor Sh. L.R. Thakur 2812360 505 2812176

7. P.A. to Comm. Sh. D. S. Parmar 2812899 506 2812150

8. Steno Gr. to AC Sh.G.R. Sharma 2656576 507 2652695

9 Legal Advisor–cum-LO Sh. Joginder Chauhan

2808095 419 2670400, 94184-81400

10 Accounts Officer Sh. Nathu Ram Ext:- 422 98170-85457

11 Health Officer Dr. Sonam.G. Negi Ext:- 444 2801959, 94180-60150

12. Municipal Engineer Sh. Vijay Gupta Ext:- 408 2650099, 94184-70578

13. Executive Engineer Sh. B.C. Pardesi Ext: 417 94181-41272

14. Architect Planner Sh. N.S. Guleria Ext:- 416 94189-28454

15 D.F.O. Sh. Anish Sharma Ext:- --- 94184-70550

16. Asstt. Eng. (R&B)-I Sh. Shashi Soni Ext:- 512 94180-17845

17 Asstt. Eng. (R&B)-II Sh. Amar Singh Ext:- 512 98164-60218

18 Asstt. Eng. (WS&SD)-II Sh. Rajesh Kashyap 2652519 94184-74747

19 Asstt. Eng.(WS&SD)-II Sh. Praveen Aggarwal

-- -- 9418489158

20. Market Supdt./VPHO Dr. Rajeev Bhatta 2652452 --- 2652452, 94180-61242

21 Secretary Tax Sh. Diwan Chand 2650285 94186-58277

21. Supdt. (General) Sh. Kewal Ram Ext:- 411 98160-99779

23. Supdt. WS&SD (Rev.) Smt. Madhu Bala Ext:- 410 --------

24. Supdt. WS&SD (Works) ------ Ext:- 509 ------

25 Law Branch Sh. Jyoti Sharma Ext: 450

26 Computer Section Mrs. Mamta Goel Ext:- 510 94180-68315

27 Cash Branch Sh. J.P. Sharma Ext:- 424 ---------

28 Secy. SJSRY Smt. Bharti Kuthiala Ext: 515 98822-06124

29 C.S.I Sh. Ram S. Thakur Ext:- 514 ------

30 Food Inspector Sh. Ashok Mangla Ext: 421 94184-91011

31. Health Laboratory Sh. K.G. Joseph Ext:- 513 2804197

32 General Branch -------- Ext:- 508, 412

33. Supdt. Health Deptt. Smt. Roshni Sharma Ext:- 421 ------

34. Estate Branch ---------- Ext:- 415 ----

35. AP Branch ------------- Ext:- 515 ------

36. Account Branch ------------- Ext:- 555 -----


151

No Designation Name Office Epbax no.

Resi No./Mobile

37. Drawing Branch (R&B) ------------- Ext:- 425 -------

38. J.E. Central Zone (WS&SD)

Sh. Mahboob Sheikh 2652519 --- -------

39. J.E Chotta Shimla WS&SD

Sh. M.S. Jamwal 2623760 --- 94181-26020

40. J.E. Sanjauli (WS&SD) Sh. Gopesh Behal 2842131 --- 94189-64001

41. J.E. Ridge Reservoir (WS&SD)

Sh. Verinder Madaan

2658916 --- 94180-92099

42. J.E Chaura Maidan WS&SD

Sh. Ishwar Thakur 2813671 --- 94180-38338

43. New Shimla (WS&SD) ------------------- 2670569 ---

44. Mashobra Pump House -------------------- 2740214 --- ---

45. Guma Pumping Station -------------------- 2781218 --- ---

46. Chharabra Reservoir -------------------- 2740233 --- ---

47. Craignano Guest House -------------------- 2740236 --- ---

48. Phagli M.C. Store -------------------- 2835209 ---- ------

49. Zonal Office Dhalli -------------------- 2647030

50. Zonal Office New Shimla ------------------- 2621725

51. Zonal Office Totu 2838668

52 Police Cell ------------------- 2655130


152

Ward Specific Contacts

Ward Number

Ward Name Councilors Name

Office/ Occupation Contact Detail Residential Address



1 Bharari Sh. Jitender Chaudhary

Councillor 92185-01091 Sethi Niwas, Kaleston,Bharari, shimla

0177-2651682

2 Ruldu Bhatta Sh. Sanjeev Thakur Councillor 0177-2802012 98160-61212

Krishna cottage,Ruldu Bhatta,Shimla 0177-2652643

3 Kaithu Smt. Seema Chauhan Councillor 0177-2813433 94185-71182

Kirtanpuri,lower Kaithu,Shimla 0177-2658433

4 Annadale Sh. Pradeep Kashyap Councillor 94180-39644 Kashyap Niwas,Annadale,Shimla 0177-2805713

5 Summer Hill Sh. Dhani Ram Kashyap

Councillor Gayatri Niketan,Near G.S.S.School ,Summer Hill,Shimla

0177-2830537

6 Totu Sh. Sagar Chand Councillor 94181-20167 Parsu Kutir,Near Ayurvedic Dispensary,New Totu,Shimla

0177-2837167

7 Boileauganj Smt. Usha Devi Lakhanpal

Councillor 94180-30361 Lakhanpal Niwas,Tara Devi,Shimla 0177-2830361

8 TutiKandi Smt. Anita Kumari Councillor 98170-64509 Gurmukh Lodge,Near Agriculture Office,Tutikandi,Shimla

6450307

9 Nabha Sh. Gaurav Sharma Councillor 94185-09990 Block No. B/2,Set No.15,Nabha Estate,Shimla

10 Phagli Sh. Sanjay Sood Councillor 0177-2658047 94180-24280

Flat No.6,Hellon Lodge,Near Bus Stand Phagli,Shimla

0177-2653149

11 Krishna Nagar Smt. Kaushila Channa Councillor 98171-16399 House No.8,New Line,Krishna Nagar,Shimla

12 Ram Bazar Smt. Manju Sood Councillor 92185-00453 Paragan Cottage,Ram Bazar,Shimla 0177-2656670

13 Lower Bazar Sh. Naveen Sood Councillor 94180-23061 House No.11,Galli No.3 Middle Bazar,Shimla

0177-2658061

14 Jakhu Sh. Manoj Kutiyala Councillor 0177-2806354 Set No. 12,Titla Hotel,Ever Gildi 0177-2658321


153

Ward Number

Ward Name Councilors Name Office/ Occupation Contact Detail Residential Address

98160-82155 Estate,Jakhoo,Shimla

15 Banmore Sh. Narinder kataria Councillor 98160-23194 Kataria House,Stokes Place,chota Shimla 0177-2623194

16 Engine Ghar Sh. Sudhir Azad

Councillor 98161-50704 Shayama Nand Building,Dhalli,Shimla

17 Sanjauli Sh. Sudhir Azad Councillor 98161-50704 Shayama Nand Building,Dhalli,Shimla

18 Dhali Sh. Sanjay Kumar Councillor 98160-40919 Satya Niketan,Near New Universal Auto,Dhalli,Shimla

0177-2842919

19 Chamyana Sh.Mahender Singh Chauchan

Councillor 0177-2834581 94182-44202

Arival Niwas,Cemetry road,Sanjauli,Shimla

0177-2842022

20 Malayana Smt. Meera Councillor 94184-55262 43-Sardha Bhawan,Sangti,Sanjauli,Shimla

21 Kasumpati Sh. Maheshwar Chauhan

Councillor 0177-2625790 94184-81364

Flat No.52,Type-IV,Kasumpati,Shimla

22 Chotta Shimla Sh. Surinder Chauhan Councillor 94180-09691 Octagon Lodge,Set No.1,Chota Shimla 0177-2621520

23 Patiyog Smt. Kusum Lata Councillor 98160-70923 98168-68774

Ashwani Building,Sector-II,New Shimla 0177-2670923

24 Khalini Sh.Dev Raj Sharma Councillor 98166-03250 Chintpurni Niwas,Khalini,Shimla 0177-2624015

25 Kanlog Smt. Madhu Sood

Honorable Mayor,M.C. Shimla +Councillor

0177-2812360 98160-33079

0177-2625368


154

Ward Offices

Ward Number

Ward Name

Ward Office Address

Name of Ward JE Contact Details

Residential Address



1 Bharari Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

2 Ruldu Bhatta Sh. Rakesh Sharma Ward No.4 Annadale

94180-26608

3 Kaithu Sh. Rakesh Sharma Ward No.4 Annadale

94180-26608

4 Annadale Sh. Rakesh Sharma Ward No.4 Annadale

94180-26608

5 Summer Hill Sh. Hem Raj Ward No.5 Summer Hill

94184-24686

6 Totu Sh. Hem Raj Ward No.5 Summer Hill

94184-24686

7 Boileauganj Sh. Hem Raj Ward No.5 Summer Hill

94184-24686

8 TutiKandi Sh. Hem Raj Ward No.5 Summer Hill

94184-24686

9 Nabha Sh. Rakesh Sharma Ward No.4 Annadale

94180-26608

10 Phagli Sh. Rakesh Sharma Ward No.4 Annadale

94180-26608

11 Krishna Nagar Sh. Pradeep Gupta Ward No. 12 Ram Bazar

12 Ram Bazar Sh. Pradeep Gupta Ward No. 12 Ram Bazar

13 Lower Bazar Sh. Jitender Samta Ward No.21


155

Ward Number

Ward Name Ward Office Address Name of Ward JE Contact Details Residential Address

Kasumpati

14 Jakhu Sh. Jitender Samta Ward No.21 Kasumpati

15 Banmore Sh. Pradeep Gupta Ward No. 12 Ram Bazar

16 Engine Ghar Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

17 Sanjauli Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

18 Dhali Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

19 Chamyana Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

20 Malayana Sh. Rajesh Mandotra Ward No.19 Chamyana

94180-90581

21 Kasumpati Sh. Jitender Samta Ward No.21 Kasumpati

22 Chotta Shimla Sh. Mohan Thakur Ward No.23 Patiyog

94180-67474

23 Patiyog Sh. Mohan Thakur Ward No.23 Patiyog

94180-67474

24 Khalini Sh. Mohan Thakur Ward No.23 Patiyog

94180-67474

25 Kanlog Sh. Mohan Thakur Ward No.23 Patiyog

94180-67474


156

Health Related Services

HOSPITALS:

S. No. Name of the Hospital Contact Person

Office Contact Residential Address

Address Contact (LL, Mobile, Email) Address Contact (LL, Mobile, Email)

1) IGMC Dr. S. S. Kaushal, Principal IGMC, Shimla 0177-2804251 / Fax- 2658339 94180-25148

2) Rippon Dr. Sant Lal Sharma, CMO. 0177- 2657225 / 94184-57281

Med. Supdt. DDU Hospital 0177- 2658941

3) KNH Dr. Mrs. Santosh Minhas, H.O.D Obg & Gynae

0177-2624841

4) INDUS 0177-2841401

5) Sanatorium 0177-2652800 0177-2811821

6) Blood Bank, D.D.U Hospital

0177-2658940

AMBULANCE:

S. No. Ambulance Services Contact Person Contact Detail Contact Number

1) Atal Swasthya Sewa Dr.Umesh Bharti OSD 0177- 2625060 / 94181-20302 108

2) Red Cross Shri U.S.Thakur 0177-2621868


157

3) Sewa Bharti 2804648/ 102

4) Guru Nanak Seva Society

5) KNH

6) IGMC

7) Ambulance 102

BLOOD BANKS AND DONOR AGENCIES:

S. No. Name of the Agency Working Hours

Name of the Contact Person

Contact Details Office Residential Address



1 Umang Foundation NA Shri. Ajay Srivastava 9418488595

2 Blood Bank- IGMC 24 hours 0177-2803073

3 Blood Bank- DDU/ KNH 24 hours 0177-2654071

4 Living Treasure 24 hours Mr. Sarbjit Singh 9418061000

5 Association of Volunteer Blood Donors

Shimla HO, Shimla - 171001

6 Ashadeep Blood Bank 7/34, Cecil Hotel, Shimla – 171001

7 Save Life Mission Mr. Puneet Sood 9418645725, 9418005725


158

Annexure-6: List of NGOs & CBOs

S. No. Name of the Organisation Contact Person Contact Details Contact Number/ Email

1. Home Guards and Civil Defence

The Commandant General U.S. Club,Shimla-1 H.P. 9816047800

2. NCC Group HQ The Group Commander NCC Bhawan, Dunloe Estate, Shimla

3. NSS, Directorate of Education The State Programme Coordinator

Lalpani, Shimla 01772880483,9418080870

4. SEHB Society CHO/Member Secretary SEHB Society, M.C.Shimla 9418060150

5. Vyapar Mandal President Khalini, Shimla

6. Drug Association President Pacific Medicos, The Mall Shimla

7. Hotelier Association President Shivalik Hotel, Near U.S. Club, Shimla 9816047800

8. HDFC Bank Branch Manager HDFC Bank, The Mall Shimla

9. ICICI Branch Manager ICICI Bank, The Mall Shimla

10. Sewa Bharti Secretary IGMC, Shimla-1 01772806950, 9418017852

11. Prakrati Socity for Sustainable for Sustainable Dev.

Ms.Aarti Gupta ANN Cottage,Broad View Estate, Sanjauli-Shimla-6 (94183-42479)

9418342479

12. State Head-Helpage India Dr. Rajesh Kumar Lady Harding Cottage (No.3) Near H.P. High Court Bamloe,Shimla-171001

91-0177-2811254 : 09418977457

13. Himachal Gyan Vigyan Samiti Secretary Shivalik Sadan,Engine Ghar, Sanjauli, Shimla-6

9418454867

14. Gayatri Parivaar House No. 21 ,Housing Board Colony ,Shimla

15. GIZ Programme Officer GIZ, D.M. Cell, M.C. Shimla 8894046248

16. The Kelistion Welfare Society Mr. M.L. Gupta, 3, Keliston Estate,Shimla-1

17. Residential Welfare Association

Mr.Jeevanand Jeevan, B-94, Phase II, Sector -3, New Shimla


159

S. No. Name of the Organisation Contact Person Contact Details Contact Number/ Email

18. Residential Welfare Association

Mr.P.K. Ahluwalia, B-451, Phase III,Sector -4,New Shimla

20. Rotary Club Secretary Rotary Club ,The Mall Shimla-1 9816020702

21. LIONS Club Secretary LIONS Club, Ananya Cottage, Dakshin Vihar, Sanjauli, Shimla

22. Inner Wheel Rotary Club Secretary Inner Wheel Rotary Club ,The Mall Shimla 9816020702

23. YMCA Secretary YMCA,Ridge,Shimla-1

24. YWCA Secretary, Ms. Sneh YWCA,Scandal Point,Shimla -1 9816347986

25. Art Of Living Mr. Anoop Kumar Hans Jewellers, Near Ladies Park,Mall Road

26. Patanjali Chikitsalayas Mr. Ankit Kumar Arpit Apartment, Opposite Forest Office,Talland,Shimla

09218533369, 09218633333

27. HP State Branch, Indian Red Cross Society,

Mr.U.S. Thakur,Organizing Secretary

Red Cross Bhawan, Barnes Court,Shimla-171002 (0177-2240862)

0177-2240862

28. Nehru Yuva Kendra Sangathan(NYKS)

Zonal Director, Chandar Builing, New Totu,Shimla-171011 0177-2838141

29. WWF- India Programme Officer Shimla Field Office Bishop Cotton School Gate No.2,By- Pass Road,New Shimla-171009

9816026295

30. SEEDS India Project Manager 469 A, Block-27, Sector-3, New Shimla-171009

9418940271

31. Himachal Pradesh Voluntary Health Association (HPVHA)

Programme Officer B-37, Phase-1, Sector-2 New Shimla-171009 0177-2670132, 9816410558

33. Umang Foundation Chairman HNo.3 Himalaya Apartments,Kusumpati,Shimla-9

9418488595

34. Youth Enlightening Society-YES

Dr. Akarshan Santosh Niwas, Panthaghati,Shimla-9 9817166688

35. INTACH Capt. Sood Panchwaqti, Village Kanena,Shimla-171004 9418029828

36. HIMCON Managing Director, Hotel Bridge View, The Mall Shimla


160

Annexure- 7: Contingency Plan- District Administration, Shimla

Sl.no Action to be taken Points of Action Agency Responsible

1. Setting up of Control Room - Control Room to be set up in the ground floor room of new building at District H.Q. in D.C. Office, Shimla.

- It will be functioned for the period of about 3 months or the situation demands

- Toll free number 1077 will be the emergency number which will operate for 24hours

- Control Room at all departments should also operate for 24 hours

- All complaints need to be entered in the register along with the action taken

- Action by AC to DC Shimla and all Department

2. Appointment of Nodal Officers

- All departments will appoint Nodal Officers for the period or as situation demands

- Name, Residence/Office/ Moblile Number will be conveyed to the office of the D.C and SP Shimla.

- PWD has to set up a Control Room wich will function 24 hours to arrange the JCB, labour, etc

- Contingency plans for the departments for the winter season

- Action by all departments

3. Clearance of Roads - Clearance of restricted roads & hospital roads as IGMC/KNH/DDU and High Court to Ridge & C.M. residence, etc. on priority basis.

- HP PWD & M.C. Shimla has to ensure quality & control & the availability of equipments and manpower

- HP PWD & M.C Shimla

4. Supply of drinking water - A team should be developed to ensure the regular supply of water during winter season

- IPH/ M.C Shimla

5. Supply of Power - To ensure the uninterrupted electricity supply - All lines need to be checked and preventive maintenance should

be carried out - Prone areas of weak lines and poles may be identified and

- HPSEB


161

Sl.no Action to be taken Points of Action Agency Responsible

repaired in advance - Power supply in Hospitals should be ensured through alternate

arrangements as well - Supply Line to the control room need to be ensure as well

6. Providing basic amenities - To ensure the supply of basic amenities to the citizens like Solid Waste Management, Water Supply, Street Light, etc,

- More attention to be given to the sloppy paths/roads

- M.C. Shimla

7. Telephone Services - Necessary arrangements in advance to regularize the telephone services

- BSNL

8. Services of Civil Defence & Home Guards

- Control Room to be function for 24 hours - Home Guards

9. Transportation - Control Rooms to be setup, - Maintenance of Vehicles and Equipments should be done in

advance - Availability of technical staff to tackle traffic situations

- HRTC

10. Supply of essential Commodities

- Sufficient stock of essential commodities i.e. food stuff, L.P.G, Kerosene, Petrol, Diesal, Candles, etc should be done in advance

- Department of Food & Civil Supplies

11. Police Department - Smooth traffic maintenance - S.P. Shimla

12. Forest Department - Removal of falling trees from the blocked roads/ footpaths - All preventive measures should be taken in advance

- Forest Department/ M.C. Shimla

13. Supply of Milk and Milk Products

- To ensure the regular supply of milk - Milkfed/ DFSC

14. Action Plan by all departments

- Anticipated problems - Preparedness status - Available resources (Men, Material and Machines) the condition

of the machinery, replacement and utility - Response Plan in the event of sudden and even snowfall/ land

slide, etc.

- All Departments


162

Annexure- 8: List of Volunteers

List of Volunteers Red Cross Society:

Sr. No. Name Designation contact

1. Sh. Rajender Kumar Assistant 94599-70901

2. Sh. Lokesh Rana Volunteer 94597-67757

3. Sh. Sanjeev Negi Volunteer 94184-41127

4. Sh. Megha Kataria Volunteer 98161-40305

5. Sh. Rashima Rahul Volunteer 98171-61530

6. Sh. Anil Azad Volunteer 98179-89719

7. Sh. Surender Singh Volunteer 91292-24654

8. Sh. Vikram Kainthla Volunteer 98577-58613

9. Sh. Sunder Secretary 0177-2621868

10. Sh.Deepak Gautam Volunteer 98164-38798

List of Volunteers of Civil Defence:

Sr.No. Name Designation Contact Detail

1. Sh. Mohinder Seth Chief Warden 98160-47800

2. Sh.Divis Sood Divisional Warden

98162-08881

3. Sh. Brij Mohan Divisional Warden

94184-06696

4. Sh. Rahul Chawla Post Warden 98570-09900

5. Sh. Davinder Banyal Post Warden 98163-59775

6. Sh. Amit Sohal Post Warden 98160-42000

7. Sh. Wasim Volunteer 96258-55808

8. Sh. Vijay Volunteer 98160-28000

9. Sh. Golli ji Volunteer 94180-13302

10. Sh.Atul Sood Volunteer 98822-70444

11. Sh. Manoj Sector Warden 98165-44897

12. Sh. Raju Volunteer 98051-31581

13. Sh. Vijay Volunteer 98054-41663

14. Sh. Sanjeet Sood Post Warden 94184-65609

15. Sh. Naveen Puri Volunteer 98160-05704

16. Sh. Munish Sharma Volunteer 98160-23016


163

List Of NCC Volunteers: Govt. Degree College Sanjauli

Sr.No. Name Designation Contact

1. Dr. Uttam Singh Associate NCC officer

94180-30906

2. Sh. Vijender Singh Volunteer 98054-36380

3. Mrs.Priti Volunteer 94598-21663

4. Mrs. Jyoti Thakur Volunteer 94183-07682

5. Sh. Suryakant Volunteer 94186-61551

6. Mrs. Damayanti Volunteer 94591-27705

7. Sh. Karan Kansra Volunteer 91292-24913

8. Mrs. Sarika Volunteer 94598-60795

9. Sh. Ravi S.U.O 98055-76605

List of Volunteers SEHB,Society (Solid Waste Management), M.C. Shimla

Name of Sanitary Ins. Phone NO. Allotted Wards

Sh. Rajnish Brar 94180-38021 1,16,17 &19

Sh. Liaq Ram 94180-16782 18,20,21,22 & 23

Sh. Sohan Lal 94180-90195 6,7,8 & 9

Sh. Kishore Chand 94180-78242 2,3,4 & 5

Sh. Bharat Bhushan 94180-14593 12,13,14 &15

Sh. Ram Singh 94180-29908 10,11,24 & 25

LIST OF SUPERVISORS

Ward No.

Name of Supervisors Ward Name

1 Sh. Ravinder(Asstt.) Bharari 94186-69758

2 Sh. Guru Dev Ruldhu Bhatta 88949-36837

3 Sh. Naresh Kumar Kaithu 94590-92003

4 Sh. Bhart Kumar Annadale 98164-05988

5 Sh. Dinesh Summer Hill 91297-54308

6 Sh. Hitender Totu 98173-88592

7 Sh.Verinder Kumar Boileauganj 98164-54789

8 Sh. Narinder Tuti Kandi 98160-66280

9 Sh. Narinder Kumar Nabha 98177-99610

10 Sh. Dalvinder Kumar Phagli 98822-30800

11 Sh. Vijay Kumar Krishna Nagar 88945-85525

12 Sh. Satvir Ram Bazar 98171-51277

13 Sh. Prem Kumar Lower Bazar 94186-42842

14 Sh. Krishan Bhagat Jakhu 90692-18942

15 Sh. Deepak Kumar Benmore 94186-26100

16 Sh. Dil Bag Singh Engine Ghar 91290-65165


164

17 Sh. Satyaveer Singh Sanjauli Chowk 98822-39100

18 Sh. Manoj Sagar Dhalli 94592-15406

19 Sh. Pratap (Asstt.) Chamyana 98167-24390

20 Sh. Raj Kumar Maliyana 86795-64012

21 Sh. Yogesh Mandla Kasumpati 98164-68339

22 Sh. Rajesh Kumar Chhotta Shimla 88942-46678

23 Sh. Sunil Kumar Patiyaog 98163-03808

24 Sh. Bhoop Singh Khailini 98573-57133

25 Sh. Kishori Lal Kanlog 93188-44555

*******

Documents

M I T I L H AO S A RN M U O WORK IS WORSHIP N I C I P ...hp.gov.in/hpsdma/DisasterManagement/CDMP_MCShimla.pdfthe "Queen of Hills," a term coined by the British. Located in the north-west