Mainstreaming Disaster Risk Reduction in Megacities: A Pilot … · 2015-05-05 · Emergency Operations Plan: Kathmandu Metropolitan City, Nepal v Acronyms APF Armed Police Force

Emergency Operations PlanKathmandu Metropolitan City, Nepal

Mainstreaming Disaster Risk Reduction in Megacities:A Pilot Application in Metro Manila and Kathmandu

February 28, 2010

http://www.emi-megacities.org

Emergency Operations Plan: Kathmandu Metropolitan City, Nepal

Copyright (c) 2010 German Federal Foreign Affairs Office and EMI

Permission to use this document is granted provided that the use of document or parts thereof is for educational, informational, and non-commercial or personal use only. EMI and the German Federal Foreign Affairs Office must be acknowledged in all cases as the source when reproducing any part of this publication.

This project is partially funded by the German Federal Foreign Office through the German Committee for Disaster Reduction (Deutsches Komitee Katastrophenvorsorge e.v. - DKKV).

For Further information on this project contact:EMI2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, PhilippinesT/F: +632 9279643; T: +632 4334074Email: [email protected]: http://www.emi-megacities.org

Mainstreaming Disaster Risk Reduction in Megacities:A Pilot Application in Metro Manila and Kathmandu

Emergency Operations PlanKathmandu Metropolitan City, Nepal

February 28, 2010

iv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

vEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Acronyms

APF ArmedPoliceForceCBO community-basedorganizationCAAN CivilAviationAuthorityofNepalCDRC CentralDisasterReliefCommitteeCNDRC CentralNaturalDisasterReliefCommitteeCONOPS ConceptofOperationsDDRC DistrictDisasterReliefCommitteeDHM DepartmentofHydrologyandMeteorologyDHWG DisasterHealthWorkingGroupDKKV DeutschesKomiteeKatastrophenvorsorgeDMG DepartmentofMinesandGeologyDOF DepartmentofForestDOLIDARDepartmentofLocalInfrastructureDevelopmentandAgriculturalRoadsDSCWM DepartmentofSoilConservationandWatershedManagementDWIDP DepartmentofWaterInducedDisasterPreventionEMI EarthquakesandMegacitiesInitiativeEOC EmergencyOperationsCenterEOP EmergencyOperationsPlanESF EmergencySupportFunctionFFO GermanFederalForeignOfficeICIMOD InternationalCenterforIntegratedMountainDevelopmentICS IncidentCommandSystemIOE InstituteofEngineeringJFO JointFieldOfficeJIC JointInformationCenterJICA JapanInternationalCooperationAgencyKMC KathmanduMetropolitanCityMACC Multi-agencyCommandCenterMOA MemorandumofAgreementMOU MemorandumofUnderstandingMOAC MinistryofAgricultureandCooperativesMOHA MinistryofHomeAffairsMOHP MinistryofHealthandPopulationMOIC MinistryofIndustryandCommerceMOES MinistryofEducationandSportsMOF MinistryofFinanceMOFA MinistryofForeignAffairsMOFSC MinistryofForestMOLD MinistryofLocalDevelopmentMOLJ MinistryofLawandJusticeMOLRM MinistryofLandReformandManagementMOLT MinistryofLaborandTransportMOPPW MinistryofPhysicalPlanningandWorks

vi Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

MOWR MinistryofWaterResourcesNA NepalArmyNGO nongovernmentorganizationNP NepalPoliceNPC NationalPlanningCommissionNRCS NepalRedCrossSocietyNSET NationalSocietyforEarthquakeTechnology--NepalPDA preliminarydamageassessmentPIO publicinformationofficerPOC pointofcontactWHO WorldHealthOrganizationNASC NepalAdministrativeStaffCollegeOCHA OfficefortheCoordinationofHumanitarianAffairsSAR searchandrescueSOP standardoperatingproceduresSWC SocialWelfareCouncilTU TribhuvanUniversityWMD weaponsofmassdestructionUN UnitedNationsUNDP UnitedNationsDevelopmentProgramme

viiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Contents

Acronyms........................................................................................................................................................................... v

Table of Contents......................................................................................................................................................... vii

List of Figures................................................................................................................................................................... xi

List of Tables..................................................................................................................................................................... xi

Preface ............................................................................................................................................................................... xiii

Executive Summary...................................................................................................................................................... 1

PART I: Introduction................................................................................................................................................... 9

1.1. Purpose of the KMC Emergency Operations Plan (EOP)........................... 10

1.2. Objectives................................................................................................................................. 10

Goal, Vision, and Challenge ........................................................................................................... 10

1.3. Organization of the Plan ................................................................................................ 11

Basis for the KMC Basic Plan ....................................................................................................... 12

Framework for the Basic Plan...................................................................................................... 13

PART II: Basic Plan for How KMC Responds to a Disaster................................................................. 15

2.1. Legal Authorities ................................................................................................................. 16

Laws for Response Operations ................................................................................................. 16

Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982 ................................................................................... 16

Local Self Governance Act, 1999 ............................................................................................. 16

National Strategy for Disaster Risk Management, 2009 (Recently Approved) .......................................................................................................... 17

Additional Relevant Legislation (5) for Nepal & KMC Emergency Management System ................................................................................. 18

2.2 Hazards & Demographics ............................................................................................. 18

National Hazardscape ..................................................................................................................... 18

1934 Kathmandu Valley Earthquake ....................................................................................... 19

Earthquake Hazard Assessment for KMC ........................................................................... 19

Location, Physical Setting, and Population of Kathmandu ........................................... 20

National Land-Use Management System ............................................................................ 20

2.3 KMC Emergency Management Policies ................................................................. 21

2.4 KMC Planning Assumptions (for a large earthquake disaster)................... 22

2.5 KMC Concept of Operations for Response ....................................................... 23

Emergency Operations Center will be Organized (EOC) ........................................ 23

Activation of the KMC Emergency Operations Center .............................................. 24

EOC Organization under the Incident Command System ....................................... 24

Responsibilities of the Chief of the Emergency Operations Center & Staff Positions ................................................................................................................. 25

Responsibilities of the Emergency Operations Section ............................................... 25

Responsibilities of the Emergency Planning & Intelligence Section ........................................................................................................................... 26

Responsibilities of the Emergency Logistics and Resource Section ...................... 26

viii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Responsibilities of the Emergency Finance and Administration Section ............ 27

2.7 Sequence of Action ........................................................................................................... 28

Non-Emergency Normal Operations ................................................................................... 28

Pre-Incident Actions ......................................................................................................................... 28

Response Actions and Short-term Recovery Actions ................................................. 28

Additional Direction and Control (for next version of Plan) .................................. 30

PART III: Response Roles & Responsibilities and Emergency Support Functions ................. 31

3.1 Emergency Management Responsibilities for Kathmandu Metropolitan City .................................................................................... 32

Introduction .......................................................................................................................................... 32

Elected Representatives (Mayor, Board, Council): Responsibilities.......................... 32

Head of Emergency Management (Disaster Management Section): Responsibilities ....................................................................................................................................

Coordinator of Emergency Management: Responsibilities ........................................ 32

KMC Departments and Divisions: Responsibilities ......................................................... 32

Departmental Roles Identified by Emergency Support Functions (ESFs).......... 33

Emergency Support Function (ESF) Matrix ....................................................................... 33

ESF General Description of Purpose and Scope of Responsibilities..................... 35

3.2 Preparedness Responsibilities of the KMC Disaster Management Section ................................................................................... 35

3.3 Organizational Relationship of the KMC Disaster Management Section within KMC .......................................................................... 36

3.4 KMC Reporting Relationships to the Local Disaster Relief Committee .............................................................................................................. 37

Functions and Duties of the Local Disaster Relief Committee ............................... 37

Relationship of KMC to the Local Disaster Relief Committee (to be Defined) .................................................................................................................................. 37

KMC Department Common Activation and Reporting Procedures.................... 37

3.5 KMC Information Tracking and Reporting Procedures................................... 38

3.6 Central Government Support Role ........................................................................ 38

3.7 International Organizations Support Roles (United Nations).................... 39

United Nations Development Programme Emergency Management Structure for Nepal ............................................................................................ 39

3.8 Additional Resources Support to KMC ................................................................ 40

Certified Search and Rescue Personnel ............................................................................... 40

Citizen Disaster Volunteer Teams ............................................................................................. 40

3.9 Private Sector Role in Disasters ................................................................................ 41

PART IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule.... 43

4.1 Plan Development and Maintenance Schedule.................................................. 44

Plan Maintenance Scheduled Update Every Two Years................................................. 44

Continued Plan Development on Annual Basis ............................................................... 44

Revision of Plan Required with New Nepal Constitution, 2010............................. 44

4.2 Promulgation Document (Sample Format) ......................................................... 45

4.3 Approval & Implementation Document (Sample Format) ....................... 46

ixEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

4.4 Record of Changes Document .................................................................................. 47

4.5 Record of Distribution Document ........................................................................... 48

4.6 Exercise and Training Schedule for Emergency Operations Plan.............. 49

Exercise Schedule .............................................................................................................................. 49

Trainings & Exercises Conducted and Accomplished..................................................... 49

PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities ................................ 51

5.1 Background on Plan Development .......................................................................... 52

Origins of Project .............................................................................................................................. 52

Problem Statement .......................................................................................................................... 52

Addressing the Problem ................................................................................................................ 52

Approach to Development of the KMC Emergency Operations Plan .............................................................................................................................. 53

5.2 Emergency Management Structure for Nepal ................................................... 53

Nepal Disaster Management Structure under the Natural Calamity (Relief) Act, of 1982 .................................................................................................... 54

Ministry of Home Affairs, Narcotics, Drug Control, and Disaster Management Functions & Responsibilities ....................................................... 55

Central Disaster Relief Committee Functions .................................................................. 56

Regional Disaster Relief Committee (DDRC) Membership...................................... 57

Regional Disaster Relief Committee (DDRC) Functions ........................................... 57

District Disaster Relief Committee (DDRC) Membership ....................................... 58

District Disaster Relief Committee (DDRC) Functions .............................................. 58

5.3 Role: Ministry of Water Resources Department of Water-induced Disaster Prevention ........................................................................................................... 58

5.4 Medical Response as Described by the Disaster Health Working Group ................................................................................................... 59

Medical Response Policies for a Concept of Operations ........................................... 59

Additional Remarks .......................................................................................................................... 59

5.5 Other Organizations and Agencies involved in Disaster Management in Nepal ............................................................................... 59

5.6 Municipal Level Emergency Management System ........................................... 60

5.7 Ward/Community Level Emergency Management System ....................... 60

5.8 Additional Guidelines and Procedures for Response Operations........... 61

Ministry of Home Affairs National Action Plan, 1996 .................................................. 61

Disaster Management System in Nepal, September 2001.......................................... 61

5.9 KMC Legal Status of Disaster Management Section ...................................... 61

Organizational Structure of Disaster Management Section ..................................... 62

5.10 Natural Hazards & Recent Disasters ...................................................................... 64

Recent Disasters ................................................................................................................................ 64

Earthquakes .......................................................................................................................................... 64

Earthquake Hazard Assessment ................................................................................................ 65

Floods, Landslides and Debris Flow ........................................................................................ 65

Fire ............................................................................................................................................................. 65

Epidemic ................................................................................................................................................. 65

x Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

5.11 Earthquake Risk Analysis (Hypothetical Only for Planning) ....................... 66

5.12 Kathmandu Demographics, Facts, and Land Use .............................................. 68

Setting and Facts ................................................................................................................................ 68

Population .............................................................................................................................................. 69

Location and Physical Setting of Kathmandu ..................................................................... 69

National Land-Use Management System and Relevant Legislation....................... 70

Existing Land Use of KMC ............................................................................................................ 70

5.13 Additional Emergency Response Capabilities .................................................... 72

Response Resources Available ................................................................................................... 72

5.14 Web Sites of Agencies & Organizations that Respond to Disasters in Nepal ............................................................................................................. 72

5.15 International Trainings Available to Nepal and Accomplished ................... 73

5.16 References .............................................................................................................................. 73

Acknowledgements .......................................................................................................................... 73

References ............................................................................................................................................. 73

Earthquakes and Megacities Initiative Reference Documents................................... 74

5.17 Points of Contact for Project, Project Team Members, & Project Planning Team ..................................................................................................................... 74

Points of Contact for Project ...................................................................................................... 74

Points of Contact for Project ...................................................................................................... 74

Project Planning Team Contact List ......................................................................................... 75

ANNEX I - Emergency Support Function Matrix & Annexes .................................... 77

Emergency Support Function Matrix ..................................................................................... 77

Emergency Support Function Annexes (15) ..................................................................... 78

ANNEX II: KMC Table Top Earthquake Scenario for a Magnitude 8.0 Earthquake ........................................................................................... 85

xiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

List of Figures

List of Tables

Figure 1. Components of the KMC Basic Plan. .......................................................................................... 13

Figure 2. Framework for the Kathmandu Metropolitan City Emergency Operations Plan ............................................................................................................ 14

Figure 3. Organization Chart ................................................................................................................................ 17

Figure 4. Geographical Location of Recent Major Disasters in Nepal .......................................... 19

Figure 5. KMC Emergency Operations Center Organization Chart ............................................. 24

Figure 6. KMC Emergency Operations Center Organization Chart ............................................. 26

Figure 7. Organization Chart for Kathmandu Metropolitan City ..................................................... 36

Figure 8. Organization of Disaster Relief Committees of the Central Government.............. 39

Figure 9. Ministry of Home Affairs Joint Secretary Organization and Responsibilities............................................................................................................................................. 54

Figure 10. Geographical Distribution of Recent Major Disasters .................................................... 64

Figure 11. Mainstreaming Model for Local-Level Disaster Risk Management ........................... 72

Table 1. Emergency Support Function Martrix .......................................................................................... 33

Table 2. Record of Changes ................................................................................................................................... 47

Table 3. Record of Distribution ........................................................................................................................... 48

Table 4. Existing Land Use of KMC .................................................................................................................... 70

Table 5. Project Planning Team Contact List ................................................................................................. 75

xii Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

xiiiEmergency Operations Plan: Kathmandu Metropolitan City, Nepal

Preface

Physical Vulnerability and Isolation of Kathmandu Metropolitan City (KMC).InKathmanduValley,vulnerabilityofinfrastructureandsocietytonaturalhazardsishigh.TheValley’spopulationiscloseto1.5millionwith800,000concentratedinKMC.UrbangrowthbothintheKathmanduValleyandinthecapitalcityhasbeenlargelyunplanned,increasingthedemandforbasicservicessuchaswater,sanitationandroads,tocatchupwiththeexpansionofdwellingsandbuildings.KMCisdependentonitsinternationalairportandlandroutesconnectingthecitytotheoutsideworld.Bothresourceentrypointscanbecomeinoperableinaneventofalargeearthquake.ItwouldisolateKMCandKathmanduValleyforanextendedperiodoftimeandwouldpreventreliefassistancetocomeinfromexternalsources.

Requirement for an Emergency Operations Plan (EOP).Thisphysicalvulnerabilityandisolation,combinedwithexposuretonaturalhazard,necessitateabasicEmergencyOperationsPlanandemergencymanagementcapacityforKMCtoeffectivelyrespondtoanymajordisasters.

KMC Emergency Management Framework. ThisKMCEmergencyOperationsPlanprovidesthefoundationforaKMCEmergencyManagementFramework.ThisPlanproposestoKMCofficialsaprocesstoimprovesafetyandwelfareofthepopulation,andinadisaster,minimizelossoflifeandassetsanddisruptionofservices.TheEmergencyOperationsPlanoutlinestheorganizationalassignmentstomanageoperationalfunctionscriticaltodisasterresponseandrecovery.Theseareoftenbeyondthenormal,day-to-daygovernmentaloperations.Examplesofthesekeyresponsefunctionsaredisasterdeclarations,damageassessment,searchandrescue,masscareandsheltering,andemergencypublicinformation.

Emergency Operations Plan Development Endorsements.VariouslocalandinternationalagenciesendorsedKMC’semergencyplanningeffort.Theyareasfollows:

• Central Government Ministry of Home Affairs and Ministry of Local Development endorse KMC’s effort to plan for disaster. On24September2009,followingshortbriefingsbyKMC,NSET,andEMI,Mr.ThirBahadur,G.C.MinistryofHomeAffairsandMr.NarayanBahadurThapa,Undersecretary,MinistryofLocalDevelopment,approvedtheeffort,andencouragedwaystocontinuouslyimprovetheplan.

• United Nations Development Programme (UNDP), Disaster Risk Management Section, endorses KMC effort to plan for disasters. On23September2009,Mr.YuriChakalall,SeniorAdvisortotheUnitedNationsDevelopmentProgramme,DisasterRiskManagementSection,UNHouse,encouragedandsupportedtheeffortasoneofthegapsintheexistingNepalresponseplanningprocess.

• The Asian Development Bank Project Management Team, Kathmandu, Nepal and the Head of Office, United Nations Office for Coordination of Humanitarian AffairshavebeenapprisedofthedevelopmentofthisKMCEmergencyOperationsPlan.

xiv Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Thecurrentsituation:

• AsofJanuary2010,thisEmergencyOperationsPlanprovidedonlyaguidelineforemergencyservicesorganizationsandoperationsthatmustbestructuredaroundtheupcomingconstitutionalgovernmenttobeenactedin2010.

• ThisEOPcannotbepromulgatedintolawuntilthenewNepalConstitutionisenactedinMay2010.ThisPlanissupportedinpolicybytheMayorofKathmanduandtheDepartmentHeadsastheorganizationalframeworkforemergencyresponseoperationsuntilthePlanisadoptedintolawastheKathmanduMetropolitanCityDisasterResponsePlanOrdinance.

The Disaster Management Section, Urban Development Department, is the Central Point of Coordination for Implementation of the KMC Emergency Operations Plan.

• KMChasinstitutedapermanentDisasterManagementSectionwithintheUrbanDevelopmentDepartmenttocomplementandstrengthentheEOP,toinstitutionalizedisastermanagementwithinKMC,andtoactasapointofcontactforcoordinationoftraining,exercises,educationandoutreachtobuildeffectivepartnershipswithallinterestedorganizations,bothgovernmentandnongovernment,doingdisasterresponsefunctionsinKathmanduValley.ThesepartnershipsincludeKMCDepartmentHeadsandStaff,theKMCMunicipalCouncilandBoardMembers,representingall35wards,theKMCMayorandstaff,nongovernmentorganizations(NGOs),relevantNepalMinistries,andUnitedNationsagencies.TheseUNagenciesincludetheUNOfficefortheCoordinationofHumanitarianAffairs(UNOCHA)andUNDPNepal’sEnvironment,EnergyandDisasterRiskReductionUnit.

• TheDisasterManagementSectionoftheUrbanDevelopmentDepartment,inpartnershipwiththeProjectPlanningCommittee(composedofKMCDepartmentPlannerslistedinPartV),isresponsibleformanagingthedevelopmentandimplementationoftheKMCEmergencyOperationsPlan.TheKMCMayorissuesofficialupdatesandchangestoKMCEOP.SuchchangesaredocumentedinPartIV,RecordofChangesinDocuments.

1Emergency Operations Plan: Kathmandu Metropolitan City, Nepal

Executive Summary

TheKathmanduMetropolitanCityEmergencyOperationsPlan(KMCEOP)isbasedoninternationalbestpracticesinemergencymanagement.Itisorganizedaccordingtothefollowingelementsofasoundemergencymanagementsystem:1)EmergencyOperationsCenter(EOC);2)IncidentCommandSystem;and3)EmergencySupportFunctions.Inaddition,theKMCEOPoutlinescommonoperatingproceduresforallKMCDepartments,knownasthe4)ConceptofOperationsforresponse,(CONOPS).ThesecriticalelementsofthePlanarepresentedinPartsIIandIII.

Part II: Basic Plan on How KMC Responds to a Disaster. PartIIdocumentstheKMCConceptofOperationforresponse,orCONOPS.TheCONOPSliststhecommonemergencymanagementpoliciesforalldepartmentsanddescribestheKMCcentralEmergencyOperationsCenter,organizedintotheIncidentCommandSystem,tomanagealargescaledisaster.PartIIalsolistsplanningassumptionsanddescribesthemainpolicyandlegalframeworkfordisasterresponseandreliefinNepal,theNaturalCalamityReliefActof1982.

AllKMCdepartmentheads,departmentstaff,andresponseorganizationsatalllevelsinNepalshouldbefamiliarwithhowtheproposedemergencymanagementsystemforKMCwillrespondtoalargedisaster(PartII).

PART III: Detailed Response Roles and Responsibilities and Emergency Support Functionsenumeratesspecificresponsibilities,tasksandoperationstofulfill15emergencysupportfunctions(ESFs)intheKMCEOP.EachKMCdepartmentisassignedastheLeadagencyforaparticularESFwithotherdepartmentsoragenciesprovidingsupport.EachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster,basedontheESFs.IndividualdepartmentheadsareresponsibleforannualupdatestoPartIII.

Part III outlines the Emergency Management Responsibilities for the following KMC organizations and individuals:1. ElectedRepresentatives(Mayor,Board,Council)2. HeadofEmergencyManagement(DisasterManagementSection)3. CoordinatorofEmergencyManagement4. KMCDepartmentsandDivisions

AnEmergencySupportFunctionMatrixidentifiesKMCdepartmentalrolesasoutlinedbelow.

KMC Emergency Management Policies

ThefollowingaretheproposedpoliciesintheKMCEOP:

1. KMCwilloperatewithintheexistingorganizationalframeworkoftheNaturalCalamityRelief

2 Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Manila and Kathmandu

Actof1982,aswellastherecentlyapprovedNationalStrategyforDisasterRiskManagement,2009.

2. KMCwillorganizeresourcesforresponseandreliefincoordinationwiththeCentralNaturalDisasterReliefCommitteeorDistrictNaturalDisasterManagementCommittee.

3. KMCMayorwillcontrolallKMCassets.4. TheKMCMayormayappointanemergencymanagementcoordinatortomanageallKMC

assets.5. ThecentralgovernmenthasthepowertoproclaimaDisasterDeclarationforKathmandu

District.6. UnderaDisasterDeclaration,orforanyseriousemergencyaffectingtheKMCarea,theMayor

willopenanEmergencyOperationsCenterataspecifiedlocation.7. Communication,alertandwarningwillbeprovidedtothepublicthroughallavailablesystems.

KMCwillbroadcastemergencymessagesviaradioandothermassmediachannels.AssigneddepartmentliaisonstotheEOCwillreportatthedesignatedtime.Departmentliaisonpersonnelwillestablishaback-uppersonnelrosterincasetheEOCoperationsaretocontinueona24/7basis.

8. TheKMCMayormayactivatetheKMCEOCforanyemergencyeventrequiringresourcecoordinationamongKMCDepartmentsandrequiringothercentralgovernmentandNGOassets.TheMayormaydelegatethisresponsibilitytotheUrbanDevelopmentDepartmentandtheDisasterManagementSection.

9. EachKMCdepartmentwilldesignateDepartmentLiaisonstobepresentattheKMCEOC.Theirprimaryroleistomanageinformationflowfromtheirdepartment’sfieldoperationstotheEOCandtotransmitoperationalprioritiesandotherinformationbacktotheirdepartmentheadsandfieldforces.

10.KMCdepartmentrolesandresponsibilitiesforresponseoperationsaredefinedbyKMCdepartmentauthoritiesandmissions,andareorganizedaccordingtotheEmergencySupportFunctionmatrixaslistedatthebeginningofPartIII:DetailedResponseRolesandResponsibilitiesandEmergencySupportFunctions.

11.ThisEmergencyOperationsPlanandallitscontentsapplytoallofKMC.12.Personnelandpartners,whoareresponsibleforemergencyresponseoperations,shouldbe

knowledgeableabouttheEmergencyOperationsPlan.13.TheConceptofOperations,planningassumptions,andworkingrelationshipsdescribedinthis

Planshouldbeappliedtoallemergencyincidents,whethermajororminordisasterevents.

KMC Planning Assumptions ( based on a large earthquake disaster)

Formajorearthquakesandotherlargedisasters,KMCshallmakedecisionsandproposeactionsbasedonthefollowingassumptions:

1. AlargedisasterwillaffectareasoutsidetheKMCregion.ThissituationwillrequirethecentralgovernmenttodistributesomeavailableresourcestoregionsotherthanKMC.ThiswilllimittheflowofresourcestoKMCtoaccommodatetheotherregions.

2. EachmunicipalityinKathmanduValley(Kathmandu,Bhaktapur,Lalitpur,MadhyapurThimi,andKirtipur)shouldberesponsiblefortheirrespectiveresponseoperations.

3. Thedurationofresponseoperationscanvaryfromafewdaystoaslongasamonth.

4. Initially,responseoperationswillrunroundtheclockthroughouttheentireweek.Theinitialresponseeffortsaimtosavelivesandstabilizethesituation.


5. Fromresponseoperations,effortswillshifttorecoveryoperationswhichincludeoperationalprioritiessuchasmasscareandshelterandrestorationofservices.

6. TheMinistryofHomeAffairsisthenationalfocalpointforresponseoperationsinNepal.

7. NoformalEmergencyOperationsCentercurrentlyexistsinKMC.

8. KMCwillestablishanEmergencyOperationsCentereitheratKMCCityHall,BoardHallorattwootherdesignatedlocations.

9. KMCMayorisdesignatedastheHeadoftheKMCEmergencyOperationsCenter.Ifneeded,theMayorwilldesignateaDeputyHeaddependingonthetypeandscopeofthedisaster.TheEOCHeadwillberesponsibleforcoordinatingwithdepartmentpersonnelandoperationsatthewardlevel(35Wards)inKathmandu.

10.ALocalDisasterManagementCommitteewillberesponsibleforresponseoperationsatthewardlevel.

11.Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationsmaybesuspendedforthedurationoftheemergencyresponse.

12.KMCDepartmenteffortsandresourcesmayberedirectedtoaccomplishanemergencytask.

13.Somegovernmentresponsepersonnelmaynotbeabletoassistinresponseoperationsduetoinjuries,limitedmovement,andfamilymatters.

14.Normalday-to-dayfunctionswillbelimitedordisrupted.Normalcommunicationchannelssuchascellularphoneswillbeinterrupted.Normaltransportationwilllikewisebeinterrupted.Fuelresourceswillbelimitedornon-existent.Hospitalsmayhavelimitedoperations.

15.ImmediateoperationalprioritiesforKMCinclude(1)savinglives,(2)establishingsecurity,lawandorder,and(3)ensuringthathospitalandmedicalsystemprioritiesarefullyoperational.

16.Emergencyauthoritieswilldesignateevacuationroutesandwillclearroadsofvehiclesandotherobstructions.

17.Fuelsuppliesshouldbededicatedonlytoresponseoperations.

18.Noelectricitynetworkswillbeavailable.

The KMC Concept of Operations for response explains the following points: 1. KMCwillorganizeanEmergencyOperationsCenteratKMCCityHalltomanagethedisaster

andtomanageKMC’sresponseassets.SinceKMCisintheKathmanduDistrict,theKMCEmergencyOperationsCenterwillsupporttheareaoftheentireKathmanduDistrict.

2. NoformalEmergencyOperationsCentercurrentlyexistsinKMC.

3. ThepurposeoftheEmergencyOperationsCenteristo:• ProvideacentrallocationforkeyKMCdepartmentheads,liaisons,anddecisionmakersto

gatherinonelocationasacentralcoordinatingbody;


• DemonstratethatthecitygovernmentofKMCisoperationalandensuringawellcoordinateddecision-makingprocess;

• Facilitateinformationexchangeanddocumentongoingdisasterresponseoperations;• SetoperationalprioritiesforresponseattheKMCandwardlevels;• Overseedamageandneedsassessmentsandprovidethedatathatwillbegatheredtothe

DistrictDisasterReliefCommittee;• ProvidealocationformediabriefingswithKMCofficials“speakingwithonevoice”;and• Managelogisticsandresourcesforrequiredresponseoperationsandtrackdisasterfinances.

4. TheMayormayactivatetheEOCifanyofthefollowingconditionsexist:• Thereisanimminentthreattopublicsafetyorhealthonalargescale;• Anextensivedistrictgovernmentorcentralgovernmentresponseandcoordinationwillbe

requiredtoresolveorrecoverfromthedisasterevent;• ThedisasteraffectsmultiplewardswithinKMCrelyingonthesamepoolofresources;• TheKMCLocalEmergencyDeclarationOrdinanceisimplementedtomanageanemergency

eventeffectively;orastheMayordeemsitnecessary.

5. AvailabilityofstaffandoperationalneedsmayalloworrequireEOCpositionstobecombined,orpositionsnottobefilled(e.g.responsibilitiesheldbythenexthigherposition).

6. Communication,alert,andwarningwillbeprovidedtothepublicthroughallavailablesystems.

7. TheIncidentCommandSystem,aninternationallyacceptedpracticeinemergencymanagement,willbeusedbytheKMCEOCsothatinternationalaidcanbereceivedinNepalandKathmanduinanorganizedandefficientmanner.

8. TheEmergencyOperationsCenterwilloperateundertheIncidentCommandSystem,aspresentedinthefigurebelow.

9. TheChiefoftheEmergencyOperationsCenterwilldelegateresponsibilitiestoindividualsassignedtothemanagementoftheEmergencyOperationsSection,EmergencyPlanningandIntelligenceSection,EmergencyLogisticsSection,andtheEmergencyFinance/AdministrationSections.

Departmental Roles Identified by Emergency Support Functions (ESFs)AnESFisagroupingofgovernmentandprivatesectorpersonnelandotherresourcestoprovideneededemergencyservicesduringemergencies.OperatingagenciesandKMCdepartmentswillassignpersonneltocarryoutfunctionsoutlinedintheESFmatrixascoordinators,primaryresponseagencies,orsupportagenciesorasrequiredtosupportincidentmanagementactivities.TheresponsibilitiesofESFsareto:

• DevelopandmaintaindetailedplansandStandardOperatingProcedures(SOPs)tosupportemergencyresponsefunctionsaslistedintheESFmatrix,below;

• Identifysourcesofemergencysupplies,equipmentandtransportation;• Maintainaccuraterecordsofdisaster-relatedexpenditureanddocumentation;• Safeguardrecordsessentialforcontinuityofgovernment;and• Establishalineofsuccessionofkeyemergencypersonnel.


KMC Emergency Operations Center Organization Chart

TheESFmatrixbelowidentifiestheKMCdepartmentsandorganizationsthatareinvolvedinemergencyresponse:

EMERGENCY SUPPORT FUNCTIONS

Emergency Support Function Matrix, Version 3, 01.04.10

ESF No.

Emergency Support Function NAME

PRIMARY CITY DE-PARTMENT (LEAD PLANNING ROLE)

KMC SUPPORT DEPARTMENTS

CENTRAL GOVERN-MENT SUPPORT MINISTRIES

NON GOVERN-MENTAL SUPPORT OR-GANIZATIONS

1. Transportation Administrative Dept., Enforcement Division (KMC Police)

Environmental Divi-sion

Chief District Officer and District Disaster Relief Committee in charge. Nepal Army, Police, Civil Aviation Authority

Private Transport Company

2. Communica-tions

Admin Dept., Informa-tion & Communications Division

Metro F.M. radio

Enforcement Division (KMC Police)

Chief District Officer and District Disaster Relief Committee supported by the Ministry of Communi-cations & Ministry of Physi-cal Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom compa-nies,

3. Public Works and Engineering

Public Works Depart-ment

Administrative Dept., Environmental Divi-sion

MOPPW, KUKL, DUDBC, Department of Roads, Police, Armed Forces

FCAN


ESF No.






4. Firefighting Administrative Dept. Enforcement Division

Environmental Divi-sion

KUKL, Valley Traffic Man-agement, *DDRC would mobilize more firefighting from Nepal Army, Police, and Civil Aviation

5. Emergency Management and Information Management

Disaster Management Section

Admin Dept., UDD, GIS, Social Welfare Division

MOHA, Nepal Army, Police, DUDBC

FNCCI, UNO-CHA, NSET, Media

6. Mass Care, Housing and Human Ser-vices

Social Welfare Division Admin Dept., UDD, Social Welfare Division, Enforce-ment Division (KMC Police)

MoHA, District Disaster Relief Committee with DUDBC support, Kathman-du District Health Office

Red Cross, FNCCI, INGO, NGOs, CBOs, Lo-cal Clubs, NSET, UNOCHA

UNHCR, other international agencies

7. Resource Sup-port

Financial Management Department

Admin Dept. Central Government, MOHA, MOF, MOLD, MOHP, Prime Minister’s Office



8. Public Health and Medical Services

Public Health Division Account Division Hospitals, MOHA, Dept of Health, District Health Of-fice, CDRC



9. Urban Search and Rescue


Mechanical Section, Environmental Divi-sion

Nepal Army, Central Police (CSSR & MFR training)

International Res-cue (INSARAG)

10. Oil and Hazard-ous Materials Response


Disaster Manage-ment Section, Envi-ronmental Division, Admin. Dept., Infor-mation and Commu-nication Division

Nepal Army, Nepal Oil Corporation,

Nepal Electricity Authority

Association of fuel distributors

11. Agriculture and Natural Resources


Public Health De-partment, Environ-mental Division, So-cial Welfare Division

Ministry of Agriculture, for-estry and soil conservation equipment from Ministry of Industry, DMG

FAO, UNDP, IUCN, WFP and other agricul-tural NGOs and INGOs


ESF No.






12. Energy (power, fuel, gas)


Admin. Dept., Public Works Department

Ministry of Energy, Nepal Electricity Authority, Nepal Oil Corp., Dept of Supplies


13. Public Safety and Security

Enforcement Division Admin. Dept.,, Social Welfare Division

MOHA, Nepal Armed Forces for search and rescue

Local clubs, Women groups, CBOs

14. Long-term Community Recovery and Mitigation (strong planning capacity)


UDD, Admin. Dept., Public Works De-partment

Department of Education, Dept. of Public Works, Min. of Irrigation, DWIDP, MOHA, MOLD, NPC, MOPPW, DUDBC

UNDP, NSET, NGO’s, Expert consultants

15. External Affairs International Relation Secretariat

CEO Office MOHA , Ministry of For-eign Affairs, PM Office

Embassy, DDRC, CDRC

Notes:ESFNo.6,MassCare:Atthedistrictlevel,theDistrictNaturalDisasterReliefCommittee(DNDRC)istheagencyresponsibleforcoordinatingdistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.Thiscommittee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfromtheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.

Emergency Operations Plan Development and Funding

Thisprojectispartofaproject,Mainstreaming Disaster Risk Reduction in Megacities: A pilot application in Metro Manila, Philippines and Kathmandu, Nepal,undertakenbytheEarthquakesandMegacitiesInitiative(EMI)withfundingfromtheGermanFederalForeignOffice(FFO)andDeutschesKomiteeKatastrophenvorsorge(DKKV).ThisprojectcomponentsupportsKMCtoundertakespecificdisasterreductionendeavorsandtostrengthenitsdisastermanagementcapabilities.



KMC Emergency Operations Plan

PART I: Introduction

PARTIprovidesbasicinformationsuchaspurpose,objectives,andorganizationofthePlan.

The KMC Emergency Operations Plan

PARTI: Introduction

PARTII: BasicPlanonHowKMCRespondstoaDisaster

PARTIII: ResponseRolesandResponsibilitiesandEmergency SupportFunctions

PARTIV: PlanMaintenance,Promulgation&Distribution, Exercise&TrainingSchedule

PARTV: SupplementalInformationonPlanBackground, NepalEmergencyManagementSystem,Hazards, Demographics,andCapabilities

AnnexI: EmergencySupportFunctionMatrix&Annexes

AnnexII: KMCTableTopEarthquakeScenarioforaMagnitude 8.0Earthquake.


1.1. Purpose of the KMC Emergency Operations Plan (EOP) _____________________________________________________________________________

ThepurposeoftheKMCEOPisto:

1. ProvideanEmergencyManagementSystemforrespondingtoasignificantdisasteraffectingpeople,property,andinfrastructure,suchasamajorearthquake.TheEOPprovidespolicies,commonoperatingprocedures,guidelines,andsupplementalreferencesonhowKMCwillorganizeandmanageresponseoperations.

2. Describeauthorities,responsibilities,functionsandoperationsofKMCduringemergenciesasbasesforcoordinatingwithinternalandexternalresponse,rescue,andrelieforganizations.TheseorganizationsincludetheMinistryofHomeAffairs,MinistryofLocalDevelopment,andothercentralgovernmentorganizationsrepresentingtheCentralNaturalDisasterReliefCommittee,aswellasinternationalresponseandrelieforganizations,non-profitorganizations,andtheprivatesector.

InsupportofthisEOPandtobuildcapacityinEmergencyManagementSystems,KMCwill:

1. InstitutionallystrengthenitsDisasterManagementSection;2. ConstituteaformalLocalNaturalDisasterReliefCommitteethatextendstoallKMC

Departmentswithidentifiedresponseassignments;3. DevelopapermanentEmergencyOperationsCenter;4. ProvidetrainingtoKMCgovernmentpersonnelinemergencyplanningandresponse;and5. ImprovetheEOPthroughannualreview,evaluation,exercises,andupdates.

1.2. Objectives_____________________________________________________________________________

TheseobjectivesguidetheplanningandconductofKMCemergencyresponseandrecoveryoperationsto:

1. Savelivesandprotectproperty;2. Providedirectionandcontrolofemergencyoperations;3. Maintain,repairandrestoreessentialservicesandsystems;and4. Coordinateoperationswithotherrespondingorganizations.

Goal, Vision, and ChallengeTheProjectTeamandKMCDepartmentsdefinedtheEmergencyOperationsPlanGoal,Vision,andChallengesasfollows:

Goal• TheGoaloftheKMCEmergencyOperationsPlanistoestablishanemergency

managementsystemthatwillsavelives,protectproperty,andprotecttheenvironmentfollowingadisaster.

Vision• TheVisionoftheKMCEmergencyManagementSystemistodefineanEmergency


ManagementConceptofOperationsinwhichallDepartmentpersonnelunderstandtheirrespectiverolesandresponsibilitiesfordisasterresponseoperationsandunderstandthatallDepartmentsmustparticipateintheplanningprocess.

Challenge TomeettheGoalandVision,theChallengeisto:

• Buildaneffectiveandknowledgeabledisastermanagementorganization;• RespondeffectivelywithinacitywideConceptofOperations;• CreatetheConceptofOperationstoincludepartnershipsatthecentralgovernment

andtounderstandhowtoaccessresourcesfrominternationalorganizations;• DefinetheConceptofOperationstoconsiderlegalauthorities;• UsetheEmergencySupportFunctionSystemtodefinedepartmentalresponseroles

andresponsibilities;• Conducton-sceneemergencyresponsethroughtheIncidentCommandSystem;• RespondtolargedisastersthroughanEmergencyOperationsCenter,organizedunder

theIncidentCommandSystem;• ConducttabletopexercisestoimprovetheEmergencyOperationsPlan;• UpdatetheEmergencyOperationsPlanatleastyearly;• CreateaplanningprocesstowritetheEmergencyOperationsPlan.Theplanning

processisjustasimportantasthePlanitself;• TestthePlanthroughexercisesandrealeventsandusetheseeventstoupdatethePlan;

and• Define,fund,andassignstafftothedisasterriskmanagementpositionswithinthe

KMC.

1.3. Organization of the Plan___________________________________________________________________

TheKMCEmergencyOperationsPlanconsistsoffivepartsandtwoannexes.Parts II and III constitute the elements of the Basic Emergency Response Plan:

1. PARTI: Introduction2. PARTII: BasicPlanonHowKMCRespondstoaDisaster3. PARTIII: DetailedResponseRolesandResponsibilitiesandEmergency SupportFunctions4. PARTIV: PlanMaintenance,Promulgation&Distribution,Exercise&

TrainingSchedule5. PARTV: SupplementalInformationonPlanBackground,NepalEmergency

ManagementSystem,Hazards,Demographics,andCapabilities6. AnnexI: EmergencySupportFunctionMatrix&Annexes7. AnnexII: KMCTableTopEarthquakeScenarioforaMagnitude8.0

Earthquake.

• PART I:Introductionprovidesbasicinformationsuchaspurpose,objectives,andorganizationofthePlan.

• PART II: Basic Plan on How KMC Responds to a Disaster explainsKMC’sapproachto


emergencyresponseandoperations.TheBasicPlanexplainstheorganization,assumptions,policies,andoperatingprocedurestorespondeffectivelytoanemergencyinKMC.PartIIisastand-alonedocumentthatprovidescommonoperatingproceduresforeveryresponderassistingwithresponseoperationsinKMC.EverydepartmentheadandalldepartmentstaffshouldbefamiliarwithhowtheKMCemergencymanagementsystemwillfunctionincaseofalargedisaster.Allresponseorganizationsatthe(1)Nepalministeriallevel,(2)internationallevel,(3)wardlevel,(4)publicnonprofitorganizationlevel,and(5)PrivatelevelshouldreadandbefamiliarwithKMC’sBasicPlan

• PART III: Detailed Response Roles and Responsibilities and Emergency Support Functionsliststhespecificresponsibilities,tasksandoperationalactionstocompleteeachofthespecificemergencyoperationsfunctions.Thereare15EmergencySupportFunctionsintheKMCEmergencyOperationsPlan.OneKMCDepartmentisassignedastheLeadagencyresponsibleforeachEmergencySupportFunction.Oneormoredepartmentsandotheragenciesusuallyserveinsupportrolesforresponse.FromtheEmergencySupportFunctions,eachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster.DepartmentheadsareresponsibleforannualupdatestoPartIII.

• PART IV: Plan Maintenance, Promulgation and Distribution, Exercise and Training Schedule. ThissectionshouldbeupdatedregularlytorecordallchangesthataretobemadeintheEmergencyOperationsPlan.

• Part V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities.ThisPartincludes(1)Planbackground,(2)NationalEmergencyManagementSysteminformation,(3)additionalguidelinesandproceduresforresponseoperations,(4)additionalhazardanddemographicinformation,(5)asummarizedearthquakeriskassessment(alsoseeAnnexII),and(6)additionaltechnicalcapabilities.PartVshouldbeupdatedeveryyear.

• Annex I: Emergency Support Function Matrix & Annexes. AnnexIoftheKMCEOPcontainstheEmergencySupportFunctionMatrixand15ESFAnnexesthatidentifyoneleadagencyandallrequiredsupportagenciesforeachESF.(These15ESFAnnexescorrespondwiththeEmergencySupportFunctionMatrixpresentedinPartIII.The15AnnexesarenotincludedinthefirstEmergencyOperationsPlan,Version1.3).

• Annex II: KMC Earthquake Scenario for a Magnitude 8.0 Earthquake.TheinformationintheslidesetprovidesrealisticearthquakeimpactsthatcouldstrikeKMC.PlanningfortheseimpactsisthereasonfordevelopmentofthisEOP.Theimpactinformationispostulatedforplanningpurposes.

Basis for the KMC Basic Plan

• The components of the KMC Basic Emergency Operations Plan (Basic Plan) are described in Part II.Figure1belowoutlinesthesevencomponentsdescribedintheBasicPlan.Thesecomponentsprovidetheoperatingassumptions,policies,andprocedurescommontoallKMCDepartmentsforemergencymanagementoperations.Thesecommonalitiesarederivedbycombining:(1)KMCandNepallegalauthoritiesthatpromoteemergencyresponseplanningwith(2)hazardsanddemographicdataandan(3)analysisofrisk.

• Thisplanisbasedonaworstcaseearthquakescenario.Summariesoftheearthquakeimpacts


aredescribedforplanningpurposesonly.TheearthquakeimpactsusedindevelopingtheBasicPlanarebasedondataextractedfromtheJapanInternationalCooperationAgency,2002,TheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.(SeeAnnexII:KMCTableTopEarthquakeScenarioforaMagnitude8.0Earthquake)

• ThisearthquakeimpactinformationprovidesKMCPlannerswiththebasistodevelop:(1)planningassumptionsforresponseoperations;(2)emergencymanagementpolicies;(3)andaconceptofoperationsforalargedisaster.Finally,(4)financialandadministrativeprocedures

mustbeoutlinedanddocumentedintheBasicPlanforallrespondingKMCdepartments.

ThecomponentsoftheBasicPlanarefullydescribedinPartII.ThispartoftheplandescribesallcommonproceduresforhowKMCoperatesduringanemergencysituation,especiallyforlargeandsignificantdisastersuchasanearthquake.AllKMCresponseandreliefpersonneloperateunderthesameplanningassumptions,emergencymanagementpolicies,conceptofoperations,andadministrativeandfinancialproceduresasdescribedinPartII.PartIIIprovidesadditionaldetailsofrolesandresponsibilitiesforKMCpersonnel.

Framework for the Basic Plan

• TheBasicPlanisimplementedthroughtheIncidentCommandSystemastheorganizationalstructureforoperatingduringalargedisaster,asillustratedinFigure2,below.

Figure 1. Components of the KMC Basic Plan.


ThisframeworkisbasedonKMCplanningassumptions,emergencymanagementpolicies,andcommonoperatingproceduresasdescribedintheKMCBasicEmergencyOperationsPlanContent(PartII).PoliciesandassumptionsinthisframeworkarebasedontheCentralGovernmentresponseoperationsorganizationalframework(PartV).PartIIalsodescribestheIncidentCommandSystemorganizationforoperatingduringalargedisaster.PartIIIprovidesthedetailsforKMCdepartmentalrolesandresponsibilitiesduringadisasterasdescribedintheEmergencySupportFunctionMatrix.

Figure 2. Framework for the Kathmandu Metropolitan City Emergency Operations Plan



PARTI: Introduction

PARTII: BasicPlanonHowKMCRespondstoa Disaster







PART II: Basic Plan on How KMC Responds to a Disaster

• PART II: Basic Plan on How KMC Responds to a Disaster explains KMC’sapproachtoemergencyresponseandoperations.TheBasicPlanexplainstheorganization,assumptions,policies,andoperatingprocedurestoeffectivelyrespondtoanemergencyinKMC.ThisisastandalonedocumentthatprovidescommonoperatingproceduresforeveryresponderassistingwithresponseoperationsinKMC.EverydepartmentheadandalldepartmentstaffshouldreadthispartandbecomefamiliarwithhowtheKMCemergencymanagementsystemwillrespondtoalargedisaster.Allresponseorganizationsatthe(1)Nepalministeriallevel,2)internationallevel,3)wardlevel,4)publicnonprofitorganizationlevel,and5)PrivatelevelshouldreadandbefamiliarwiththePartIIKMCBasicPlan.


2.1. Legal Authorities__________________________________________________________________

Laws for Response Operations

The Natural Calamity Relief Act 2039 (1982 AD), as amended (Act)• Inthepast20years,theNepalesegovernmenthasformulatedanumberofnaturaldisaster

preparednessplans,programs,andacts.TheNaturalCalamity(Relief )Act,of1982,whichisthemostprominent,definestheofficialdisastermanagementsystematcentral,regional,district,andlocallevels.

• TheNaturalCalamityReliefAct,2039,(1982AD),asamended(Act)isthegoverningEmergencyResponseLawforNepal.* Mostresponseoperationsareperformedbythecentralgovernment.Resourcescometo

KMCfromthecentralgovernment.* TheActdefinesthecompositionofCentralNaturalCalamityReliefCommittee(section5

oftheAct)aswellasthefunctionsanddutiesoftheCentralCommittee(section6oftheAct).

* TheActalsodefinesthecomposition,functions,anddutiesofthreeadditionalNaturalCalamityReliefCommittees-regional,district,andlocal(Section7oftheAct)

* TheActcreatestheCentralDisasterReliefFundandtheDistrictDisasterReliefFund.

• Presently,theCentralNaturalDisasterReliefCommittee(CNDRC)andtheDistrictNaturalDisasterReliefCommittee(DNDRC)arefunctionalwhiletheothertworegionalandlocalcommitteescanbeconstitutedintimesofbignaturaldisasters.

• TheMinistryofHomeAffairs,throughitsPlanningandSpecialServiceDivision,isthenationalagencyresponsiblefordisastermanagementinNepal.

• TheDisasterManagementSectionismanagedbytheJointSecretary,PlanningandSpecialServiceDivision.

• TheMinistryofHomeAffairsworksasthesecretariatoftheCNDRCwhiletheDNDRCismainlyresponsibleforcarryingoutthepost-disasteractivitiesatthedistrictlevel.

• MoredetailedinformationontheEmergencyManagementSystemofNepalispresentedinPartV,Section5.2,ofthisPlan.

Organization Chart: Nepal Disaster Management under the Natural Calamity (Relief) Act of 1982

NepalDisasterManagementundertheNaturalCalamity(Relief )Actof1982.MoredetailedinformationontheEmergencyManagementSystemforNepalispresentedinPartV,Section5.2,ofthisPlan.

Local Self Governance Act, 1999 Section96oftheLocalGovernanceActof1999stipulatesthefunctions,duties,andresponsibilitiesofmunicipalitiessuchasKMC:


Figure 3. Organization Chart

“Section 96. Functions, Duties and Power of Municipality:Inadditiontoexecutingorcausingtobeexecuted,thedecisionsanddirectionsoftheMunicipalCouncil,thefunctionsanddutiestobeperformedbytheMunicipalitymandatorilyinthemunicipalareashallbeasfollows: (i) Miscellaneous:

(7) Tocarryoutnecessaryfunctionsinmanagingandrespondingtonaturaldisasters.

National Strategy for Disaster Risk Management, 2009 (Recently Approved)Sources:EMITechnicalDocumenthttp://www.undp.org/cpr/documents/dru/proj_fact/FactsheetNepal_final.pdf

ANationalStrategyonDisasterRiskManagementforNepal:2005-2015isunderdevelopmentbytheMinistryofHomeAffairswithassistancefromNSETandsupportfromUNDP-BCPRandEuropeanCommunity.TheStrategy,currentlyundergoingreview,isdesignedtoimplementtheHyogoFrameworkofAction2005-2015,aconsensusdocumentadoptedbytheUnitedNationsWorldConferenceonDisasterRiskReduction.

TheStrategyaimsto“guide,encourage,andensuredevelopmentandimplementationoforganizedapproachesformanagingandminimizingdisasterrisksandforeffectivepreparednessatalllevels”byproviding“asuggestedstructureforDisasterRiskManagementattheNational,District(multiplecities)andMunicipallevelsofgovernmentwhichincludesthedepartmentsandagenciesthatwillmakeupthestructure”.

Alistofpriorityactionswiththeresponsibleauthorities/organizationswasalsospecifiedinthestrategy.ItalsoincludedageneralguidelineforKMCandothermunicipalitiesontheirspecificresponsibilitiesincluding,amongothers,developmentofadisasterriskmanagementplanandan


emergencyresponseplan.

FunctionsoftheDisasterRiskManagementstructureateachleveldowntothecommunityhavebeendefinedalongwithrecognitionofcommunity-basedorganizations(CBOs)andtheirrolesindisasterriskmanagement.

Presently,MinistrieshavetheirownrolesinEmergencyManagementasimplementedbyEmergencyCommitteesoftencreatedatthenationalandtheregionallevels.1However,thereiscurrentlynoEmergencyManagementSysteminplacenorhavethecommitteesinitiatedemergencymanagementactivitiesinvolvingdifferentstakeholdersincludingthoseatthemunicipalorwardlevels.2

Severalstakeholdersrepresentingcommunityorganizations,themunicipalities,nationalofficesandinternationalinitiativesalsoagreedontheneedforanintegratedEmergencyManagementSystemwhereacommonplatformforactionissharedandcoordinatingsystemsareclarified.

Additional Relevant Legislation for Nepal and KMC Emergency Management System

Thefollowinglegislativemeasuresprovidethelegalframeworkthatassignsrolesandresponsibilitiestodifferentdisastermanagemententities:1. InterimConstitutionofNepal,20072. LocalAdministrationAct,19713. HMGRulesforallocationoffunctions,secondamendment,19964. KathmanduValleyTownDevelopmentAct,20005. BuildingAct,1998orDraftBuildingCouncilAct,1994

NoadditionalinformationonthesefivelawsispresentedinthePlan.

2.2 Hazards and Demographics__________________________________________________________________

National Hazardscape

Ruggedandfragilegeophysicalstructures,steepslopes,complexgeology,variableclimaticconditions,activetectonicprocesses,unplannedsettlements,denseandincreasingpopulation,pooreconomicconditions,andalowliteracyratehavemadeNepalvulnerabletovarioustypesofnaturaldisasters.Figure4showsthegeographicallocationofRecentmajordisastersinNepal(UNNepal’sInter-AgencyDisasterResponsePreparednessPlan,2001).

Themiddlehillsaremainlypronetolandslides,whiletheflatTarairegionispronetofloodsandfire.Thus,flood,landslides,andfirearethemostfrequentnaturaldisasterscausinglossoflifeandseveredamagetopropertyinNepal.Whileearthquakesarenotfrequent,historically,Nepalhasexperiencedseveraldestructiveearthquakeswithmorethan11,000peoplekilledinfourmajorearthquakesinthepastcentury.

1 Information based on the Ministry of Home Affairs representative Mr. Iswar Regmi, during discussions held in the Emergency Management Workshop on February 7, 2008.2 Per representative from the Nepal Police.


Figure 4. Geographical Location of Recent Major Disasters in Nepal

TheKoshiFloodsinDecember2008insoutheasternNepalisthemostrecentlargescaledisasterthatrequirednationalandinternationalresponseandreliefeffortsbytheCentralNaturalDisasterReliefCommittee.

OthernaturalhazardsthatchallengeKathmanduareflooding,fire,andepidemics.SeePartVformoredetailsonnaturalhazards.

1934 Kathmandu Valley Earthquake

In1934,an8.4magnitudeearthquakestruckKathmanduValleykilling4,300people,destroying20percentofallstructures,anddamaginganother40percentoftheValley’sbuildings.InKathmanduitself,onequarterofallhomesweredestroyedalongwithanumberoftemplesinBhaktapur.

Inrecentdecades,Nepalexperiencedtwomajorearthquakes:a6.5magnitudeearthquakeintheBajhangdistrictthatkilled178peopleanddestroyedabout40,000housesanda6.6magnitudeearthquakein1988intheUdayapurdistrictthatkilled721peopleanddestroyed64,467houses.

Earthquake Hazard Assessment for KMC

FourpossiblefutureearthquakeeventsforKMChavebeenidentifiedanddescribedbytheJapanInternationalCooperationAgency,2002,The Study on Earthquake Disaster Mitigation in the Kathmandu Valley, Kingdom of Nepal.(Also,seeAnnexII)

ForthefourearthquakescenariosfromtheJICAstudy,differentearthquakeswillproducedifferentdamageresultsforKathmanduValley:

1. Repeatofthe1934Earthquakemagnitude8.4,Bihar-NepalEarthquake,KathmanduValleywouldexperiencethehighestintensitiesofallfourearthquakes(severeshakingintensity--VIII&IX--ineasternvalley).

2. Mid-NepalEarthquake(magnitude8.0,severeshakingintensity-VIII)inKathmanduValley,moderateliquefactionpotentialinsomeareasalongtheBagmatiRiver.Thisearthquakeisthe


basisfortheearthquakescenariodescribedinAnnexII.

3. NorthBagmatiEarthquake(magnitude6.0).EarthquakeclustersjustnorthoftheKathmanduValley.(moderateshakingintensity--VIorVII).Noliquefactionfromthisearthquake,belowthreshold.

4. LocalEarthquake(5.7).SevereshakingintensityIXdirectlyalongvalleyfaultlineament.Otherpartsofthevalley(moderatetosevereshakingintensity--VIIorVIII).SomeliquefactionexpectedalongtheBagmatiRiver.

Location, Physical Setting, and Population of Kathmandu3

TheKathmanduValley,whereKMClies,issituatedbetweenthelatitudesof27∞32’13”and27∞49’10”northandlongitudes85∞11’31”and85∞31’38”east.Itcoverstheareaofabout667sq.km.andconsistsoffiveMunicipalities-Kathmandu,Lalitpur,Bhaktapur,ThimiandKirtipur.Asidefromfivemunicipalities,thereare110villagedevelopmentcommitteeswithinKathmanduValley.TheelevationofKathmanduvalleyis1,350mabovemeansealevel.Thevalleyisbowl-shapedwithriversdrainingtowardsthecenterofthebasin.ThetotalpopulationofKathmanduValleyin1991was1,571,583andisexpectedtobe2,020,404in2011.

KMCcoversanareaofabout50.8sq.km.andisdividedinto35wardsofwhichtheoldcitycorecovers12wards.KMCisconsideredasahistoric,touristic,culturalandthebusinesscenterofNepal.ThetotalpopulationofKMCaccordingtothelatestcensus(2001)is671,846.Itwas421,258in1991and235,160in1981.ItshowsthatthepopulationinKMCisgrowinginanunprecedentedrate.ThepopulationgrowthrateofKMCis5.65percentin1991-2001,oneofthehighestgrowthratesamongthetownsandcitiesinNepal.Ifthepopulationgrowthratewillremainthesame,populationinKMCisexpectedtobe1,051,438by2011.MigrationhadbeenamajorcauseofhighpopulationgrowthintheKathmanduValley.EconomicopportunitiesandserviceswithintheKathmanduValleyattractpeoplefromruralareastomigratetourbancenters.

National Land-Use Management System4

Landuseregulationsanddevelopmentareafunctionofboththecityandthenationalgovernment.Large-scaleinfrastructurewithinthecityisunderthecentralgovernment’sjurisdiction.However,cityroads,solidwastemanagement,streetlighting,andsuchareoperatedandpromotedbycitygovernment.Landusemanagement,thoughnotcurrentlyexistinginanintegratedform,istheresponsibilityofthecitygovernment.Nepalhasfivedevelopmentregionsand75administrativedistricts.Thedistrictsarefurtherdividedintosmallerunitscalledmunicipalitiesandvillagedevelopmentcommittees(VDCs).Thereare3,913VDCsand58municipalitiesinthecountry.AVDCconsistsofninewardsandthemunicipalitiesarecomposedofnineto35wards.

FurtherDetailsofHazardsandDemographicscanbefoundinPartV.

3 Source: “Urbanization and Urban Planning in Kathmandu” From 2009 - Reports: Urbanization and Ur-ban Planning in Kathmandu, www.kathmandu.gov.np4 Source: EMI Disaster Risk Management City Profile - Kathmandu - Cityriskpedia, 2006


2.3 KMC Emergency Management Policies___________________________________________________________________

1. KMC will operate within the existing organizational framework of the Natural Calamity Relief Act of 1982, as well as the recently approved National Strategy for Disaster Risk Management, 2009.ThreeCentralGovernmentNaturalDisasterReliefCommitteescanbeformed-Central,Regional,andDistrict.TheCentralGovernmentcanformaLocalDisasterReliefCommitteeifneeded.Amunicipal-leveldisasterriskmanagementauthoritycanbeformedundertheNationalStrategyforDisasterRiskManagement,2009.

2. KMC will organize in coordination with the Central Natural Disaster Relief Committee or District Natural Disaster Management Committee.OnbehalfoftheKMC,theDistrictNaturalDisasterReliefCommitteewillberesponsibleforcommunicationsandcoordinationwiththeCentralNaturalDisasterReliefCommittee.

3. KMC Mayor will control all KMC assets.TheKMCMayorwilldirecttheallocationandmanagementofallKMCassets(humanresources,facility,andequipmentresources)inanywaythatisrequiredtorespondtoanemergency.TheKMCMayorwillbetheliaisontotheChiefDistrictOfficer.

4. Delegation of Authority and Appointment of a Coordinator of Emergency Management. TheKMCMayormayalsoappointthisauthoritytocontrolallKMCassets,inNo.3above,tohisdesigneeortotheCoordinatorofEmergencyManagement(PlanningTeamNote:Terminologytobedecided)aswritteninaformalDelegationofAuthoritystatementonfile.

5. The Central Government has the power to proclaim a Disaster Declaration for Kathmandu District. UnderaDisasterDeclaration,orforanyseriousemergencyaffectingtheKMCarea,theMayorwillopenanEmergencyOperationsCenterataspecifiedlocation.

6. Communication, Alert and Warning. Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailablesystems.KMC,throughtheEmergencyOperationsCenter,willbroadcastearlywarningviaradioandothermassmediacommunicationchannels.DepartmentliaisonstotheEmergencyOperationsCenterwillreportatthedesignatedtime.Departmentliaisonpersonnelwillestablishaback-uppersonnelrosterincasetheEOCoperationsistocontinueona24/7basis.

7. Opening of the Emergency Operations Center.TheEOCcanbeopenedforoperationbytheMayorofKMCforanyeventrequiringresourcecoordinationamongKMCdepartmentsandrequiringothercentralgovernmentandNGOassets.TheMayorcandelegatethisresponsibilitytotheUrbanDevelopmentDepartmentandtheDisasterManagementSection.

8. Each KMC department will designate department liaisons to be present at the KMC EOC. TheroleofthedepartmentliaisonpersonnelistomanageinformationflowfromtheirdepartmentinthefieldoperationstotheEOCandtotransmitoperationalprioritiesandotherinformationtotheirdepartmentheadsandfieldoperations.

9. KMC department roles and responsibilities for responseoperationsaredefinedbyKMCDepartmentauthoritiesandmissionsandareorganizedaccordingtotheEmergencySupportFunctionMatrixaslistedatthebeginningofPartIII:DetailedResponseRolesandResponsibilitiesandEmergencySupportFunctions.


10. Scope of Plan. ThisPlanandallitscontentsareapplicabletotheentireKMC.

11. Accessibility to the Emergency Operations Plan.PersonnelorpartnerswhohavearesponsibilityordutyforemergencyresponseoperationsshouldhaveaccesstoandbeknowledgeableabouttheEmergencyOperationsPlan.

12. Application of the Emergency Operations Plan.TheResponseOperationsConceptofOperations,thePlanningAssumptions,andtheworkingrelationshipsdescribedinthisPlanapplytoallemergencyincidentswhethertheemergencysituationsarelargeorsmall.

2.4 KMC Planning Assumptions (for a large earthquake disaster)__________________________________________________________________

1. AlargedisasterwillaffectareasoutsideoftheKMCregion.ThissituationwillrequirethecentralgovernmenttodistributesomeavailableresourcestoregionsotherthantoKMC.ThiswilllimittheflowofresourcestoKMC.

2. TheMunicipalitiesinKathmanduValley(Kathmandu,Bhaktapur,Lalitpur,MadhyapurThimi,&Kirtipur)willbeinchargeofresponseoperationsintheirrespectivejurisdictions.

3. Responseoperationscanbeforashortperiodoftime(i.e.afewdays)oruptoonemonth.

4. Initially,responseoperationswillberequiredroundtheclock,24hoursaday,7daysaweek.Initialresponseeffortsfocusonsavinglivesandstabilizingthesituation.

5. Responseoperationsphasewillchangetoarecoveryoperationsphase,requiringachangeinoperationalpriorities.

6. TheMinistryofHomeAffairsisthefocalpointforcentralgovernmentcoordinationforresponseoperations.

7. NoformalEmergencyOperationsCentercurrentlyexistsforKMC.

8. KMCwillestablishanEmergencyOperationsCentereitheratKMCCityHall,BoardHallorattwootherdesignatedlocations.

9. KMCMayorisdesignatedastheHeadoftheKMCEmergencyOperationsCenter.TheMayorwilldesignateaDeputyHead,ifneeded,dependingonthetypeandscopeofthedisaster.TheMayorwillberesponsibleforcoordinatingdepartmentpersonnelandoperationsatthewardlevel(35Wards)inKathmandu.

10.ALocalDisasterManagementCommitteewillberesponsibleforresponseoperationsattheWardlevel.

11.SuspensionofDailyGovernmentFunctions.Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationmaybesuspendedforthedurationoftheemergencyresponse.


12.KMCDepartmenteffortsandresourcesmayberedirectedtoaccomplishanemergencytask.

13.SomeGovernmentresponsepersonnelwillnotbeabletoassistinresponseoperationsduetoinjuries,limitedmovement,andfamilymatters.

14.Normalday-to-dayfunctionswillbelimitedorout.Normalcommunicationswillbeinterrupted(e.g.cellularphones).Normaltransportationwilllikewisebeinterrupted.Fuelresourceswillbelimitedornon-existent.Hospitalsmaybelimitedinoperations.Itisassumedtheairportwillbeoperationalwithin24hours.

15.ImmediateOperationalPrioritiesforKMCwillbeto:(1)Savelives,(2)Establishsecurity,lawandorder,and(3)ensurethathospitalsarefullyoperational

16.Emergencyauthoritieswilldesignateevacuationroutesandclearroadsofvehiclesandotherroadobstructions.

17.Availablefuelsupplieswillbededicatedtoresponseoperationsonly.

18.Noelectricitynetworkswillbeavailable.

2.5 KMC Concept of Operations for Response__________________________________________________________________

Emergency Operations Center (EOC) will be Organized1. KMCwillorganizeanEmergencyOperationsCenteratKMCCityHallinordertomanagethe

disasterandtomanageKMCresponseassets.KMCisintheKathmanduDistrict.TheKMCEmergencyOperationsCenterwillfunctiontosupporttheareaoftheKathmanduDistrict.

2. NoformalEmergencyOperationsCentercurrentlyexistsforKMC.SevenmembersoftheKMCresponseplanningcommitteecompletedaStudyTouroftheMakatiCity,PhilippinesEmergencyOperationsCenterinSeptember2009.TheStudyTourTeam,ledbyMr.BimalRijal,Head,UrbanDevelopmentDepartment,allowedKMCtoexperienceamature,effective,andefficientlyrunEmergencyOperationsCenterforamajorcitythreatenedbyearthquakes,typhoons,floods,andmanylocalemergencies.Thiscity-to-cityexchangewasmadepossiblebytheGermanFederalForeignOfficeandtheMakatiCityMayorandpersonnel,andEarthquakeandMegacitiesInitiative’sClusterCityProject.

3. ThepurposeoftheEmergencyOperationsCenteristo:• ProvideacentrallocationforkeyKMCdepartmentheadsandliaisonstodecisionmakers

togatherinonelocationasacentralcoordinatedbody;• DemonstratethattheKMCGovernmentisinchargeandensureacoordinateddecision-

makingprocess;• Facilitateinformationexchangeanddocumentongoingdisasterresponseoperations;• SetoperationalprioritiesforresponseattheKMCandwardlevels;• ConductdamageandneedsassessmentandprovideresultstotheDistrictDisasterRelief

Committee;• DesignatelocationformediabriefingswiththeKMC“speakingwithonevoice”;and


• Managelogisticsandresourcesforrequiredresponseoperations,andtrackdisasterfinances.

Activation of the KMC Emergency Operations Center TheMayormayactivatetheEOCifthefollowingconditionsexist:

• Thereisanimminentthreattopublicsafetyorhealthonalargescale;• Anextensivedistrictgovernmentorcentralgovernmentresponseandcoordinationwillbe

requiredtoresolveorrecoverfromtheemergencyordisasterevent;• ThedisasteraffectsmultiplewardswithinKMCthatrelyonthesamepoolofresourcesto

resolvemajoremergencyevents;or• TheKMCLocalEmergencyDeclarationOrdinanceisimplementedtocontrolthemajor

emergencyordisasterevent.

Availabilityofstaffandoperationalneedsmayalloworrequirepositionstobecombined,orpositionsnottobefilledin(i.e.responsibilitiesheldbythenexthigherposition).

Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailablesystems.

EOC Organization under the Incident Command System

4. TheEmergencyOperationsCenterwilloperateunderthefollowingIncidentCommandStructure,aspresentedbelowinFigure5:

Figure 5. KMC Emergency Operations Center Organization Chart

PositionResponsibilitiesforeachoftheboxesaresummarizedbelow.

5. TheIncidentCommandStructureisusedinternationallybydisastersmanagerssothatinternationalaidcanbedeliveredtoNepalandKathmanduinanorganizedandefficientmanner.


Responsibilities of the Chief of the Emergency Operations Center and Staff Positions6. TheChiefoftheEOCandtheChief ’sstaffwillmanagethePublicInformation,Safety,and

LiaisonFunctions,asdescribedbelow.

7. TheChiefoftheEmergencyOperationsCenterisspecificallyresponsiblefor:• Providinginformationtointernalandexternalstakeholders.• Ensuringsafeoperations.• Establishingandmaintainingliaisonwithotheragenciesparticipatingintheincident.

8. ThePublicInformationOfficerisresponsiblefor:• AdvisingHeadofEmergencyOperationsoninformationdisseminationandmedia

relations.Note:theHeadapprovesinformationthatthePIOreleases.• ObtaininginformationfromandprovidesinformationtoPlanningSection.• Obtaininginformationfromandprovidesinformationtocommunityandmedia.

9. TheSafetyOfficerisresponsiblefor:• AdvisingtheHeadofEmergencyOperationsonissuesregardingincidentsafety.• Workingwithoperationstoensuresafetyoffieldpersonnel.• Ensuringsafetyofallincidentpersonnel.

10.TheLiaisonOfficerisresponsiblefor:• AssistingtheHeadofEmergencyOperationsbyservingaspointofcontactfor

representativesfromotherresponseorganizations.• Providingbriefingstoandanswersquestionsfromsupportingorganizations.

11.TheChiefoftheEmergencyOperationsCenterwillconductthefollowingactions:• Activateand/orplaceEOCstaffonstandby• Activateemergencyforcesasnecessary• Activateand/orplacedamageassessmentteamsonstandby• EstablishcontactwithChiefDistrictOfficer(DistrictDisasterReliefCommittee)• ProclaimaLocalEmergencyandrequestassistance• Coordinatewiththeprivatesector• Establishpriorityofresponseactionsand• ProvidesituationreportstoExecutives

12.TheChiefoftheEmergencyOperationsCenterwilldelegateresponsibilitiestoassignedindividualsformanagementoftheEmergencyOperationsSection,EmergencyPlanningandIntelligenceSection,EmergencyLogisticsSection,andtheEmergencyFinance/AdministrationSections,asdescribed,inFigure6:

PositionResponsibilitiesforthefourSectionChiefsaresummarizedbelow.

Responsibilities of the Emergency Operations Section

13.ResponsibilitiesfortheOperationsSectioninclude5:a. Receive,evaluateandrespondtorequestsforassistance/resourcesb. Establishoperationalprioritiesc. ProvidefieldstatusreportstotheEmergencyPlanningSectionChiefd. Searchandrescue

5 Note: The Operations Section is the largest commitment of personnel and resources on every disaster


Figure 6. KMC Emergency Operations Center Organization Chart

e. Evacuationf. Utilities,includingelectrical,water,sewer,sanitation,andcommunicationsg. Medicalandpatienttransporth. Careandshelterofvictimsi. Environmentalhealth(hazardousmaterialsspillsandcontamination)

Responsibilities of the Emergency Planning and Intelligence Section14.ResponsibilitiesforthePlanningandIntelligenceSectioninclude:

a. Gather,analyze,evaluateanddisseminatetechnicalinformation;b. MakerecommendationstoChiefofOperations;c. Schedulestaffbriefings/relief;d. Activatedamageassessmentsystem;e. Ensuredispatchofsurveyunitsbyoperations;f. Determinestatusofutilities/transportation;g. Determineconstruction/publicworkspriorities;h. Setprioritiesforresourceprocurement;andi. DeveloptheACTIONPLANwithoperationalpriorities.

Responsibilities of the Emergency Logistics and Resource Section15.ResponsibilitiesfortheEmergencyLogisticsandResourceSectioninclude:

a. Provideeffectiveresourceandlogisticscoordinationduringanemergency;b. Providefacilities,services,personnel,equipmentandmaterialstosupportoperations;c. Maintainacurrentinventoryofallemergencyresources,includingpersonnel,vehicles,and

equipment;


d. Provideessentialservicesandlogisticalsupport;e. Assistinthetransportofsupplies,equipmentandpersonnel;f. Makepublic,contractual,andvolunteerresourcesavailable;g. Coordinatestagingareaactivities;h. Provideequipmentandcrewsasrequested;i. Coordinateandprocessrequestsforresources;j. Provideupdatedresourceinformationtoothersectionsandjurisdictions;k. Keeprecordsofresourcesrequested,committed,orexpendedinthecourseofthe

emergency;l. Coordinatewithotherdepartmentsandorganizationstoobtainrequiredresourcesand

fulfillunmetresourceneeds.Intheeventthatlocalresourcesaredepletedorcommitted,requestadditionalresourceassistancefromtheChiefDistrictOfficer.

m. Ifneeded,arrangeforessentialgoodssuchasfoodormedicinetobestockpiled.n. PeriodicallyreporttotheEOCChiefonresourcestatusandexpenditures.o. Provideresourceandlogisticsmanagement-relatedexpensestotheFinanceand

AdministrationOfficerforpotentialpost-emergencyreimbursementp. BepreparedtoprovideinformationfortheAfter-ActionReport.

ResponsibilitiesoftheEmergencyFinanceandAdministrationSection16.ResponsibilitiesfortheFinanceandAdministrationSectioninclude:

a. TheEmergencyFinanceandAdministrationSectionChief,whomaybeacityassessororsimilarofficial,isresponsibleforincidentfinancialmanagement,includingincidentfinancialactivities,documentation,costrecoveryandotheradministrativeaspects;

b. Identifyrequiredtrackingandrecord-keepingproceduresthatwillbeputinplacetoassureallemergencycostsareeasilyidentified;

c. Managefinancialaspectsoftheincident;d. Prepareallfinancialobligationdocuments;e. Manageexistingmutualaidagreements;f. Provideupdatedresourceinformationtoothersectionsandjurisdictions;g. Provideinputtoallplansforfinancialandcostanalysis;h. Providefinancialandcostanalysisinformationasrequested;i. Gatherpertinentinformationfrombriefingswithresponsibleagencies;j. Ensurepersonneltimerecordsareaccuratelycompletedaccordingtopolicy;k. Ensurethatobligationdocumentsareproperlypreparedandcompleted;l. DevelopastaffingpatternandreliefplanforEOC;m. Recruitadditionalemergencyworkers;n. Briefpersonnelonallincident-relatedfinancialissuesrequiringpost-incidentfollowup;o. Whentheincidentisover,ensurethatanyopenactionsareassignedtoappropriate

agencies/elementsforfollowup;p. Retainrecordsofincident-relatedexpensesforpotentialpost-incidentreimbursement;q. Prepareincidentcostsummaries,asneeded;r. Developgeneralpoliciesonkeepingfinancialrecords,reporting,trackingresourceneeds,

trackingsourceanduseofresources,andacquiringownershipofresources;ands. BepreparedtoprovideinputtotheAfterActionReport.

17.DesignationofEOCresponsibilitiesandassignments.TheKMCChiefoftheEmergencyOperationsCenter(i.e.Mayor)willdesignatetheabovelistedresponsibilitiesandassignments,dependingonthesituation.


2.7 Sequence of Action_____________________________________________________________________________

Thissectiondescribesincidentmanagementactionsrangingfrominitialthreatnotification,toearlycoordinationeffortstoassessanddisruptthethreat,topreparatoryactivationoftheEmergencySupportFunctions,todeploymentofresourcesinsupportofincidentresponseandrecoveryoperations.Theseactionsdonotnecessarilyoccurinsequentialorder;manymaybeundertakenconcurrentlyinresponsetosingleormultiplethreatsorincidents.

Non-Emergency Normal OperationsTheseareactionsthatareimplementedduringnon-emergencyperiodsthatwillgiveKMCandthewardsampletimetoprepareforeffectiveemergencyresponseoperations:

1. Providepublicinformationandeducationalmaterialstothepublicviamunicipalnewsletters,brochures,publicationsandweb-sitesandothermedia;

2. Develop,reviewandexerciseemergencyoperationsplansanditsstandardoperatingprocedures;3. Assuretheviabilityandaccuracyofemergencycontactlists,resourcelistsandemergency

contracts;and4. Update,review,andmaintaintheEmergencyOperationsPlan(EOP.

Pre-Incident ActionsTheseareactionsthatareimplementediftheEmergencyManagerreceivesnoticeofapotentialemergencyfromtheMinistryofHomeAffairs,theMetropolitanWeatherServiceorotherreliablesources.

1. BrieftheMayoranddepartmentheadsoftheimpendingsituation.2. AlertemergencyresponsepersonnelanddevelopastaffingpatternfortheEmergency

OperationsCenter.3. PreparetheEmergencyOperationsCenter,asnecessary.4. Determineanyprotectiveactionmeasuresthatneedtobeimplementedinpreparationforthe

situation.• Communicationalertandwarning;• Publichealthandsafety;• Responderhealthandsafety;• Propertyprotection;• PossiblepartialactivationoftheEOC;and• Short-termtrainingofresponsepersonnel.

Response Actions and Short-term Recovery Actions

Response Actions

Takethefollowingactionstopreservelife,property,theenvironment,andthesocial,economic,andpoliticalstructureofthecommunity:

1. Lawenforcementandsecurity;2. Protectionofresponderhealthandsafety;3. Fireresponse;4. Emergencymedicalservices;5. Evacuations;


6. Actionstominimizeadditionaldamage;7. Urbansearchandrescue;8. Publichealthandmedicalservices;9. Distributionofemergencysupplies;10.Debrisclearance,(cleartosideofroads.removalanddisposalisarecoveryoperation);11.Protectionandrestorationofcriticalinfrastructure;12.Identificationofsheltersites(temporaryhousingisarecoveryoperation)13.Managementofvolunteers,inter-institutionalcoordination;14.Deadbodymanagement(identificationandstorage)15.Disseminationofpublicinformation;and16.Coordinationwithmajormediaoutlets.

• Someissuestoconsideratthispointintheincidentare:

1. Dailyfunctionsofthegovernmentthatdonotcontributedirectlytotheemergencyoperationmaybesuspendedforthedurationoftheemergencyresponse.

2. Effortsandresourcesmayberedirectedtoaccomplishanemergencytask.3. Implementevacuationorders,asneeded.4. Openandstaffemergencyshelters,asneeded.

Onceimmediateresponsemissionsandlife-savingactivitiesconclude,theemphasisshiftsfromresponsetoreliefandrecoveryoperations,andifapplicable,hazardmitigation.

Relief and Recovery Actions Theseactionsoccuraftertheinitialresponsehasbeencompleted.Theseactionsshouldassistindividualsandwardstoreturntoanormalstateinaslittletimeaspossible.Duringtherecoveryperiod,thefollowingactionsneedtobeimplemented:

1. CompleteaninitialdamageassessmentandsubmitareporttotheDistrictDisasterReliefCommittee.Theinitialdamageassessmentfollowsthepreliminarydamageassessmentwithin24to-48hours.

2. Assesslocalinfrastructuresanddetermineviabilityforre-entryofresidents.3. Beginimmediaterepairstoelectric,waterandsewerlinesandstations.4. Cleanupandrestorepublicfacilities,businesses,andresidences;5. Re-establishnaturalhabitatsandpreventsubsequentdamagetonaturalresources;6. Establishalong-termrecoverycommitteetofocusonrecoveryproblems,shortfalls,issues,and

solutionstobeimplementedwithinthree-to-sixmonthtimeframe.7. Protectculturalorarcheologicalsitesduringrecoveryoperations.8. OpenaJointFieldOffice(JFO)toassistthoseimpactedbythedisasteriftheeventisdeclared

adisaster.TheJFOisthecentralcoordinationpointamongcentral,regional,districtandlocalagenciesandvoluntaryorganizationsfordeliveringavailablerecoveryassistanceprogramstothepeopleandbusinesses.

Mitigation Actions as part of the Recovery OperationsMitigationplanningshouldbeundertakenbytheEmergencyPlanningandIntelligenceSection.Asaresultofanymajordisaster,thefollowingsuggestedplanningactionsshouldbeundertakentoreduceoreliminatelong-termrisktopeopleandpropertyfromhazardsandtheirsideeffects.Duringthemitigationplanningprocess,theseissuesneedtobeaddressed:

1. Reviewexistingmitigationplanandupdateasnecessaryanymitigationactionsthatcouldbeof


assistanceinpreventingsimilarimpactsforfuturedisasters.2. Seekanddevelopmitigationgrantprojectstoassistinareasmostatrisk.3. Implementmitigationmeasuresinrebuildinginfrastructuredamagedinadisaster.4. Grantprogramsforlossreductionmeasures(ifavailable);5. Contractwithlossreductionbuilding-scienceexpertise;6. CoordinateallCentralNaturalDisasterReliefCommitteemitigationprograms;7. Conductfloodrecoverymappingtopermitexpeditedandaccurateimplementationofboth

recoveryandmitigationprograms;8. Considerpredictivemodelingtounderstandriskandsubsequently,protectcriticalassets;9. Conductearlydocumentationoflossesthathavebeenavoidedbecauseofprevioushazard

mitigationmeasures;10.Undertakecommunityeducationandoutreachtofosterlossreductionactivities;and11.Establishacomprehensivedatabaseforearthquakemitigationprojects.

Additional Direction and ControlAsKMCadoptstheEOPfullyintoitsprocessesandfunctions,newemergencymanagementprioritiesmayneedtobefurtherdevelopedinthesucceedingversionsofandimprovementsinthePlan.Theseemergencymanagementprioritiesarelistedbelow.

1. AlertandWarning• Communication,AlertandWarningwillbeprovidedtothepublicthroughallavailable

systems.• IdentifywhoisinresponsibleforAlertandWarningofimpendinghazardsorincident,such

asflood,orepidemic?• IdentifywhowillcommunicatethemessageviaMetroFMandKMCPolice.

2. CommunicationsSystemsWhatcommunicationssystemsareavailable,whomanagesthem,andwhatarethecommunicationsprotocols?

3. ReportsandReporting

4. DamageAssessments

5. EmergencyPublicInformation

6. TrainingandPublicEducation

7. LiabilityCoverage



PARTI: Introduction


PARTIII: ResponseRolesandResponsibilitiesand EmergencySupportFunctions






PART III: Response Roles and Responsibilities and Emergency Support Functions

• PART III: Response Roles and Responsibilities and Emergency Support Functionsfocusonlistingthespecificresponsibilities,tasksandoperationalactionsforeachspecificemergencyoperationsfunction.Thereare15EmergencySupportFunctionsintheKMCEmergencyOperationsPlan.OneKMCDepartmentisassignedastheleaddepartmentforeachEmergencySupportFunction.OneormoreDepartmentsandotheragenciesusuallyserveinsupportrolesforresponse.BasedontheEmergencySupportFunctions,eachKMCdepartmentheadcandefineandexercisedepartmentstaffrolesinadisaster.DepartmentheadsareresponsibleforannualupdatesforPartIII.


3.1 Emergency Management Responsibilities for Kathmandu Metropolitan City___________________________________________________________________

IntroductionThisEmergencyOperationsPlanworksonthepremisethatemergencyservicesorganizationsandoperationsarestructuredaroundexistingconstitutionalgovernment.ThissectiondescribesKMC’sorganizationalstructure,rolesandfunctionsforemergencymanagement.EachrespondingKMCdepartmentthathasaprimaryorsupportroleisdescribedintheEmergencySupportFunctionmatrixbelow.Districtandcentralgovernmentemergencyresponserolesarealsosummarized.KMCcanalsoaddtotheESFmatrixtherolesofsupportingandcooperatingagencies.

PartIIIissupplementedbytheEmergencySupportFunctionAnnexeswhichincludedetailsonspecificagencyresponsibilities(AnnexI).TakenotethatthismatrixstillneedstobecompletedinthesucceedingversionsofthePlan.

Asuccessfulcityemergencymanagementprograminvolveslocalgovernmentofficials,localgovernmentdepartments,privatesectorandnon-profitorganizations.Theirrolesaresummarizedinthefollowingdiscussions.

Responsibilites of Elected Representatives (Mayor, Board, Council) • Protectthelivesandpropertyofcitizens;• EstablishtheKMCDisasterManagementSectionwithinthegovernmentandestablishthe

EmergencyManagementSystem;• AppointtheKMCEmergencyManagementChief;and• AdoptandpromulgatetheEmergencyOperationsPlan(EOP.• DevelopandimplementadisastercommunicationsstrategyaspartofEmergencySupport

FunctionNo.15,Externalaffairsfordealingwithcentralgovernment,wardleaders,privateindustry,andnongovernmentalorganizations.

Responsibilities of Head of Emergency Management (Disaster Management Section)• Foreachemergencyevent,largeorsmall,collectinformationaboutthesituationinorderto:

(1)providewarningsandinformationtothepopulation,(2)determinetheneedtoevacuateendangeredareasand(3)determinetheneedtoopentheEmergencyOperationsCenterorbegindisasterresponseoperations;

• ExercisedirectionandcontrolfromtheEmergencyOperationsCenterduringdisasteroperations;and

• HoldoverallresponsibilityformaintainingandupdatingtheEmergencyOperationsPlan.Note:Positionmaybeheldbyanelectedofficialorpoliticalfigure.

Responsibilities of Coordinator of Emergency Management• EnsurethatKMCEmergencyOperationsCenterisalwaysready,incaseadisasterstrikes;• DevelopandmaintaintheEmergencyOperationsPlan;• AssumecertaindutiesintheabsenceoftheHeadofEmergencyManagement;and• EnsurethattheEOPisreviewed,revisedandadoptedeverytwoyears.

Responsibilities of KMC Departments and Divisions• DevelopandmaintaindetailedplansandStandardOperatingProcedures(SOPs)relativeto

primaryandsupportrolesasidentifiedintheEmergencySupportFunctionMatrix(AnnexI);• Identifysourcesofemergencysupplies,equipment,andtransportation;


• Negotiateandmaintainmutualaidagreementsforemergencyresponse,whichareidentifiedintheplan;

• Maintainrecordsofdisaster-relatedexpendituresandappropriatedocumentation;• Protectandpreserverecordsessentialforthecontinuityofgovernment;and• Establishandmaintainlistofsuccessionofkeyemergencypersonnel.

Departmental Roles Identified by Emergency Support Functions (ESFs)AnESFisagroupingofgovernmentandcertainprivate-sectorcapabilitiesintoanorganizationalstructuretoprovideemergencyservices.AssignedpersonnelfromKMCdepartmentsundertaketherolesandfunctionsoutlinedintheEmergencySupportFunctionsascoordinators,primaryresponseagencies,supportagencies,orasrequiredtosupportincidentmanagementactivities.TheresponsibilitiesofESFsareto:

• DevelopandmaintaindetailedplansandStandardOperatingProcedurestosupporttheiremergencyresponsefunctionalrequirementsaslistedintheESFMatrix;

• Identifysourcesofemergencysupplies,equipment,andtransportation;• Maintainaccuraterecordsofdisaster-relatedexpenditureanddocumentation;• Safeguardrecordsessentialforthecontinuityofgovernment;and• Establishalineofsuccessionsforkeyemergencypersonnel.

Emergency Support Function (ESF) Matrix

TheKMCdepartmentswillmanagealargedisasterbyassigningKMCdepartmentheadsandstaffunder15functionsthatariseduringmajordisasters.These15functionsarecalledEmergencySupportFunctionsorESFs.EachESFisledbyoneKMCDepartmentorwiththeChiefDistrictOfficerinchargeoftheDistrictNaturalDisasterReliefCommittee,composedofCentralGovernmentrepresentatives.

Table 1. Emergency Support Function Martrix.

ESF No.

Emergency Sup-port Function NAME

PRIMARY CITY DEPARTMENT (LEAD PLAN-NING ROLE)


CENTRAL GOVERNMENT SUPPORT MINISTRIES

NON GOVERNMEN-TAL SUPPORT ORGA-NIZATIONS


Environmental Division



2. Communica-tions

Admin Dept., Infor-mation & Commu-nications Division

Metro F.M. radio

Enforcement Divi-sion (KMC Police)

Chief District Officer and District Disaster Relief Committee supported by the Ministry of Communica-tions & Ministry of Physical Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom companies,


Public Works De-partment

Administrative Dept., Environ-mental Division


FCAN


ESF No.









5. Emergency Management and Information Management

Disaster Manage-ment Section



FNCCI, UNOCHA, NSET, Media

6. Mass Care, Housing and Human Services

Social Welfare Divi-sion

Admin Dept., UDD, Social Welfare Division, Enforcement Divi-sion (KMC Police)

MoHA, District Disaster Relief Committee with DUDBC support, Kathman-du District Health Office

Red Cross, FNCCI, INGO, NGOs, CBOs, Local Clubs, NSET, UNOCHA

UNHCR, other interna-tional agencies

7. Resource Sup-port

Financial Manage-ment Department





Public Health Divi-sion

Account Division Hospitals, MOHA, Dept of Health, District Health Of-fice, CDRC





Mechanical Sec-tion, Environmen-tal Division


International Rescue (INSARAG)

10. Oil and Hazard-ous Materials Response


Disaster Manage-ment Section, Environmental Division, Admin. Dept., Information and Communica-tion Division

Nepal Army, Nepal Oil Corporation, Nepal Elec-tricity Authority




Public Health De-partment, Environ-mental Division, Social Welfare Division


FAO, UNDP, IUCN, WFP and other ag-ricultural NGOs and INGOs



Admin. Dept., Pub-lic Works Depart-ment




ESF No.







Enforcement Divi-sion

Admin. Dept.,, Social Welfare Division

MOHA, Nepal Armed Forc-es for search and rescue


14. Long-term Community Recovery and Mitigation (strong planning capacity)


UDD, Admin. Dept., Public Works Depart-ment



15. External Affairs International Rela-tion Secretariat

CEO Office MOHA , Ministry of Foreign Affairs, PM Office

Embassy, DDRC, CDRC

ESF No.6, Mass Care: At the district level, the District Natural Disaster Relief Committee (DNDRC) is the active agency for coordinating relief support. This committee, chaired by the Chief District Officer, consists of representatives from public sector organizations, such as the District Health Office, the Nepal Red Cross Society, and similar agencies. DDRC is responsible for

coordinating the district level relief efforts, including medical support and distribution of food and other essential supplies.

ESF General Description of Purpose and Scope of Responsibilities

ThegeneraldescriptionofthepurposeandscopeofresponsibilitiesforeachoftheEmergencySupportFunctionsisprovidedinAnnexI.

3.2 Preparedness Responsibilities of the KMC Disaster Management Section_____________________________________________________________________________

• CoordinationRole:Establishandmaintaincoordinationwithotherjurisdictions,localofficials,privatesectorresponders,voluntaryandnongovernmentorganizations

• OperationsCenterEstablished:EstablishacontrolroomorEOCdefinefunctions,space,equipmentandstaffingneedsandidentifyresourcestomeetthoseneeds.

• EstablishCommandandControlStructure:Determinewhoisinchargeandcreateasystemforcommunicatinginformationaboutthesituation,needs,andorderstoandfromtheauthorities.

• EstablishResponsibilitiesandLinesofAuthority:Establishclearlinesofauthorityandassignmentsofresponsibilities.

• StandardOperatingProceduresforOperatingtheEmergencyOperationsCenter:DevelopSOPsandchecklistsofdutiesandfunctionsfortheEmergencyOperationsCenter

• EstablishaDisasterInformationTrackingSystemfortheEmergencyOperationsCenter.

• PrepareandTrainStaff:PreparestafftocarryoutEmergencyOperationsCenterfunctionsandduties.Buildcapabilitytorespondandcoordinateoperationseffectivelythroughtraininganddrills.


• TestProcedures:Develop,test,andoperatemechanismsandsystemsfordirecting,organizingandcoordinatingmulti-departmentresponse,relief,andrecoveryoperations

3.3 Organizational Relationship of the KMC Disaster Management Section within KMC__________________________________________________________________

• UnderthenewKMCNewOrganizationChart,2009,Figure7,theUrbanDevelopmentDepartmenthasbeenupdatedtoincludetheDisasterManagementSection,highlightedinyellow.

Figure 7. Organization Chart for Kathmandu Metropolitan CityShowing City Development Administration and Disaster Management Section.

Metropolitan Council

Metropolitan City

Account & Other Committee

Mayor

International Relation Secretariat

Executive Officer

Deputy Mayor

Administration and Organizational Dev.

Department

Economic Management Department

Public Health & Social Development Department

Physical Development & Construction

Department

Urban Development Department

Environment Management Department

Departments - 6Divisions - 15Sections - 33

Administration Division

Revenue Division Public Health Division

1. HRD & Personnel Management Section

2. Internal Administra-tion Section

3. Store Section

4. Vital Registration Section

1. Revenue Planning & Monitoring Section2. Revenue Collection Section

1. Urban Health Promotion Section

2. Food & Quality Monitoring Section

Law Division

1. Litigation Section

2. Misil Section

Enforcement Division

1. Monitoring & Contol Section

2. Work Management Section

Information & Documentation

Division

1. Media Section

2. Information Technology & Docu-mentation Section

Account & Budgeting Division

1. Account & Budgeting Control Section

2. Account Allocation Control Section

1. Internal Audit Section

Social Welfare & Cultural Division

1. Cultural Conservation & Tourism Section

2. Community Development & Social Welfare Section

3. Education & Sports Section

Public Infrastructure Development

Division

1. Design Section

2. Water Supply, Sewerage & Electricity Section

Building & Heritage Division

1. Building & Maintenance Section

2. Heritage Conservation Section

Road & Traffic Management

Division

1. Physical Development & Construction Administration Section


1. Building Permit Section

2. Land Use Planning Section

Policy Planning & Monitoring

Division

1. Urban Develop-ment Administra-tion & Disaster Management Section

2. Geographical Information System Section

Environment Division

1. Solid Waste Management Section

2. Land Fill Management Section

3. Park & Greenery Promotion Section

4. Mechanical Section

Environment Administra-tion Division


3.4 KMC Reporting Relationships to the Local Disaster Relief Committee___________________________________________________________________

Functions and Duties of the Local Disaster Relief CommitteeUnderSection9a.oftheNaturalCalamity(Relief )Act,2039(1982A.D.),theLocalNaturalDisasterReliefCommitteeisresponsibleforthefollowingfunctions:

1. Damage Assessment.TopreparedetaileddescriptionofthelosscausedbynaturalcalamityandtosubmittotheDistrictCommitteetheestimationofmeansandresourcesrequiredforthereliefandrehabilitationofthevictimsofnaturalcalamity.(reference:EmergencySupportFunctionNo.3,PublicWorksandInfrastructure).

2. Mass Care.Toorganizevolunteers’teamstosystematicallydistributereliefgoods(i.e.incashandinkind)receivedtothefamiliesofthevictimsofNaturalCalamity(reference:ESFNo.6,MassCare).

3. Emergency Medical Services, Triage. Tomakenecessaryarrangementtotaketheinjuredtothenearesthospitalsandhealthpostsassoonaspossible(ESFNo.8PublicHealthandMedicalServices,DepartmentofPublicHealth).

4. Evacuation. Tomakearrangementfortheevacuationofthevictimsofnaturalcalamitytoasafeplace.(ESFNo.13PublicHealthandSafety,KathmanduMetropolitanCity,AdministrativeDepartment,EnforcementDivision)

5. Finances.TohandoverthegoodsandcashandtheaccountstotheDistrictCommitteeuponcompletionofNaturalCalamityReliefWork.(ESFNo.7,ResourcesSupport,KathmanduMetropolitanCity,AdministrativeDepartment,AccountDivision)

KMC Department Common Activation and Reporting Procedures

Attheonsetofanydisaster,alldepartmentsaretofollowthesecommonactivationandreportingprocedures:

1. AlertPersonnel.AlertpersonneltoreporttotheEmergencyOperationsCenter,reviewplans,andassistincoordinatingresponseandrecovery;

2. BeginRecordKeeping.Beginkeepingrecordofexpensesandcontinueforthedurationoftheemergency;

3. FollowProcurementRules.Followprocurementrulesforspendingmoney;

4. DamageAssessment.Assistinassessingthedegreeofdamageofthecommunity.Preparetomakeaninitialdamageassessment(IDA);

5. CollectandReportDisasterInformation;and

6. ActivateResources.Activatethenecessaryequipmentandresourcestoaddresstheemergency.


3.5 KMC Information Tracking and Reporting Procedures_____________________________________________________________________________• ESFNo.5,EmergencyManagementandInformation,ESFNo.2Communicationsand

Information,andESFNo.15PublicInformation,areinchargeofinformationtrackingandreporting.InformationfromallresponderswithinKMCwillberecordedandcommunicatedtotheEmergencyOperationsCenter.

1. CoordinateDamageReportstotheLocalCommitteeandDistrictCommittee,(ESFNo.5,DisasterManagementSectionofUrbanDevelopmentDepartment)

2. RestoreTechnicalCommunicationsLines(ESFNo.2,AdministrativeDepartment.,

InformationandCommunicationsDivision,AdministrativeDepartment,and

3. CommunicatetothePublicthroughOfficialChannels(ESFNo.15,CEOOffice)

3.6 Central Government Support Role__________________________________________________________________

• TheMinistryofHomeAffairsisthefocalpointformanagingthecentralgovernment’scriticalsupportorganizationsandtheirroles.

• TheCentralNaturalDisasterCoordinatingCommitteeisthedecisionmakingauthorityforthecentralgovernmentresponseandreliefoperations.

• TheCentralNaturalDisasterCoordinatingCommitteewillcoordinatewiththeDistrictNaturalDisasterCoordinatingCommittee.

• TheCentralGovernmentwillcoordinateUNagencies’andforeigngovernments’responseandreliefaidtotheKMCgovernment.

• TheDistrictNaturalDisasterCoordinatingCommitteewillplaythecoordinatingrolebetweenKMCandthecentralgovernmentresourcesandministries.

• TheNepalArmyandthePolicewillplayakeysupportroletoallemergencyresponseoperationsbyprovidingrequestedpersonnelandresourcestostabilizethesituation.

• KMCdepartmentswillgainaccesstoNepalArmyandpoliceresourcesthroughtheChiefDistrictOfficerandtheDistrictDisasterReliefCommittee.


3.7 International Organizations Support Roles (United Nations)___________________________________________________________________

United Nations Development Programme (UNDP) Emergency Management Structure for Nepal• TheUNDPsupportsadisasterriskreductionprogramfortheKathmanduDistrictthatfocused

onthenationalministeriallevel.Thereareatotalof1,400UNemployeesinNepal.

• UNDPhasdevelopedadetailedclustermatrixfortheKoshiFloodResponseandRecoveryoperationswithcontactdetailssuchasphonenumbers.TheclustermatrixistitledCluster/SectorLeadinEmergencyResponsebasedinKathmandu.TheclustermatrixmatchesCentralDisasterReliefCommitteeMinistrieswithSector/ClusterLeadAgenciesfromtheUN,tosupporttheCentralDisasterReliefCommitteeLead.ThishandoutwasproducedbytheOCHAKathmandu,dated17-Dec-2008.

• TheUNhasEmergencySupportFunctionsorganizedintoeleven(11)“clusters”.Theseclustersaresimilarbutnotexactlyparallelwiththe15ESFsproposedforKMC.TheclustersareinparallelwithexistingUNprogramareasmanagedbyWFP,FAO,UNICEF,WHO,OHCHR,UNHABITAT,IOM,UNDP.ThisfunctionalclusterorganizationwasdeployedfortheKoshiFloodDisasterinsouthernNepalandNortheasternIndiain2008.

• TheUNResponseandRecoveryClustersaredesignatedbelow:1. FoodSecurity(WFP),2. Nutrition(UNICEF),3. Health(WHO),4. WaterandSanitation(UNICEF),

Figure 8. Organization of Disaster Relief Committees of the Central GovernmentKMC interacts with the District Disaster Relief Committee and the Local Disaster Relief Committee.


5. Education(UNICEF),6. Protection/ChildProtection(OHCHR&UNICEF),7. Shelter(UNHABITAT),8. SitePlanning&CampManagementTaskForce(IOM),9. EarlyRecovery(UNDP),10.Logistics(WFP),and11.EmergencyCommunications(WFP).

• TheUNDPisneitherworkingdirectlywithanyoneatKMCnorwithanyofthewardsatthelocallevel.TheUNDPisworkingwiththenationalMinistriesondisastermanagementnamely,withMOHA.However,UNDPandMOHAhavenodirectemergencyresponseplanningprogram.

• UNDPencouragedKMCtoworkatthewardlevelsinceUNDPhasnoinitiativesbeingundertakenatthislevel.ThereisalsoagrowinginterestsamongdevelopmentorganizationssuchastheUNtoputinplacesystemsandprocessesforemergencyresponseoperationsatthecityandwardlevel.

• ThereexistsanUNNepal’sinter-AgencyDisasterResponsePreparednessPlandevelopedbytheUNDisasterManagementTeam,Kathmandu,Nepal,September2001.

3.8 Additional Resources Support to KMC__________________________________________________________________

Certified Search and Rescue Personnel

KMChastrainedandcertified27ArmyandPolicepersonnelinsearchandrescuetechniques.

Citizen Disaster Volunteer Teams• KMChascitizenvolunteerteams,availabletoassistinemergencypreparedness,responseand

recovery.

• Thecitizenvolunteerteamsinclude:1. Sixty(60)personstrainedinsearchandrescue2. Warddisasterprograms3. Volunteerswithpoliceserviceandfirecorps

• KMCcitizenvolunteerteamsareresponsiblefor:1. Developingandmaintaininglistsoftrainedcitizenvolunteers;2. ProvidinginitialresponsetoeventsasrequestedbytheHeadofEmergencyManagement;

and;3. AssistinginadditionalemergencyresponseactivitiesasrequestedbytheHeadofEmergency

Management.


3.9 Private Sector Role in Disasters___________________________________________________________________

Theprivatesectormaytakeanumberofroleswhichmayinclude:

• Privateownersofcriticalinfrastructure(eitherafacilitythatcouldbeseriouslyaffectedbyadisaster);

• Aresponseorganization(e.g.privateambulanceservices,environmentalclean-upservices);

• Aregulatedorresponsibleparty:owneroperatorsofcertainregulatedfacilitiesmayhaveresponsibilityunderlawtoprepareforandpreventincidentsfromoccurring;or

• ProvideresourcestoKMCdepartmentsduringresources,suchasvehicles,bulldozers,andhighfrequencyradios.

Theprivatesectorhastheresponsibilityto:

• Planforpersonalandbusinessdisasterpreparedness,mitigation,responseandrecovery;

• Haveknowledgeoflocalemergencyresponseplansandprocedures;and

• ImplementpreventiveandmitigatingactionsasrequestedorrequiredbytheEmergencyManager.




PARTI: Introduction



PARTIV: PlanMaintenance,Promulgation& Distribution,Exercise&TrainingSchedule





PART IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule

• Part IV: Plan Maintenance, Promulgation & Distribution, Exercise & Training Schedule.ThissectionshouldbeupdatedregularlytorecordallchangesinvolvedduringthehistoryofthisEOP.


4.1 Plan Development and Maintenance Schedule___________________________________________________________________

Plan Maintenance Scheduled Update Every Two Years

• Everytwoyears,KMCshallconductacomprehensivereviewandrevisionofitsEmergencyOperationsPlantoensuretheplanremainscurrent,andtherevisedplanshallbeadoptedformally.

• SuchreviewshallalsobecertifiedinwritingbytheDisasterManagementSectionandtheChiefExecutiveOfficerandeachdepartmenthead.

• DraftinganemergencyplanisaKMCeffortandreliesheavilyoncityadministratorsandexpertstoprovidecomprehensiveguidanceonhazardanalysis,exercisedesign,evacuationplanning,emergencyresponse,recovery,emergencypreparedness,andeducationalawareness.

ThePlanshouldbereviewedbytheexistingProjectPlanningTeam,listedbelowinPartV.

Continued Plan Development on Annual Basis

• TheCoordinatorofEmergencyManagementwillupdatetheEmergencyOperationsPlanannually.Thecoordinatorwillcoordinatewitheachemergencyresourceorganizationandassurethedevelopmentandmaintenanceofanappropriateemergencyresponsecapability.

• ThePlanshouldbereviewedandimprovedthroughouttheyear2010tomeetKMC’srequirements.

• ItistheresponsibilityoftheEmergencyManagementCoordinatortoassurethattheplanistestedandexercisedonascheduledbasis.

Revision of Plan Required with New Nepal Constitution, 2010

• KMCshouldrevisetheEmergencyOperationsPlanin2010inordertoincorporaterelevantfindingfromfirst,thenewNepalConstitution,2010andsecond,theNationalStrategyonDisasterRiskManagementforNepal:2005-2015.


4.2 Promulgation Document (Sample Format)_____________________________________________________________________________Thepromulgationdocumentputstheplan“inforce”.Itofficiallyannouncestheplanandmakesitofficialasapublicdocument;givingbothauthorityandresponsibilitytothoseorganizationsidentifiedwithinittoperformtheirgiventasks.Itshoulddescribetheprocessandresponsibilitiesforthosetaskedwithidentifying,preparingandmaintainingstandardoperatingproceduresthatexplain“how”thetaskswillbecompleted.Itshouldalsocommitthoseorganizationstaskedtotrainandexerciseasappropriatetosuccessfullyimplementtheplan.

PromulgationoftheKathmanduMetropolitanCityEmergencyOperationsPlan

SAMPLE FORMAT

Byvirtueoftheauthorityvestedinmebyauthorizingpolicy/regulationasMayorofKathmanduMetropolitanCityandastheadministratorultimatelyresponsibleforemergencymanagementofKathmanduMetropolitanCity.IherebypromulgateandissuetheKathmanduMetropolitanCityEmergencyOperationsPlan(“thePlan”)dated[providedate].ThePlanprovidesforKathmanduMetropolitanCityresponsetoemergenciesanddisastersinordertosavelives;protectpublichealth,safety,andproperty;restoreessentialservices;andenableandassisteconomicrecovery.

ThePlancomplieswiththeKMCEmergencyManagementLawandisconsistentwiththeNaturalCalamityActof1982asimplementedintheCentralGovernmentResponsePlanadoptedin1982.

TheKMCHeadofEmergencyManagement,onbehalfoftheKMCAdministration,isherebyauthorizedtoactivatetheKMCEmergencyOperationsCenter(“EOC”)inordertodirectandcontrolKMCemergencyoperations.

OpeningoftheEOCshallconstituteimplementationofthePlan.

Furthermore,theKMC Head of Emergency Managementisherebyauthorized,incoordinationwiththeCity Department Heads,toamendthePlanasnecessarytoensurethecontinuedhealthandsafetyoftheresidentsandpropertyoftheKMC.

AssignedinthePlan,theheadofeachdesignatedKMCdepartmentshallappointaleadandatleastonealternateforthedepartment.EachdepartmentleadwillbeassignedtotheEmergencyOperationsCenterandhaveauthoritytomakedecisionsonbehalfoftheDepartmenttodirectresourceswiththeintenttosavelives,reducefurtherinjuries,andprotectproperty.

ThisPromulgationshallbeeffectiveuponitssigningandshallremaininfullforceandeffectuntilamendedorrescindedbyfurtherpromulgation.

GivenundermyhandandundertheSealoftheKathmanduMetropolitanCity,thisdatedayofMonthYear.

Mayor and Chief Executive Officer, Kathmandu Metropolitan City:

Attest:

Witness:


4.3 Approval & Implementation Document (Sample Format)__________________________________________________________________

Thisdocumentintroducestheplan,outlinesitsapplicability,andindicatesthatitsupersedesallpreviousplans.Itmustincludeadateandbesignedbytheseniorelectedofficial(s).

ResolutionEmergencyOperationsPlan

SAMPLE FORMAT

WHEREAStheGoverningCouncilofKathmanduMetropolitanCityrecognizestheneedtopreparefor,respondto,andrecoverfromnaturalandmanmadedisasters;and

WHEREASKathmanduMetropolitanCityhasaresponsibilitytoprovideforthesafetyandwell-beingofitscitizensandvisitors;and

WHEREASKathmanduMetropolitanCityhasestablishedandappointedaHeadofEmergencyManagement.

NOW,THEREFORE,BEITRESOLVEDbytheMayor,KathmanduMetropolitanCity,thisEmergencyOperationsPlanasrevisedisofficiallyadopted,and

ITISFUTHERRESOLVEDANDORDEREDthattheHeadofEmergencyManagement,orhis/herdesignee,istaskedandauthorizedtomaintainandreviseasnecessarythisdocumentoverthenexttwo(2)yearperiodoruntilsuchtimebeorderedtocomebeforethiscouncil.

________________________________________________Chairman,KathmanduMetropolitanCityGoverningCouncilMayor,CityCouncil

ATTEST:

_____________________________LegalOfficer

Adoptedthis___dayof____________________20##


4.4 Record of Changes Document___________________________________________________________________

Allupdatestothisdocumentmustbetrackedandrecordedonthefollowingform.

Table 2. Record of Changes

Change Num-ber or Version Number

Date of Change

Page or Section Changed

Summary of Change Name of Person Authorizing Change

Version 1.0 03.11.09 First draft First Draft Version presented to KMC & planning officials as an exercise.

Jim Buika, EMI

Version 1.1 09.03.09 Second Draft Full Plan completed, Additional Concept of Operations for Emergency Operations Center discussed on Sept 24 training with KMC Planners

Jim Buika, EMI

Version 1.2 11.14.09 Third Draft Basic Plan incorporates Incident Command System organization chart for the Emergency Opera-tions Center Emergency Opera-tions Plan organized into Parts I – V ESF Maxtrix, version 2

KMC Planning Team input Jim Buika, EMI

Version 1.3 Dec 17 + 18, 2009.

Fourth Draft Changes completed from meeting with Selected Planning Officials at NSET. This version was provided to the DKKV funding institution.

Additional changes to ESF Matrix finalized by KMC Planning Com-mittee by Dec. 31, 2009

KMC Planning Team input to Jim Buika, EMI

5

6

7

8

9


4.5 Record of Distribution Document_____________________________________________________________________________

Therecordofdistributioncanbeusedtoprovethatthosetaskedwithintheplanhaveacknowledgedreceipt,reviewedandacceptedtheplan.Distributiontothepubliccanalsobelisted,butthepublicplanshouldnotincludeanysensitiveorpersonalinformation.

Table 3. Record of Distribution

Group Agency/Department Title of Recipient How Distributed (elec-tronic or hard-copy)


4.6 Exercise and Training Schedule for Emergency Operations Plan__________________________________________________________________

Exercise Schedule

• AtabletopexerciseoftheEmergencyOperationsPlanwillbeheldtwiceayear;afunctionaldrillforsomeportionsoftheplanwillbeheldonceayear;andafull-scaleexercisewillbeheldannually.Theseexercisesordrillscanbedoneinconjunctionwithotherscheduledinternationalorministryexercisesordrills,suchastheInternationalSearchandRescueAdvisoryGroupexerciseinApril2009orthePACOMexerciseinSeptember2009.

• Thecoordinatorwillmaintainthescheduleandassurethattheappropriateresourcesareavailabletocompletetheseactivities.

• Aftereachdrill,anafter-actionreviewwilltakeplace.Anyfindingsfromthesepost-eventreviewswillbeincorporatedintoanupdateoftheplan.

Trainings and Exercises Conducted and Accomplished

Exercises Conducted• InternationalsearchandrescueadvisorygroupexerciseinApril2009

• PACOMexerciseinSeptember2009

• Conductedatabletopexercise,usingreferencedearthquakescenarioinAnnexIIforinviteddepartmentalprojectplannersandstakeholders.CompletedtrainingonEmergencyManagementSystemsfor24KMCdepartmentplannersanddecisionmakers,September2009byEarthquakesandMegacitiesInitiative.

Training Modules Delivered to Disaster Management Section and KMC Planning Personnel• ThefollowingEmergencyManagementSystemtrainingmodulesweredeliveredtoKMC

DisasterManagementSectionandPlanningPersonnelduringthetimeframe,November2008-September2009,byEMIinconjunctionwiththisproject:

1. Contextofemergencymanagementatcitylevel2. Traditionalapproachversusprofessionalapproachtoemergencymanagement3. Conceptofoperations4. Emergencymanagementsystems

* Emergencysupportfunctions* Emergencyoperationscenter* Incidentcommandsystem

5. Rolesandresponsibilities6. Tabletopexercisetounderstandrolesandresponsibilities7. Developingtheemergencyoperationsplanandtheplanningprocess8. Keyemergencyresponsefunctions

* Damageassessment* Disasterdeclarations* Searchandrescue


* EmergencyMedicalCare&Triage9. BasicIncidentCommandSystemTraining&Organization

* HeadofEOC:ManagementTeamandOperationsSectionStaffingPatterns* Settingoperationalprioritiesandpreparingforthepressbriefing

10.PreparingtheCEOforamediabriefing,and11.BriefingonKMCConceptofOperationsandBasicPlan



PARTI: Introduction




PARTV: SupplementalInformationonPlan Background,NepalEmergencyManagement System,Hazards,Demographics,and Capabilities




PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and Capabilities

• PART V: Supplemental Information on Plan Background, Nepal Emergency Management System, Hazards, Demographics, and CapabilitiesisacollectionofalladditionalinformationthatsupplementstheBasicPlanandEmergencySupportFunctionsinPartsIIandIII.ThisPartincludes(1)Planbackground,(2)NationalEmergencyManagementSysteminformation,(3)AdditionalGuidelinesandProceduresforResponseOperations,(4)Additionalhazardanddemographicinformation,(5)asummarizedearthquakeriskassessment(alsoseeAnnexII),and6)additionaltechnicalcapabilities.PartVshouldbeaugmentedeveryyearwithupdatedandadditionalinformation.


5.1 Background on Plan Development___________________________________________________________________

Origins of Project• KMC, EMI, and NSET entered into a partnership in 2004.ThisprojectemergedfromEMI’s

ongoingCross-cuttingCapacityDevelopmentProgram,2005-2008,MainstreamingDisasterRiskReductioninMegacities,pilotedinKathmanduandMetroManila.

• Project Draws on Past Expert Studies.Theprojectbuildsonseveralpast,dedicated,researchinstituteandgovernmentsupporteffortsonearthquakeriskreductioninKMC.TheseincludeJapanInternationalCooperationAgency(JICA),EarthquakeDisasterMitigationResearchCenter,Japan,PacificDisasterCenter,USA,UniversityofKobe,Japan,UNDP--NepalandGeneva,OrganizationforEconomicCo-OperationandDevelopment(OECD),Paris,andProventionConsortium,Geneva.

Problem Statement• Kathmandu faces a Magnitude 8.0 Earthquake.SeismicstudiesconductedinNepalrecognized

thatKMCfaceshighriskfromearthquakehazards.Theriskcouldbesimilartothescopeandscaleofthemagnitude8.1GujaratEarthquakethatstruckIndiain2001where20,000peoplewereleftdead,167,000injured,andnearlyamillionhomesdestroyed.

• Need for Emergency Response is High.Theneedforemergencyresponsetoalargeearthquakein

Kathmanduisinevitableandcouldberequiredatanymoment.

• KMC has not previously developed an Emergency Operations Plan. Currently,KMCdoesnothaveinplaceanEOPnorafullydevelopedemergencymanagementgovernmentalorganization,orthecapacitytorespondinawell-coordinatedandorganizedmanner.

• Requests by Officials to Develop an Emergency Response Operations Plan.InterviewsconductedbyEMI,NSET,KMCTeamin2005withministriesandKMCdepartmentsrevealedthatmajorityofrespondentswanttodevelopaviableEmergencyOperationsPlan.

Addressing the Problem• KMChasestablishedanewDisasterManagementSectionwithintheUrbanDevelopment

Department,PlanningandMonitoringDivision,UrbanDevelopmentAdministrationandDisasterManagementSection,Policy,in2009.

• EMIhasdevelopedthefollowingdraftsupportdocumentstofacilitateinstitutionalizationoftheDisasterManagementSection:* MissionStatement* VisionandChallengeStatement* FiveJobPositionDescriptions* SampleEmergencyManagementOrdinance

• EMIcontinuestoprovidetrainingsessionstoKMCplanners,staff,andofficials(ninetrainingmodulesdeliveredin2008-2009).

• EMIhasassistedKMCtoDevelopanEmergencyOperationsPlanthatconformstointernationalstandards.The`EmergencyOperationsPlanframeworkbuildsonorganizedandfunctional


emergencymanagementsystemsthatreflectover20yearsofexperienceintheUnitedStatesandworldwide.

• KMCProtocolswithDistricts,MinistriesandtheUN.TheEOPdescribesKMCprotocolswiththeDistrictDisasterReliefCommittee,nationalministriesandinternationalorganizationssuchastheUNtoaccessandfundtimelyresponsepersonnelandresources.

• KMCRequiresaProfessionalApproachtoEmergencyManagement.Theinternationallyacceptedprofessionalapproachtoemergencymanagementrequiresmostgovernmentdepartmentstoplaybothprimaryandsupportrolesduringemergencyresponse.KMCdepartmentswillmanageitsownresponse,withliaisonstoresourcesupportorganizations.

• TheEmergencyOperationsPlanIdentifiesTrainingOpportunities.ThePlanidentifiesKMCcurrentcapabilities,identifiesgaps,andoutlinesrequiredtrainingrequirementstoincreaseresponsereadiness.ThePlanshouldbeusedasanopportunitytodocumentsoundpracticesforfuturefundingandcontinuousimprovement.

Development of the KMC Emergency Operations Plan• ThisEmergencyOperationsPlanwasdevelopedinaparticipatoryprocessthatinvolvedKMC

departmentheadsandstaff.ThemeetingswereorganizedbytheKMCDisasterManagementSection.EMIandNSET-NepaldevelopedtheinitialdraftincorporatingtheinputsfromKMCDepartmentplannersandusinginternationalbestpracticesinemergencymanagement.AtrainingonEMSwasalsoconductedduringthemeetings.

• Aseriesoftabletopexercisesonearthquakescenarioswasconductedwiththefollowingobjectives:

a. Developcommonoperatingprocedures,knownastheConceptofOperations,forhowKMCwillrespondinadisaster;

b. DefinewhichKMCdepartmentshavemajorrolesandresponsibilitiestorespondtoadisaster;

c. DefinetheorganizationalrelationshipsbetweenKMCdepartmentsforemergencyresponseoperations.Thesedepartmentalresponsibilitiesarereferredtoas“horizontal”relationshipsandlinkagessincetheyarebetweendepartmentsandatthesameorganizationallevelofgovernment;

d. Understandanddocumentdepartmentalrelationshipstothecentralgovernmentresponders,wardleaders,andNGOsthatprovideassistanceduringresponseoperations;

e. Theserolesandresponsibilitiesandorganizationalrelationships,andoperatingproceduresaredefinedinPartsIIandIIIoftheEOP.

5.2 Emergency Management Structure for Nepal___________________________________________________________________

ThissectionofthereportpresentsthefindingsandanalysisinregardtotheexistingEmergencyManagementStructures/Systemandemergencymanagementcapabilitiesasbasedonthedifferentactivitiesconductedfordatagathering.BelowaresomeexcerptsfromtheEMITechnicalReports,February,2008:


Nepal Disaster Management Structure under the Natural Calamity (Relief) Act, of 1982 • Inthepast20years,theNepalesegovernmenthasformulatedanumberofnaturaldisaster

preparednessplans,programs,andacts.ThemostprominentofthemistheNaturalCalamity(Relief )Act,of1982,whichdefinestheofficialdisastermanagementsystematcentral,regional,district,andlocallevels.

Ministry of Home Affairs, Narcotics, Drug Control, and Disaster Management Functions & Responsibilities• TheMinistryofHomeAffairsthroughitsdepartmentofNarcotics,DrugControl,andDisaster

Management,isthenationalagencyfocalpointresponsiblefordisastermanagementinNepal.

• TheDisasterManagementSectionismanagedbytheJointSecretaryPlanningandSpecialServiceDivision

Figure 9. Ministry of Home Affairs Joint Secretary organization and responsibilities

Minister for Home Affairs

State Minister for Home Affairs

Secretary

Joint Secretary: Management Division

Citizenship & Arms SectionInternal Management Section

Financial Administration SectionParlour & Ceremony Management Section

Joint Secretary: Personnel Administration Division

Personnel Administration SectionPolice Administration Section

Acts & Rules Consultation Section

Joint Secretary: Law and Order Division

Law & Order Maintenance SectionBorder and Immigration Section

Local Administration Section

Joint Secretary: Planning and Special Service Division

Disaster Management SectionNarcotics Control Section

Planning and Monitoring Section


• MOHA’svitalfunctionsare:1. Formulationofnationalpoliciesandtheirimplementation;2. Preparednessanddisastermitigation;3. Immediaterescueandreliefworks;4. Datacollectionanddissemination;and5. Collectionanddistributionoffundsandresources.

• MOHA’snationalnetworktocopewithnaturaldisastersisintegratedby75ChiefDistrictOfficers,oneineachoftheadministrativedistricts,whoactasthecrisismanagerintheeventofanaturaldisaster.

• Themainfunctionofthedepartment(DisasterManagementSection)istoactivelyandefficientlyco-ordinateandcarryoutemergencypreparednessanddisastermanagementactivitieswithconcernedagencies.

• DisasterManagementTeaminMOHA(http://www.drrgon.gov.np/en/framework/focal.php)1. Hon.DeputyPrimeMinisterandHomeMinisterMr.BamdevGautam2. HomeSecretaryDr.GovindPrasadKusum3. DivisionHead,JointSecretrayMr.ShankarPrasadKoirala4. SectionHead,UnderSecretaryMr.ThirBahadurG.C.5. UnderSecretaryMr.IshwarrajRegmi6. SectionOfficerMr.SumanGhimire7. Admin.Asst,Mr.DipakNeupane8. ComputerOperatorMr.PradipGiri

MinistryofHomeAffairsasNationalFocalPointonDisasterManagement:(fromwebsite)1. CentralNaturalDisasterReliefCommitteeundertheChairpersonshipofHomeMinisterand

comprisingofrelatedministriesandsecurityagenciesalongwithvoluntaryorganizationlikeRedCross.

2. TosupportthefunctioningofCentralCommittee,thereareWorkingCommittee,ReliefandTreatmentSub-committeeandSupply,ShelterandRehabilitationSub-committee

3. RegionalNaturalDisasterReliefcommitteeundertheChairpersonshipofRegionalAdministratorandcomprisingofrelatedgovernmentagenciesandsecurityagenciesalongwithvoluntaryorganizationlikeRedCross.

4. DistrictNaturalDisasterReliefCommittee

5. LocalNaturalDisasterReliefCommittee

6. TheRoyalNepalArmyandNepalPoliceplayimportantrolesinrescueoperations.Policeofficialscollectfirst-handinformationofadisasterandinformconcernedofficials.Intheeventofacatastrophicdisaster,NepalPoliceestablishcommandpoststofacilitaterescueoperations.Moreover,NepalPolicepersonnelcollectmostofthedisasterdataandinformation.


Central Disaster Relief Committee (CDRC) Composition• TheCDRCoverseesthedisasterresponsesystem.HeadedbytheMinisterofHomeAffairs,

CDRCconsistsofthefollowingmembers:

Central Natural Disaster Relief Committee

Working Committee

Supply, Shelter and Rehabilitation

Sub-Committee

Relief and Treatment Sub-Committee

Regional Natural Disaster Relief Committee

District Disaster Relief Committee

Local Disaster Relief Committee

Honorable Home Minister Chairman

Honorable Physical Planning and Construction Minister Member

Honorable Health and Population Minister Member

Secretary, Ministry of Finance Member

Secretary, Ministry of Defense Member

Secretary, Ministry of Home Affairs Member

Secretary, Ministry of External Affairs Member

Secretary, Ministry of Labour and Transport Management Member

Secretary, Ministry of Water Resources Member

Secretary, Ministry of Information and Communication Member

Secretary, Ministry of Forest and Soil-Conservation Member

Secretary, Ministry of Women. Children and Social Welfare Member

Secretary, Ministry of Industry, Commerce and Supplies Member

Secretary, Secretariat of national Planning Commission Member

Brigadier, Nepal Army Member

Inspector General of Police, Police Headquarters Member

Representative, Social Service National Coordination Council Member

Representative, Nepal Red Cross Society Member

Representative, Nepal Scout Member

Director General, Department of Mining and Geology Member

Director General, Department of Metrology Member

Two reputed persons nominated by Nepal Government Member

Joint Secretary (Planning and Special Service Division), Home Ministry Member Secretary


Central Disaster Relief Committee (CDRC) Functions (from MOHA Web Site)• Followingadisaster,CDRCmeetsasrequiredtoaddresstheneedsoftheaffectedpopulation.

Thecommitteeisalsoinvolvedincoordinationofrehabilitationefforts.

• ThemainfunctionsanddutiesoftheCentralDisasterReliefCommittee(CDRC)areto:1. Formulatenationalpoliciesonreliefworksincludingtherehabilitationofthevictims

andreconstructioninareasaffectedbynaturaldisasters.CDRCisalsotaskedtoprepareprogramsinaccordancewiththesaidpolicyandsubmitthemtoNepalGovernment.

2. ImplementthepoliciesandprogramsformulatedpursuanttotheclauseaboveaftertheyhavebeenapprovedbyNepalGovernment.

3. Keepthemoney,foodstuff,clothes,medicines,constructionmaterialsandothergoodsasaidordonationunderCentralDisasterReliefAidfundandtosendsuchgoodsasrequiredforreliefworkindisasterareas;

4. Associatethesocialorganizationsinnaturaldisasterreliefworksandcoordinatetheactivitiesofthoseorganizations;

5. Formteamsandsendthemtodisasterareatoassistinnaturaldisasterreliefworks;6. Givedirectionstothedistrictcommitteeandlocalcommitteeonthemattersrelatingto

reliefworks;and7. PerformtheworksspecifiedbyNepalGovernmentfortheexecutionofnaturaldisaster

reliefworks.

Regional Disaster Relief Committee (DDRC) Membership

Regional Administrator Chairman

Regional Head, Nepal Army Member

Regional Head, Nepal Armed Police Member

Regional Chief, Health Directorate Member

Regional Chief, Roads Directorate Member

Regional Chief, Irrigation Directorate Member

Divisional Chief, Water Supply and Sanitation Member

Regional Chief, Forest Directorate Member

Two reputed Social Workers (nominated by chairman) Member

Regional Chief, National Planning Commission Member

Regional Representative, Nepal Red-cross Society Member

Regional Representative, Nepal Scout Member

Deputy Regional Administrator Member Secretary

Regional Disaster Relief Committee (RDRC) Functions(from MOHA Web Site)ThemainfunctionsanddutiesoftheRDRCareto:1. ProvidenecessarysuggestionstotheCDRC.2. Formulateregionalanddistrictlevelplansonnaturaldisaster.3. Coordinatedistrictdisasterreliefcommitteesregardingdisaster.4. Providedisaster-relatedinformationtoCDRC.5. ImplementdirectionsoftheCDRC.


District Disaster Relief Committee (DDRC) Membership

Chief District Officer Chairman

District Level Representative of the National Level Political Parties Member

Chief of Nepal Army Unit Member

Chief of the District Police Office Member

In Charge, Public Health Office/Hospital Member

Representative, Nepal Red Cross Society Member

Engineer, District Housing and Town Development Office Member

Chief, District Irrigation Office Member

Chief, District Agriculture Development Bank Member

Reputed Social Worker Member

Local Development Officer Member Secretary

District Disaster Relief Committee (DDRC) Functions• Atthedistrictlevel,DDRCistheactiveagencyforcoordinatingreliefsupport.This

committee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfrompublicsectororganizations,suchastheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.

• DDRCisresponsibleforcoordinatingthedistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.

• ThemainfunctionsanddutiesoftheDDRCareto:1. Coordinatewithlocalcommitteesregardingnaturaldisasterreliefworks;2. Formulatedistrictlevelplansondisasterreliefworksandsubmitsuchplanstotheregional

committee;3. Monitorthedisasterreliefworksconductedbylocalcommitteesandsupporttheongoing

works;4. Provideinformationtotheregionalcommitteeaboutnaturaldisasterreliefworksfromtime

totime;and5. Workinaccordancewiththedirectivesofthecentralandregionalcommittees.

5.3 Role: Ministry of Water Resources Department of Water-induced Disaster Prevention__________________________________________________________________

• GiventhesevereandrecurrentimpactoffloodsinNepal,theMinistryofWaterResourcesreliesonthewell-trainedandspecializedDepartmentofWater-InducedDisasterPrevention-theleadagencyinthissector.

• EstablishedasaTechnicalCenterin1991afteranagreementbetweentheGovernmentofNepalandtheGovernmentofJapan,theMinistryofWaterResourceswaschangedtodepartmentcategoryin2000tocarryoutdifferentactivitiesrelatedtowater-induceddisasterpreventionandmitigation.Despitethisgrowth,itsmandate,authority,andresourcesdidnotexpandtocoveritscoordinatingrole.


5.4 Medical Response as Described by the Disaster Health Working Group___________________________________________________________________

• http://www.searo.who.int/LinkFiles/Nepal_-_EPR_Publications_HS-EPR-Nep-planning.pdf• SummaryLink:http://www.searo.who.int/worldhealthday2009/focus/Article.htm• http://www.sphereproject.org/content/view/27/84/

ThisisanationalleveldocumentpreparedbytheDisasterHealthWorkingGroup(DHWG)whichdetailsresponserolesandpriorityresponseactions.ThePlanismanagedbytheDHWGSecretariat.

Medical Response Policies for a Concept of Operations1. Performrapidfieldassessmentswithin24hours2. InformdonorsorganizationsofwhatNepalhealthorganizationsDONOTneed3. HealthSectorResponseisguidedbySPHEREstandardshttp://www.sphereproject.org/content/

view/27/84/4. ScopeofimmediatehealthresponseincludesSearchandRescue,firstaid,curativecare,medical

evacuation,andpublichealth5. Themostimportantpublichealthissuesafterdisasterarerestoringsafedrinkingwaterand

provideadequatesanitationmeasures(MinistryofHealthandDeptofWaterSupplyandSanitation).

6. Implementdiseasesurveillance.7. PolicyineffectNOTtogiveimmunizationsforcholeraandtyphoid,astheimmunizations

havebeenineffectiveandnotagooduseofresources.8. Useradiotoprovidepublicinformationonhealthissues.9. Setupadvancedmedicalfieldsites10.Planformobilehospitals.Evaluaterequirementformobilehospitalsiffixedhospitalsare

vulnerabletoearthquakes.

Additional RemarksThereisaseriesofpublichealthresponsedocumentsresultingfromseveralyearsofprojectsinearly2000’sbyDisasterHealthWorkingGroupandtheDHWGSecretariat.NSETwasinvolved.SomeofitwastheUSAIDPEERtrainingforhospitals.

5.5 Other Organizations and Agencies involved in Disaster Management in Nepal ___________________________________________________________________

http://www.drrgon.gov.np/en/faq/fromMOHAwebsite:

MoHA,MoHP,MoPPC,MoWEandseveralgovernmentagenciesareinvolvedindisasterriskreduction.TheseagenciesworkcloselywithvariousinternationalagenciessuchasJICA,ADRC,ADPC,UNDP,WHO,UNISDR,UNOCHA,UNDAC,USAID/OFDA,UMN,CARE,WFP,SCFalliance,GTZ,LWF,ActionAidNepal,ADRA,etc.VariousprofessionalorganizationsandNGOslikeNRCShavebeenprovidinghighlyvaluablesupportinemergencysituations.OtherorganizationsinNepallikeDWIDP,DP-NETNSET,NCDM,NGS,NLSS,NDMF,andfewothershavecontributedsignificantlybyconductingresearchandcapacitybuildingprogramstoenhancepublicawarenessinthecountry.


5.6 Municipal Level Emergency Management System _____________________________________________________________________________

Source:EMITechnicalDocument

ThemajorityofthemunicipalitiesinNepalhaveyettoestablishandsustaintheirownEmergencyManagementSystem.

KMCiscurrentlyundergoingreorganizationandhascreatedamoresustainableDisasterManagementSection,clearlyidentifyingitsrolesandresponsibilitieswithguidancefromtheEMIteam.6

AmongthemunicipalitieswithintheKathmanduValley,LalitpurSub-MetropolitanCity(LSMC)hasmadeadvancesinemergencyplanning.ThroughtheLSMCDisasterPreparednessandResponsePlan,supportedbyUNICEF,EUandNSET,severaldisasterpreparednessactivitieshavealreadybeenaccomplishedincludingtheidentificationofevacuationsitesandareasforplacingdeeptubewellsforemergencywatersupply.Asanoutcomeoftheproject,aDisasterPreparednessandResponseFramework(DPRF)wasdevelopedconsideringthedifferentresponseactivitiesofLSMC,althoughthishasyettobedetailedforimplementation.http://www.nset.org.np/nset/php/events_dprp.php

Anotheractivitywithinthesaidprojectwastrainingformasons,implementedbyNSET,whichlaterestablishedasthe‘LalitpurEarthquakeResistantMasonGroup’.7

5.7 Ward/Community Level Emergency Management System__________________________________________________________________

Source:EMITechnicalDocument

SeveralcommunitylevelactivitieshaveproveneffectiveindisseminatinginformationandhavemotivatedconcernedstakeholderstounderstandandappreciatetheirrolesinachievingasuccessfulEmergencyManagementSystem.Itwasalsofoundthatthereisalargegapinemergencymanagementpracticesbetweennational,regional,municipal,andcommunitylevels.8Further,acommunity-basedemergencymanagementsystemrarelybecomessustainableifnotlinkedtothegovernancestructuresandfunctionsoflocalgovernment.Therefore,anyemergencymanagementstructureshouldchargeKMCwiththeresponsibilityofprovidingguidanceandsupportmechanismstocommunitylevelinitiativestoensuretheircontinuityandsustainability.

Acommunityoutreachandawarenessactivitywasundertakenon13December2009aspartoftheEOPdevelopmentproject.Nextstepsincludeintegratingward-levelresponseplanningactivitiesintotheKMCEmergencyOperationPlan.

6 This information came from the CEO himself, during a Key Informant Meeting on February 10, 2008.7 Information is based on Engr. Niyam Maharjan’s presentation in the Workshop on Emergency Man-agement conducted on February 7, 2008. Engr. Maharjan is the Section Head of the Building Permit Section in Lalitpur Sub-Metropolitan City (LSMC).8 Information is also based on discussions held during the Workshop on Emergency Management.


5.8 Additional Guidelines and Procedures for Response Operations___________________________________________________________________

Ministry of Home Affairs National Action Plan, 1996 • MoHAhasformulatedaNationalActionPlanin1996.Itisaplanofactionfordisaster

mitigationinthecountryinclosecooperationwithvariousgovernmentalandnon-governmentalagencies.

Disaster Management System in Nepal, September 2001• ThisdocumentwasdevelopedbyMoHA,DepartmentofNarcoticsControlandDisaster

Management,Kathmandu,Nepal.ThisdocumentreferencestheNaturalCalamityReliefAct,2039,(1982AD),asamended.

• ItcontainsalistofAgenciesandNGOsinvolvedinDisasterManagement(page5-6).

• ItalsoenumeratesCentralNaturalDisasterReliefCommitteeMembership,Functions,andDuties:1. Disasterdeclarations;2. DisasterreliefpoliciesandPrograms;3. Implementdisasterreliefpoliciesandprograms;4. Providerelieffundsandaid;5. Formdisasterteamsanddeploytoareas;and6. Directlocalcommitteesondisasterreliefwork.

• ThedocumentalsooutlinesDistrictNaturalDisasterReliefCommitteeMembership,FunctionsandDuties:1. Coordinatereliefoperationswithlocalcommittees;2. Formulatedistrict-levelplansonnaturaldisasterreliefworksandsubmitsuchplanstothe

regionalcommittee;3. Monitorthenaturaldisasterreliefworksbeingconductedbythelocalcommitteesand

supporttheongoingworks;4. Provideinformationtotheregionalcommitteeaboutnaturaldisasterreliefworksfromtime

totime;and5. WorkinaccordancewiththedirectivesofthecentralandregionalCommittees.

5.9 KMC Legal Status of Disaster Management Section___________________________________________________________________

AccordingtoMr.BasantaAcharya,LegalOfficial,KathmanduMetropolitanCity,theDisasterRiskManagementSectioncannotbeinstitutionalizedattheCitylevel(KMCGovernmenthasnopowertocreateOrdinances)whileatthecountrylevel,theconstrainttoestablishingKMC-levelordinancesistheon-goingconstitutionalreview.The2009KMCorganizationalchartindicatesthattheDisasterManagementSectionhasbeencreatedwithintheUrbanDevelopmentDepartment.

Organizational Structure of Disaster Management SectionInalettertoEMI,dated24April2008,thenCEOThapaliyastatesthattheDisasterManagementSectionwascreatedwithMr.DhrubaKumarKafleastheSectionHead.HefurtherstatedinhisletterthatheauthorizedthestructuringofthisunitasCEOwiththeconsentoftheKMCboard.SeeLetterofAuthorization.


Metropolitan Council

Metropolitan City

Account & Other Committee

Mayor

International Relation Secretariat

Executive Officer

Deputy Mayor

Administration and Organizational Dev.

Department

Economic Management Department

Public Health & Social Development Department

Physical Development & Construction

Department


Environment Management Department

Departments - 6Divisions - 15Sections - 33

Administration Division

Revenue Division Public Health Division

1. HRD & Personnel Management Section

2. Internal Administra-tion Section

3. Store Section

4. Vital Registration Section

1. Revenue Planning & Monitoring Section2. Revenue Collection Section

1. Urban Health Promotion Section

2. Food & Quality Monitoring Section

Law Division

1. Litigation Section

2. Misil Section

Enforcement Division

1. Monitoring & Contol Section

2. Work Management Section

Information & Documentation

Division

1. Media Section

2. Information Technology & Docu-mentation Section

Account & Budgeting Division

1. Account & Budgeting Control Section

2. Account Allocation Control Section

1. Internal Audit Section

Social Welfare & Cultural Division

1. Cultural Conservation & Tourism Section

2. Community Development & Social Welfare Section

3. Education & Sports Section

Public Infrastructure Development

Division

1. Design Section

2. Water Supply, Sewerage & Electricity Section

Building & Heritage Division

1. Building & Maintenance Section

2. Heritage Conservation Section

Road & Traffic Management

Division

1. Physical Development & Construction Administration Section


1. Building Permit Section

2. Land Use Planning Section

Policy Planning & Monitoring

Division

1. Urban Develop-ment Administra-tion & Disaster Management Section

2. Geographical Information System Section

Environment Division

1. Solid Waste Management Section

2. Land Fill Management Section

3. Park & Greenery Promotion Section

4. Mechanical Section

Environment Administra-tion Division

Organizational Structure of Kathmandu Metropolitan City



5.10 Natural Hazards & Recent Disasters_____________________________________________________________________________

Recent Disasters Ruggedandfragilegeophysicalstructures,steepslopes,complexgeology,variableclimaticconditions,activetectonicprocesses,unplannedsettlements,denseandincreasingpopulation,pooreconomicconditions,andalowliteracyratehavemadeNepalvulnerabletovarioustypesofnaturaldisasters.Figure10showstheGeographicalLocationofRecentMajorDisastersinNepal(UNNepal’sInter-AgencyDisasterResponsePreparednessPlan,2001).

Figure 10. Geographical Distribution of Recent Major Disasters

Themiddlehillsaremainlypronetolandslides,whiletheflatTarairegionispronetofloodsandfire.Thus,flood,landslides,andfirearethemostfrequentnaturaldisasterscausinglossoflifeandseveredamagetopropertyinNepal.Whileearthquakesarenotfrequent,historicallyNepalhasexperiencedseveraldestructiveearthquakeswithmorethan11,000peoplekilledinfourmajorearthquakesinthepastcentury.

EarthquakesThemainsourceofseismicactivityinNepalisthesubductionoftheIndianplateundertheTibetanplateorHimalayas.AnothersourceofearthquakesintheValleyistheidentifiedseismicgapzoneinthemiddleofNepal.SeismicrecordsforNepaldatebackto1255A.D.Sincethattime,destructiveearthquakesoccurredintheyears1408,1681,1810,1833,and1866withthe1833earthquakebeingthemostdestructive.

In1934,an8.4magnitudeearthquakestruckKathmanduValleykilling4,300people,destroying20percentofallstructuresanddamaginganother40percentoftheValley’sbuildings.InKathmandu,aquarterofallhomesweredestroyedalongwithanumberoftemplesinBhaktapur.InrecentdecadesNepalexperiencedtwomajorearthquakes:a6.5magnitudeearthquakeintheBajhangdistrictthatkilled178peopleanddestroyedabout40,000housesanda6.6magnitudeearthquakein1988intheUdayapurdistrictthatkilled721peopleanddestroyed64,467houses.


Earthquake Hazard Assessment

TheJICAstudy,AStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal,identifiedanddescribedfourearthquakeevents..

EachofthefourEarthquakeScenariosintheJICAstudywillproducedifferentdamageresultsforKathmanduValley:

• 1934Earthquakemagnitude8.4,Bihar-NepalEarthquake,KMValleywouldexperiencethehighestintensitiesofallfourearthquakesVIII&IXineasternvalley

• Mid-NepalEarthquake(8.0)VIIIinvalley,moderateliquefactionpotentialinsomeareasalongtheBagmatiRiver.

• NorthBagmatiEarthquake(6.0).Earthquakeclustersjustnorthofthevalley.(VIorVII).Noliquefactionfromthisearthquake,belowthreshold.

• LocalEarthquake(5.7).IXintensitydirectlyalongvalleyfaultlineament.Otherpartsofthevalley(VIIorVIII).SomeliquefactionexpectedalongtheBagmatiRiver.

Floods, Landslides and Debris FlowTherearemorethan6,000riversandstreamsinNepal,mostofwhichflowfromnorthtosouthgenerallyathighvelocityduetosteeprivergradient.Amajorityofthelargeriversaresnow-fedfromtheHimalayas.Sincethetopographyofthecountryissteepandrugged,withhigh-angleslopesandcomplexgeology,largequantitiesofrainfallduringthemonsoonseasonleadstofloods,landslides,anddebrisflowsinanumberofcities.Settlementsandstructuresarebuiltwithoutconsideringnaturalhazardsthatposehighrisktothepublic.Inaddition,landslidescausedbythetorrentialrainsaddenormousvolumetostreamsandriverscausingfloodsanddebrisflowdownstream.This,inturn,canposeaseriousthreattolivesandcaninflictimmenseharmtoagriculturallands,crops,andproperties.InJuly1993theTarairegionexperiencedadestructivefloodthatclaimedthelivesof1,336peopleandaffectedanother487,534people.In1998,floodsandlandslidesaffectedvariouspartsofthecountry,mainlytheTaraiandthemiddlehillregionkilling273,injuring80,andimpacting33,549families.Thefloodsandlandslidesalsoruined45,000hectaresofcrops.Similarfloodingoccurredin1999andcontinuestooccurannually.

FireFiresarecommonduringthedryseason(betweenAprilandJune)whentemperaturesintheTarairegionreachhigherthan35∞Celsiusanditseldomrains.FiresarecommontotheruralTaraiandHillregionswhere90.8percentofthetotalpopulationlivesinpoorhousingconditions.Housesinruralregionsarebuiltofstrawortimberandtendtobeveryclosetoeachother,increasingtheriskoffireandfirespread.A1999blazekilled39people,injured10,andaffected1,065families.Thefire,withestimatedtotallossesofNRs$45.23million,destroyed1,035houses,52cattlesheds,and148livestock.

EpidemicInmostcasestheepidemicsofcholera,gastroenteritis,encephalitis,meningitis,typhoid,jaundice,malariaandsoforthoccurduringthesummerandrainyseason.Thistypeofdisasteroccursmainlybecauseofthelackofproperhealthcareandsanitation.In1999,1,207peoplediedofepidemicsaffecting6,119familiesinvariouspartsofthecountry.


5.11 Earthquake Risk Analysis (Hypothetical Only for Planning)__________________________________________________________________

BelowarethesummarizedearthquakeimpactsforKathmanduassumingtheMid-NepalMagnitude8.0Earthquake.ThisinformationisextractedfromJICA’sTheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.

SeeAnnexIIforaTableTopExercisebasedonthissameMidNepalMagnitude8.0Earthquake,thathasbeenthebasisforresponseplantrainingexercisesaspartofthisplandevelopment.

Thisanalysisisusedforresponseplanningpurposesandishypotheticalonly:

Social Turmoil:• Timeofthedayforearthquakewillinfluencethesocialimpacts.Thehighestimpactswill

occurduringtheworkdayorschooldaywhenmembersofthefamilyaredispersed.• Centralgovernmentfailstofunctionrightaftertheearthquake.• Immediaterequestforinternationalaidwilltakeseveraldaystoarriveandoneweekto

administer• Selfhelpinactivitiesinthewardofficesandmunicipalitiesissuccessful• Coordinationcapacityofthecentralgovernmentresumesinabout2days.

Building Damages• 20percentofbuildingsareheavilydamagedespeciallythosebuiltfrommaterialslikeearthen-

mud,stoneandadobe.• LowpercentageofdamageinBCandRCbuildings,buttherecouldalsobesignificantdamage.• Manyhousescollapsewithbricksiron,timber,furniture,anddust.• Thenumberofdamagedbuildingsisgreaterintheurbancenterthanruralareas,withmore

thanhalfofallbuildingsinthewholeValleyexperiencingsomekindofdamage.

Casualties• Casualtiescanreachupto18,000dueprimarilytohousesandotherstructuresthatwill

collapseintheeventofanearthquake.• Mostcorpsesremaininthedebrisofbuildingsforanumberofdaysandthecapacityforproper

cremationswasovertaxed.Mostofthe147,000injurieswerefrombuildingcollapseandfallingobjects.

• Overonehalfthedeathsandinjuriesconsistedofolderpeople,children,andwomen.

Fire Blockage and Debris• Firesbreakoutbutdonotconflagratebecauseofthenonflammablebuildingmaterials• AccessbyfirevehiclestotheCentralCitycoreandcommercialareasisblockedbydebris.• Schoolshavebeenretrofittedandsufferedonlyminordamages.

Medical Care and Hospitals• Seriousinjuriesrequiringhospitalcarereached53,000withotherinjuriesat94,000.• Limitedresourcesofdoctors,nurses,medicinesandotherresourcesorfacilitiesarecritical.• Assistancerequiredfromabroadbutarrivedseveraldaysaftertheearthquake.

Homeless, Refugees, Shelters• 500,000peoplelefthomelesshavegatheredinsheltersoropenspaces,searchingforfamilyand


relatives.• Waterislimitedtoriverwater.Waterislimitedtoservehomelesspeople.• 10,000peoplestayinsheltersforalongtime.• Notonlythepeopleinthesheltersbutalsomanyotherscomplainedaboutthegovernment’s

inadequatepreparationandmanagementofthecrisis.

Education and Schools• Sixtypercentofschoolsweredamagedbecausetheywerepoorlybuiltandvulnerable.Over

40,000schoolchildrenaffected.• Manyschoolswillbeusedforsheltersforhomelessforalongperiodoftime.

Infrastructure (Roads, Bridges, Earthquake)• Roadsandbridgessurvivedtheearthquakefairlywell.Justblockageofroadsbycollapsed

buildings• Westernmountainsides,slopefailureoccurred,andsuspensionofaccesstoandfromIndia.• Bridgefailuresinlowlandsduetoliquefaction.• Difficultaccessbetweenbigsettlementswasthemostsignificantproblemforatleastafew

days,themostimportantdaysforemergencyresponse.• Theairportsufferedonlyslightdamages.Onlyafewdaysofpoweroutage.Resumptionof

transportationactivitiesafterafewdays.

Water Supply and Sewage• 80%ofwaterpipelinesdamagedinmunicipalareas.Watersupplytrucksmovethrough

accessiblevillages• Insufficientwatersuppliestomunicipalpeoplelastaverylongtime.

Power Supply• DamagetopowerlinesisconcentratedinKathmanduMunicipality.Manypowerlineswere

cut.Electricityisthemostimportantlifelinefacility.NepalElectricAuthorityfocusisrestoringpowerlifelinestoKathmandu.Restorationofpowerbecomesanimmediateprioritytoenhanceabilitytorescue,relief,andrecoveryactivities.

Communications and Information• Telecommunicationsstoppedcompletely,andtheearliestinformationofthetragedywas

transmittedbysatellitephonetotheworld.Afterseveraldays,telecommunicationshasbeenrestoredandmobilephonesplayedarole.

• Media(TV,radio,internet,andnewspaper)• Powerfailurecausedasuspensiontobroadcasting.HalfoftheFMradiostationshavetheir

ownhomepowergenerator.• Broadcastresumesin24hoursafterrecoveringpower.Broadcastisaboutsafetyinformation,

informationaboutreliefsuppliesforvictims,andrequestsforvolunteersintheValley.• Newspaperbuildingsandequipmentsufferedseriously.


5.12 Kathmandu Demographics, Facts, and Land Use__________________________________________________________________

(FromtheKathmanduMetropolitanCityOfficewww.kathmandu.gov.np)

Setting and FactsKathmanduMetropolitanCity(KMC)isthecapitalandlargestcityofNepal.ItisthecosmopolitanheartoftheHimalayanRegion.Ithasaglorioushistorygoingback2,000years,andarefinedculturethatranksamongthehighestinAsia.Itisalsoamodernfinancialandbusinesshub,exotictouristdestination,andasacredgoalforpilgrims.

Kathmanduissituatedinabowl-shapedvalleyincentralNepal.TheKingdomextendsabout885km.easttowestand193km.inwidthnorthtosouth.Theentireterrainislikeasteepincline,descendingfromtheicyHimalayanheightstothehotTeraiflatlandwithinashortdistance.

Thecountryhasanareaof147,181sq.km.,andispositionedbetween26022”to30027’NorthLatitudeand80004’to88012’EastLongitude.ItisborderedbyChinainthenorthandbyIndiainthesouth,westandeast.Nepalisatotallylandlockedcountry.

Founded : TenthCenturybyGunakamdeva(Kathmanduexistedastwosettle-mentsYambyandYamgalpriortothat)

Longitude/Latitude : 85020’East/27042’Region : SouthAsiaCountry/Capital : Nepal/KathmanduElevation : 1350mCityArea : 5067ha(50.67sq.km.)Population : 671,846(CBScensus2001)AnnualGrowthRate : 4.6%PopulationDensity : 13,225/sq.km.Numberofhousehold : 152155(CBScensus2001)ResidentialBuildings : 66,236RateofBuildingCon-struction

: 18.4%(5309inF.Y.2003)

Averagehouseholdsize : 4.4/hhAveragepop-density : 175.7per/haPercapitaincome : 360US$AverageDwellingsize : 2.30hh/houseMajorreligions : Hinduism,BuddhismPrincipalLanguage : Nepali,NepalBhasa(Newari)Absoluteextremetem-peratures

: Maximus35°C(April)andminimum1°C(January)

Annualrainfall : 1,407millimeters(mostlyduringJune-August)Averagehumidity : 75percentKMC’sWards : 35WorldHeritageSites : DurbarSquare,Swayambhunath,Pashupatinath,Bouddhanath


Rivers : Bagmati,Bishnumati,DhobiKhola,Samakhusi,tukucha,BhauchaKhusi,Balkhu,Manamati

Maineconomicactivities

: Trade,tourism,carpets,garments,cottageindustries

Literacyrate : 83percentHealthservices : 50hospitalsandnursinghomesPersonperhospitalbed

: 381

TotalLengthofroads : 1036kmapproxBlacktopped–31%Graveled–16%Earthen–26%Others–27%)

MajorWaterSupplyline

: 373kmapprox

MajorSewerage/TrunkLines

: 365.6kmapprox

Airport : TribhuvanInternationalAirportLanduse : Residential–53.12%

Agricultural–17.87%Business–1.87%Service–10.94%Greenery–6.13%Mixeduse–7.01%Others–3.06%

Populationwww.kathmandu.gov.np

Kathmanduhasbeenadenselyinhabitedurbancenterfromhistoricaltimes.TheindigenouspeopleandthecreatorofitsuniquearetheNewars.Theystillmakeupalargesegmentofthepopulation.Overthecenturiesvariouspeopleshavecometosettlehere,andthepresentdemographyisverycosmopolitaninmakeup.Kathmandu,thus,offersadelightfularrayofdifferenttraditionsandculturalpractices.

Attractedbytheeconomicopportunities,moderncomfortsandthebrightlightofthecity,thecapitalhasinrecentyearsexperiencedafloodofmigrants.Thepopulation,asaresult,hasbeenswellingrapidly.Accordingtothecensusof2001,KMCisthehometo671,846residents.

Location and Physical Setting of KathmanduSource:“UrbanizationandurbanplanninginKathmandu”From2009-Reports:UrbanizationandUrbanPlanninginKathmanduwww.kathmandu.gov.np

KathmanduValley,whereKathmanduMetropolitanCity(KMC)lies,situatedbetweenthelatitudesof27∞32’13”and27∞49’10”northandlongitudes85∞11’31”and85∞31’38”east.


Itcoverstheareaofabout667sq.kmandconsistsoffiveMunicipalities-Kathmandu,Lalitpur,Bhaktapur,ThimiandKirtipur.Apartfrom5Municipalitiesthereare110villagedevelopmentcommitteeswithinKathmanduValley.TheelevationofKathmanduvalleyis1350mabovemeansealevel.Thevalleyisbowlshapedwithriversdrainingtowardsthecenterofthebasin.ThetotalpopulationofKathmanduValleyin1991was15,71,583andisexpectedtobe20,20,404in2011.

TheKathmanduMetropolitanCitycoversanareaofabout50.8sq.km.andisdividedinto35wardsofwhichtheoldcitycoreencompasses12wards.TheKathmanduMetropolitanCityisconsideredasahistoric,touristic,culturalandthebusinesscenterofNEPAL.ThetotalpopulationofKMCaccordingtothelatestcensus2001is671,846.Itwas421,258in1991and235,160in1981.ItshowsthatthepopulationinKMCisgrowingunprecedented.ThepopulationgrowthrateofKMCis5.65%in91-2001whichisoneofthehighestofthetownsandcitiesofNepal.WithsamepopulationgrowthratepopulationinKathmanduMetropolitanCityin2011isexpectedtobe1,051,438.MigrationhadbeenamajorsourceofpopulationgrowthintheKathmanduvalleybecauseofthecentralizationofservicesandeconomicopportunitywithinthevalley.

National Land-Use Management System and Relevant LegislationSource:EMIDisasterRiskManagementCityProfile-Kathmandu-Cityriskpedia,2006

LanduseregulationsanddevelopmentareafunctionofboththeCityandnationalgovernments.Large-scaleinfrastructurewithintheCityisunderthecentralgovernment’sjurisdiction.However,cityroads,solidwastemanagement,streetlighting,andsuchareoperatedandpromotedbyCitygovernment.Landusemanagement,thoughnotcurrentlyexistinginanintegratedform,istheresponsibilityoftheCitygovernment.Nepalhas5developmentregionsand75administrativedistricts.ThedistrictsarefurtherdividedintosmallerunitscalledMunicipalitiesandVillageDevelopmentCommittees(VDCs)present,thereare3,913VDCsand58Municipalitiesinthecountry.AVDCconsistsof9wardsandtheMunicipalitiesconsistfrom9to35wards.

Existing Land Use of KMC

Accordingtoastudycarriedoutin2001duringpreparationofIntegratedActionPlanofKMC,theprevailinglanduseofKathmanduisgiveninTable4.Referattachedtableforreference.

Table 4. Existing Land Use of KMC

S.N. Land Use Area

(In Ha) In %

1 Residential 2727.4 53.13

1.1 Predominantly residential-high density 436

1.2 Predominantly residential-medium density 1803

1.3 Predominantly residential-low density 488

2 Agriculture 929 18.18

3 Institutional 444 8.65

4 Road 274 5.34

5 Greenery 249 4.85

6 Other 150 2.92

7 Residential cum Commercial mixed 145.8 2.84

8 Recreational 65 1.28


S.N. Land Use Area

(In Ha) In %

9 Commercial 65 1.28

9.1 Fully commercial 65 1.27

9.2 Predominantly commercial 50

10 Water Bodies 38 0.74

11 Industrial 31 0.30

12 Religious 15 0.30

Total 5133 100.00

DuetorapidunplannedandhaphazardurbanizationoftheentirevalleyincludingKathmanduMetropolitanCity,theexpansionandimprovementofinfrastructureserviceshasalwaysremainedfarbehindthephysicalexpansionofthecity,resultingininadequateoreventotalabsenceofthecity.

Infrastructuredevelopmentisamajortooltoguideurbanexpansion.Howeverduetolackofintegrationofservicesbasedonanationallanduseplan,backedbyinstitutionalcapacityforimplementation,aswellaspoorco-ordinationamongtheconcernedagencies,infrastructurehastendedtofollowratherthanguidedevelopment.Iftheprevailingtrendofunplannedandhaphazardgrowthofthecityiscontinuedabout60%oftheentirevalley(about34,000hectre)wouldbeurbanizedby2020andwouldleadtothelossoffertileagriculturalland,environmentaldegradation,depletionofwaterresources,pooranddeficientinfrastructure(water,sewerage,roadetc),improperdisposalofindustrialanddomesticwasteandpollutionofair,waterandland.


DuetothephysicalsettingofValley,thelandavailableforurbanexpansionisverylimitedandthecurrenttrendofurbanexpansion(horizontal)throughfragmentationofprimeagriculturallandneedtodiscouragedandcontrolledimmediately.Theconstructionoftheprivatebuildingsinasmallpieceoflandwithouttheprovisionofinfrastructureservices(water,sewerage,roadetc)inKathmanducityhasincreasedtremendouslysincelast10yearsandmanypartsofthecityhaveconvertedintoaslumpatternofdevelopment.Theprovisionofinfrastructureservicesinsuchareahavebecomeverydifficult.Inordertodiscourageandcontrolsuchahaphazardandunplannedgrowthofthecity,thenationalandlocalgovernmentneedstopromotecompactsettlementthroughimplementationofplannedhousing(multistoreyapartments)focusinglowerandmiddleincomepeopleandtomakeuseoftheexistinginfrastructuretoitsoptimumlevel.

5.13 Additional Emergency Response Capabilities __________________________________________________________________

Response Resources Available(NSETpersonalcommunications,03.18.09)

1. IngreaterKathmandu,thereexist27CertifiedSearchandRescuepersonnelintheArmyandPolice.

2. KMChas60personstrainedinLightSearchandRescue.

3. KMChasfive(5)stocklocationsofstoredemergencysupplies.

5.14 Web Sites of Agencies & Organizations that Respond to Disasters in Nepal__________________________________________________________________

1. InternationalCentreforIntegratedMountainDevelopment,ICIMODhttp://www.icimod.org/

2. Belowisadiagramthatcanbeusedtodefineadditionalresources.

Figure 11. Mainstreaming Model for Local-Level Disaster Risk ManagementLocal Implementation, Central Coordination, Participation (Earthquakes and Megacities Initiative 2009)

Local AuthoritiesDevelopment Planning Public WorksBuilding & Construction Emergency Management

Social Services Public SafetyPhysical Planning Education & Recreations

CENTRAL AUTHORITIES

CIVIL SOCIETY

NGOs CBOs

Academia Media Business

Legal and Institutional

Polic

y an

d Re

gula

tion

Resources and Oversight


5.15 International Trainings Available to Nepal and Accomplished_____________________________________________________________________________

1. ProgramforEnhancementofEmergencyResponse(PEER).SeveraltrainingcoursesarebeingconductedinKathmandu,withoneprojectincludingtrainingspecificallyonEmergencyManagement.Afive-yearproject(2003-2008)co-sponsoredbytheProgramforEnhancementofEmergencyResponse(PEER)andNSETofferedtrainingin:(1)MedicalFirstResponder,(2)CollapsedStructureSearchandRescueand(3)HospitalPreparednessforEmergencies.Todate,over300personshaveparticipatedinsuchtraining.

2. UnitedNationsInternationalSearchandRescueAdvisoryGroupTraining,2009.AthreedayUnitedNationsInternationalSearchandRescueAdvisoryGrouptrainingwasconductedforNepalinApril2009.

3. UnitedStatesPacificCommandExercise,2009.AUnitedStatesPacificCommandExercisewasconductedwiththeNepaleseArmyinSeptember2009.

5.16 References ___________________________________________________________________

Acknowledgements1. EmergencyOperationsPlanFormatpartiallyadoptedfromandmodifiedfromwebsite:http://

www.vaemergency.com/library/plans/local_eop/BasicPlanLOC.doc

2. LocalEmergencyOperationsPlanTemplatecanbefoundat:http://www.vaemergency.com/library/plans/local_eop.cfm

3. AdditionalBasicPlanformattingadoptedfromtheFEMAEmergencyPlanningIndependentStudyFebruary2006,theindependentstudycoursecanbetakenonlineat:http://training.fema.gov/EMIWeb/IS/is235.asp

ReferencesExistingdisastermanagementreferencesandplansforKathmanduMetropolitanCitythatarerelatedtotheEmergencyOperationsPlanincludethefollowing:

1. MinistryofHomeAffairs,1982,NaturalCalamity(Relief )Act,2039(1982A.D),Kathmandu,Nepal

2. JapanInternationalCooperationAgency,2002,TheStudyonEarthquakeDisasterMitigationintheKathmanduValley,KingdomofNepal.

3. InternationalFederationoftheRedCross,2005,NEPAL:Laws,Policies,PlanningandPracticesonInternationalDisasterResponse,July2005,IDRLAsia-PacificStudy

4. UnitedNationsDisasterManagementTeam,UNNepal’sInter-AgencyDisasterResponsePreparednessPlan:HazardAnalysisandResponseGuidelinesPartI,September2001

5. FEMA,ProducingEmergencyPlans,AguideforAll-HazardEmergencyOperationsPlanningforState,Territorial,Local,andTribalGovernments,INTERIMVersion1.0,July11,2008(ComprehensivePreparednessGuide101)

6. FEMA,DevelopingEffectiveStandardOperatingProcedures,ForFireandEMSDepartments,FA-197,1999

7. MauiCountyEmergencyOperationsPlan,2006


8. NationalStrategyonDisasterRiskManagementforNepal:2005-2015isunderdevelopmentbytheMinistryofHomeAffairswithassistancefromNSETandsupportfromUNDP-BCPRandEC.

9. UnitedNations,2008,HyogoFrameworkofAction2005-2015,Activity5:DisasterPreparednessforEffectiveResponseOperations

10.DepartmentofHomelandSecurity,IncidentManagement/UnifiedCommandTrainingManual(JimBuika)

11.UNDisasterManagementLogisticsSupportWorkingGroup,May2004,DisasterResponseImplementationManual:LogisticsSupport,referencepage18ofIDRLdoc

12.UNDPStrengtheningDisasterPreparednessCapabilitiesinKathmanduValleyforHisMajesty’sGovernmentofNepal(June252002)Draft9Sept2004.Project’sobjectiveis“TodevelopcommunityandmunicipalitiescapacityintheKathmanduValleytocopewiththeearthquakerisk,thusreducingtheimpactofapotentialdisasterandgraduallyreducingrisk.”

13.UNNepalDisasterResponsePlan.14.RegionalDisasterPlanforPublicandPrivateOrganizationsinKingCounty,Washington.

TheBasicPlan,EMERGENCYSUPPORTFUNCTION(ESF)7:RESOURCEMANAGEMENTPage4,Version:03-31-04(Printed4/7/2004)

Earthquakes and Megacities Initiative Reference Documents15.PhaseIReport:KathmanduEmergencyManagementTechnicalReport,March200816.TrainingNeedsAssessment(AppendixtoPhaseIReport)17.ProventionCurriculumDevelopmentSessions:City-levelDisasterManagementOrganization

andOperations,drafts18.KathmanduCityProfile,developedbyEMI,NSET,andKMC(online)19.FieldTripreportsfromsevenpastEMI-KMCengagements,Sept2005,June2006,November

2006,February2008,November2008,March2009,&September2009.

5.17 Points of Contact for Project, Project Team Members, & Project Planning Team__________________________________________________________________

Points of Contact for Project

1. BimalRijal,KMC,Head,[email protected]. DhurbaKumarKafle,KMC,UDD,DisasterRiskManagementSection,977-1-4231481

[email protected]. RamKandel,NSET,977-1-4474192,[email protected]. SuryaPrasadAcharya,NSET,977-1-4486444,4490359,[email protected]. JimBuika,ProjectLead,EMI+1(808)283-8636,[email protected]. RajjanManChitrakar,LocalProjectCoordinator,[email protected]. ShirleyMattingly,EMI,ProgramManager,[email protected]. JeromeZayas,EMI,ProjectCoordinator,[email protected]

Project Team Members

9. BimalRijal,Head,UrbanDevelopmentDepartment(UDD),(KMC)10.DhrubaK.Kafle,Chief,DisasterRiskManagementandCitizenSafetySection,KMC11.TribhuvanM.S.Pradhan,Chief,GISSection,KMC12.KumariRai,Chief,SocialWelfareandDevelopmentSection,KMC


13.BasantaAcharya,Chief,LegalDivision,KMC14.SurendraRajkarnikar,CivilEngineer,UDD,KMC15.BishnuPrasadJoshi,TownInspector,EnforcementDivision,KMC16.Mr.SuryaNarayanShrestha,DeputyExecutiveDirector,NationalSocietyforEarthquake

Technology-Nepal(NSET)17.RajjanManChitrakar,LocalProjectCoordinator,EarthquakesandMegacitiesInitiative(EMI)

Project Planning Team Contact List

Table 5. Project Planning Team Contact List

Name of the participants Organization Telephone No. Email

1 Bishnu Prashad Joshi Enforcement Division, KMC 9851068523 [email protected]

2 Surya P. Acharya NSET 9851038804 [email protected]

3 Ganesh K. Jimee NSET 5591000 [email protected]

4 Bijay Upadhayay NSET 5591000 [email protected]

5 Raju Pandey KMC 9851050902 [email protected]

6 Lila Raj Gachha Enforcement Division, KMC 9841243704

7 Murari Bhattarai Fire Brigade, KMC 9841848496

8 Narayan Babu Bhattarai KMC 9851081182 [email protected]

9 Prem B. Shrestha KMC 9851027909 [email protected]

10 Indra Man Singh Suwal UDD, KMC 9851055558 [email protected]

11 Tribhuvan Man Singh Pradhan ISU, KMC 9841223900 [email protected]

12 Surendra P. Rajkarnikar UDD, KMC 9851033715 [email protected]

13 Kumari Rai Social Welfare Department, KMC

9841310202 [email protected]

14 Roshan Shrestha UDD, KMC 9851038457 [email protected]

15 Rabin Man Shrestha Environmental Department, KMC


16 Hari Kumar Shrestha Heritage Conservation Department, KMC


17 Dhruba K. Kafle Disaster Management Sec-tion, UDD, KMC


18 Bimal Rijal UDD, KMC 9851100993 [email protected]

19 Nem Gopal Darshandhari KMC 9841268914 [email protected]

20 Narendra Man Bajracharya KMC 9841362498 [email protected]

21 Rajjan M. Chitrakar EMI 9841221250 [email protected]

22 Yadav Ghimire KMC 9841369928

23 Jim Buika EMI +18082838636 [email protected]


Additional Project Planning Team Contact List

Name of the Participant Organization Telephone No. Email

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


ANNEX I - Emergency Support Function Matrix & Annexes

Emergency Support Function Matrix• TheKMCdepartmentswillmanagealargedisasterbyassigningKMCDepartmentHeads

andstaffunder15functionsthatariseduringlargedisasters.ThesefifteenfunctionsarecalledESFs.EachESFisledbyoneKMCDepartmentorwiththeChiefDistrictOfficerinchargeoftheDistrictDisasterReliefCommittee,composedofCentralGovernmentrepresentatives.

EMERGENCY SUPPORT FUNCTIONS

Draft for Departmental Review, version 3, 01.04.10

ESF No.




CENTRAL GOVERN-MENT SUPPORT MINIS-TRIES

NON GOVERN-MENTAL SUP-PORT ORGANI-ZATIONS





2. Communications Admin Dept., Information & Communications Division

Metro F.M. radio


Chief District Officer and District Disaster Relief Committee supported by the Ministry of Com-munications & Ministry of Physical Planning. Nepal Telecom (central govt.) Radio Nepal, Television and other Media house.

Other private telecom companies,


Public Works Depart-ment

Administrative Dept., Environ-mental Division


FCAN




5. Emergency Management and Information Man-agement




FNCCI, UNO-CHA, NSET, Media

6. Mass Care, Hous-ing and Human Services

Social Welfare Division Admin Dept., UDD, Social Welfare Division, Enforcement Divi-sion (KMC Police)

MoHA, District Disaster Relief Committee with DUDBC support, Kath-mandu District Health Office

Red Cross, FNCCI, INGO, NGOs, CBOs, Local Clubs, NSET, UNOCHA UNHCR, other international agen-cies


ESF No.




CENTRAL GOVERN-MENT SUPPORT MINIS-TRIES

NON GOVERN-MENTAL SUP-PORT ORGANI-ZATIONS

7. Resource Support Financial Management Department




Public Health Division Account Division Hospitals, MOHA, Dept of Health, District Health Office, CDRC




Mechanical Sec-tion, Environmen-tal Division


International Res-cue (INSARAG)

10. Oil and Hazardous Materials Response


Disaster Manage-ment Section, Environmental Division, Admin. Dept., Information and Communica-tion Division

Nepal Army, Nepal Oil Corporation, Nepal Elec-tricity Authority




Public Health Department, Environmental Division, Social Welfare Division


FAO, UNDP, IUCN, WFP and other agricul-tural NGOs and INGOs



Admin. Dept., Public Works Department




Enforcement Division Admin. Dept.,, Social Welfare Division

MOHA, Nepal Armed Forces for search and rescue


14. Long-term Com-munity Recovery and Mitigation (strong planning capacity)


UDD, Admin. Dept., Public Works Depart-ment



15. External Affairs International Relation Secretariat

CEO Office MOHA , Ministry of For-eign Affairs, PM Office

Embassy, DDRC, CDRC

Notes:ESFNo.6,MassCare:Atthedistrictlevel,theDistrictDisasterReliefCommittee(DDRC)istheactiveagencyforcoordinatingreliefsupport.Thiscommittee,chairedbytheChiefDistrictOfficer,consistsofrepresentativesfrompublicsectororganizations,suchastheDistrictHealthOffice,theNepalRedCrossSociety,andsimilaragencies.DDRCisresponsibleforcoordinatingthedistrictlevelreliefefforts,includingmedicalsupportanddistributionoffoodandotheressentialsupplies.


Emergency Support Function Annexes (15)

ESF No.

EMERGENCY SUPPORT FUNCTION NAME

EMERGENCY SUPPORT FUNCTIONGENERAL DESCRIPTION OF PURPOSE & SCOPE OF RESPONSIBILI-TIES

1. Transportation • Coordinate the KMC’s transportation resources to respond to an emergency.

• Identify the need for resources. • Administrative Department, Enforcement Division should coordinate

with other municipalities, the Nepal Army, Police, and Civil Aviation Authority to ensure that potential resources are available in the time of an emergency. Develop Memorandums of Understandings and mutual aid agreements.

• Support Evacuation• Maintain ingress/egress• Maintain Traffic control

2. Communications To use available communication resources to respond to an incident:• Alert and warn the community of a threatened or actual emergency. • Continue to communicate with the community through a variety of

media to inform of protective actions• Inform the community of a threatened or actual emergency. • Ensure that KMC has the ability to notify the community of a disaster

or emergency situation and that the emergency notification and warn-ing system words are missing here

• Support the KMC with the restoration and reconstruction of telecom-munications equipment, computers, and other technical resources.

• Communication includes transmission, emission, or reception of signs, signals writing, images, and sounds or intelligence of any natures by wire, radio, optical, or other electromagnetic systems.

3. Public Works and Engi-neering

• Assess the overall damage to KMC after a disaster.• Perform all public works functions such as maintenance, inspections,

buildings and grounds repairs, debris removal, and facilities management• Assist with the recovery

The Scope of Work may include the following, but is not limited to:• Assess extent of damage• Repair and maintenance• Debris removal• Provide maintenance of the buildings and grounds and engineering-

related support • Clear roadways

4. Firefighting • Directs and controls operations regarding fire prevention, fire detec-tion, fire suppression, rescue, and hazardous materials incidents;

• Assists with warning and alerting, communications, evacuation, and other operations as required during an emergency.

• ESF No. 4 manages and coordinates firefighting activities including the detection and suppression of fires, and provides personnel, equipment, and supplies to support to the agencies involved in the firefighting operations.


ESF No.



5. Emergency Management and Information Manage-ment

ESF No. 5 coordinates the response of all the departments within KMC and the use of community resources to provide emergency response.

Identify actions to be taken in the pre-incident prevention phase.

Coordinate with agencies and outside organizations when capabilities are exceeded

Identify post-incident response phase activities.

Examples of functions that support and facilitate planning and coordination are:

* Alert and notification, * Deployment and staffing of emergency response teams, * Incident action planning, * Coordination of operations with local government for logistics and

material, * Direction and control, * Information management, * Facilitation of requests for assistance, * Resource acquisition and management (to include allocation and

tracking), * Worker safety and health, * Facilities management, * Financial management, * Other support as required

• Develop, maintain, and update plans and procedures for use during an emergency;

• Educate and train Department and support agency personnel in order to stay up to date with education and training that is required for a safe and efficient response to an incident;

• Provide a multi-departmental command system.• Manage operations at the in KMC level; • The Incident Command System can be used in any size or type of

disaster to control response personnel, facilities, and equipment.• ESF No. 5 staff supports the implementation of mutual aid agreements

to ensure seamless resource response.• Departments and agencies participate in the incident action planning

process which is coordinated by ESF No. 5.

6. Mass Care, Housing and Human Services

• ESF No. 6 Mass Care, Housing, and Human Services, addresses the non-medical mass care, housing, and human services needs of individu-als and/or families impacted by natural and/or technological incidents.

• The services and programs may include the following:* Sheltering* Food Service* Counseling * Provision of Family Assistance Centers* Family Reunification Services


ESF No.



7. Resource Support • Resource Management & Support works with all other ESFs to deter-mine what resources are available.

• ESF No. 7 also identifies potential sites for receiving, storing, and distrib-uting resources in order to receive outside assistance and resources.

• Resource support may continue until the disposition of excess and surplus property is completed.

• During an incident if demand for resources exceeds the KMC’s capa-bilities and inventories, then outside requests will be made based on Memoranda of Understanding in place, Mutual Aid agreements and city and Central Government policy.

• Logistics. This group coordinates the actual movement of resources into areas where a need (or needs) exists. This includes the warehous-ing and tracking of resources, the packaging and loading and subse-quent transportation of resources to affected areas, and the disposal of used and/or unused resources following a disaster.

• Resource Management. This group is responsible for the acquisi-tion of all types of resources that are identified as “needed” following a disaster. This group will make arrangements to purchase needed resources if it is determined the city does not have the resources itself to supply a requirement in the field. The payment of debts and other encumbrances generated as a result of the emergency is handled by this group as well.

• Staging Areas. To prevent a rapid and overwhelming influx of resources into affected areas, Staging Areas are utilized as temporary marshaling sites for collecting and gradually directing emergency resources into those areas. This group coordinates the activation and utilization of city-operated staging areas and marshaling points during emergency situations.


• The purpose of ESF No. 8 is to provide health and medical services to the residents of KMC during and after an emergency situation.

• Guide a response using KMC resources and to coordinate a response with the Central Government and United Nations organizations when the incident exceeds the KMC’s capabilities.

• When an incident exceeds the KMC’s capabilities, outside assistance should be requested through Memoranda of Understanding, Mutual Aid Agreements and the coordination of this plan with the line agency of the Central Government’s Emergency Operations Plan.

9. Urban Search and Rescue • Provide for coordination and effective use of search and rescue activi-ties to assist people in potential or actual distress

• Communities are susceptible to many different natural and technical hazards that may result in the damage or collapse of structures within the city. Search and Rescue must be prepared to respond to emergen-cies and provide specialized assistance.

• Operational activities can include locating, extricating, and providing on site medical treatment to victims trapped in collapsed structures. Addi-tionally, people may be lost, missing, disoriented, traumatized, or injured, in which case the Mechanical Section must be prepared to respond to these incidents and implement appropriate tactics to assist those, in distress or imminent danger.


ESF No.



10. Oil and Gas Response

KMC has no Hazardous Materials Response

• The KMC Police is to assume primary operational control of all hazard-ous materials incidents.

• Other support departments may provide support to the KMC Police, depending on their capabilities.

The Scope of Work may include the following, but is not limited to:• The initial response will be handled by the KMC police department.• • Other Departments may be called upon depending on the nature of

the incident• KMC should determine which departments have the capability to sup-

port a hazard material response, which Departments require hazard-ous materials response training, and seek specialized training.

11. Agriculture and Natural Resources (FOOD SECURITY)

• Agriculture and Natural Resources works to address the provision of nutrition assistance; control and eradication of an outbreak of a highly contagious or economically devastating animal disease, highly infective plant disease, or economically devastating plant pest infestation; assur-ance of food safety and security; and protection of cultural resources and historic property resources during an incident.

The Scope is determined based on the communities capabilities and may include:• Identify food assistance needs;• Obtain appropriate food supplies;• Arrange for transportation of food supplies to the designated area;• Implement an integrated response to an outbreak of highly contagious

or economically devastating animal disease, infective exotic plant dis-ease or an economically devastating plant pest infestation;

• Coordinate with Public Health and Medical Services to ensure that animal/veterinary/and wildlife issues are supported;

• Inspect and verify food safety in distribution and retail sites;• Conduct food borne disease surveillance and field investigations;• Coordinate appropriate response actions to conserve, rehabilitate,

recover, and restore natural, cultural, and historic properties resources.

12. Energy (power, fuel, gas) Estimate the impact of energy system outages to KMC: • Help to prioritize facilities and infrastructure so that power may be

restored or other energy supplies may be provided in such a way to enable life to be restored to full capacity as soon as possible.

ESF No.12 will collect, evaluate, and share information on energy system damage. • Estimate the impact of energy system outages in KMC. • Provide information concerning the energy restoration process such as:

1. Projected schedules, 2. Percent completion of restoration,3. Determine schedule for reopening facilities

• The incident may impact KMC only or it may be part of a larger inci-dent that impacts the entire valley or the region.


ESF No.



13. Public Safety and Security • The ESFNo. 13 should identify public safety and security capabilities for the city.

• Provide public safety and security for the city.• Determine factors, laws, and regulations when a disaster may require

outside security resources to respond to the event, such as Central Government (MOHA, Nepal Army), due to circumstances of the event, or example, a terrorist event

• Provide traffic control, crime control, jail control, and evacuation and movement to safe areas.

ESF No.13 responds to a city emergency using existing procedures.• Maintain law and order• Coordinate public warning• Provide security of city facilities • Provide security of unsafe areas or potential crime scenes• Provide security if the city opens a shelter• Provide Traffic Control. This group works closely with the ESF 1 group

to affect the orderly flow of traffic into, out of, and around areas af-fected by a disaster.

• Security/Crime Control. This group addresses the provision of security in disaster areas, as well as the actual policing functions normally associ-ated with law enforcement activities, including riot control, explosive ordinance removal, counterterrorism, etc.

• Institutions/Jails. This group is responsible for coordinating prisoner recapture, the utilization of prisons and facilities following disasters, and the moving of prisoners from damaged facilities to undamaged ones.

• Evacuation/Movement. This group is responsible for coordinating the citiy’s assistance in carrying out evacuations.

14. Long-term Community Recovery and Mitigation

• To facilitate both short-term and long-term recovery following a disas-ter. The recovery process begins with an impact analysis of the incident and support for available programs and resources and to coordinate programs to assist in the comprehensive economic, social, and physi-cal recovery and reconstruction of the community impacted by the emergency.

• Scope: The full scope of ESF No. 14 should be based on the commu-nity’s resources, capabilities, and community master plans.

• Long-term recovery and mitigation efforts are forward-looking and market-based, focusing on permanent restoration of infrastructure, housing, and the local economy, with attention to mitigation of future impacts of a similar nature, when feasible.

• The strategy for long-term recovery should encompass, but not be limited to, land use, public safety, housing, public services, transportation services, education.

• National Ministries or International agencies may be requested to continue to provide recovery assistance under independent authorities to the District and local governments; the private sector; and individu-als, while coordinating activities and assessments of need for additional assistance.


ESF No.



15. External Affairs • Provide for efficient and coordinated continuous flow of timely infor-mation and instructions to the public using all available communications media prior to, during, and following an emergency or disaster.

• Communicate with Embassies and other important external organiza-tions.

The Scope of Work may include the following, but is not limited to:• Provide emergency public information actions before, during, and fol-

lowing any emergency.• Potential public information response could involve personnel from all

jurisdictions, organizations and agencies within the affected area • Potential public information response could involve personnel from all

jurisdictions, organizations, agencies, and areas outside the affected area, including Embassies and international news organizations.


ANNEX II - KMC Table Top Earthquake Scenario for a Magnitude 8.0 Earthquake











2F Puno Bldg. Annex, 47 Kalayaan Ave., DilimanQuezon City 1101, Philippines

T/F: +632 9279643; T: +632 4334074Email: [email protected]

Website: http://www.emi-megacities.org