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EARTHUAKECONTINGENCYPLANFOR
CHITTAGONGCITY
June2009
EarthquakeContingencyPlanforChittagongCity
i
TABLEOFCONTENTS
LISTOFABBREVIATIONS..............................................................................................................................III
EXECUTIVESUMMARY.................................................................................................................................VI
CHAPTER1:GENERALASPECTSOFDHAKACITYEARTHQUAKECONTINGENCYPLAN...................................18
1.1.THENEEDFORCHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN.....................................................................181.2.LEGALPROVISIONS,AUTHORITYANDPLANNINGRESPONSIBILITYFORDEVELOPMENTANDIMPLEMENTATIONOFTHE
CHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN.........................................................................................191.3.AIMOFTHECHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN......................................................................1101.4.GOALANDOBJECTIVESOFCHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN...................................................1111.5.SCOPEOFTHECHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN...................................................................1121.6.PLANNINGASSUMPTIONS............................................................................................................................1131.7.PLANIMPLEMENTATIONSTRATEGIES..............................................................................................................1131.8.PLANLIMITATIONS.....................................................................................................................................1151.9.INTENDEDUSERSOFTHEPLAN......................................................................................................................116
CHAPTER2:EARTHQUAKETHREATINBANGLADESHANDIDENTIFICATIONOFRISKSCENARIORELATEDTOCHITTAGONGCITY...................................................................................................................................217
2.1.INTRODUCTION..........................................................................................................................................2172.2.NATUREOFTHREATS..................................................................................................................................2172.3.POTENTIALDAMAGEINDIFFERENTSCENARIOSOFEARTHQUAKE.........................................................................2182.4.POTENTIALCASUALTIESINDIFFERENTSCENARIOSOFEARTHQUAKE......................................................................2192.5.POSSIBLEAVAILABILITYOFHOSPITALBEDAFTERANEARTHQUAKE........................................................................2212.6.ESSENTIALFACILITIESDAMAGE.....................................................................................................................2212.7.UTILITYDAMAGEINCHITTAGONGCITYCORPORATIONAREA..............................................................................223
CHAPTER3:CONCEPTOFOPERATIONS....................................................................................................325
3.1.GENERALOPERATIONS................................................................................................................................3253.2.STANDARDOPERATINGPROCEDURES(SOP)...................................................................................................3263.3.STAKEHOLDERS..........................................................................................................................................3273.4.MANAGEMENT..........................................................................................................................................3303.5.MONITORINGANDEVALUATION....................................................................................................................3323.6.FUNCTIONALRESPONSECONCEPT.................................................................................................................3323.7.FUNCTIONALGROUPS/CLUSTERS..................................................................................................................3333.8.PLANCONTRIBUTORS..................................................................................................................................337
CHAPTER4:FUNCTIONALRESPONSEGROUPSANDTHEIRROLESANDRESPONSIBILITIES.........................439
4.1.CLUSTER1EMERGENCYOPERATIONSOVERALLCOMMANDANDCOORDINATIONCLUSTER...............4394.2.EMERGENCYOPERATIONSSEARCH,RESCUE&EVACUATIONCLUSTER.................................................................4414.3.HEALTHCLUSTER.......................................................................................................................................4444.4.RELIEFSERVICES(FOOD,NUTRITIONANDOTHERRELIEF)CLUSTER.......................................................................4464.5.SHELTER(INCLUDINGSETTINGUPTEMPORARYSHELTER)CLUSTER........................................................................4484.6.WATERSUPPLY,SANITATIONANDHYGIENECLUSTER........................................................................................4504.7.RESTORATIONOFURBANSERVICESCLUSTER....................................................................................................4514.8.TRANSPORTATION(ROAD,RAIL,AIR,WATERWAY,SEA)CLUSTER.........................................................................4544.9.SECURITY,ANDWELFARECLUSTER.................................................................................................................455
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CHAPTER5:SPATIALANALYSISANDCONTINGENCYPLANFORKEYELEMENTS.........................................558
5.1.CLUSTER1:OVERALLCOMMANDANDCOORDINATION......................................................................................5585.2.CLUSTER2:EVACUATION,SEARCHANDRESCUE...............................................................................................5585.3.CLUSTER3:HEALTH....................................................................................................................................5615.4.CLUSTER4:RELIEFSERVICES(FOOD,NUTRITIONANDOTHERRELIEF)....................................................................5635.5.CLUSTER5:SHELTER(INCLUDINGCAMPMANAGEMENT)....................................................................................5635.6.CLUSTER6:WATERSUPPLY,SANITATIONANDHYGIENE....................................................................................5645.7.CLUSTER7:RESTORATIONOFURBANSERVICES................................................................................................5655.8.CLUSTER8:TRANSPORT(ROAD,RAIL,AIR,SEA)................................................................................................5655.9.CLUSTER9:SECURITYANDWELFARE.............................................................................................................566
CHAPTER6:ACTIONSTOSUPPORTPLANIMPLEMENTATION...................................................................667
6.1.CAPACITYBUILDING....................................................................................................................................6676.2.TRAININGANDEDUCATION..........................................................................................................................6671.1.CAPACITYBUILDING,AWARENESSCREATIONANDADVOCACYACTIVITIES..............................................................6676.3.PREPOSITIONINGOFEMERGENCYFACILITIESATIMPORTANTURBANCENTERSANDCRITICALLOCATIONS........................706.4.RESOURCEMOBILIZATION................................................................................................................................716.5.AWARENESSCREATION....................................................................................................................................746.6.ESTABLISHMENTOFREPORTINGSYSTEMFORREPORTINGTHEREADINESSOFDIFFERENTAGENCIES..................................81
BIBLIOGRAPHY...........................................................................................................................................84
GLOSSORYOFTERMS.................................................................................................................................87
ANNEXES.......................................................................................................................................................I
ANNEX1:CALCULATIONTABLES.................................................................................................................................IANNEX2:MAPS..................................................................................................................................................XIV
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LISTOFABBREVIATIONS
ADB AsianDevelopmentBankAFD ArmedForcesDivisionAMI AnjumaneMofidulIslamBangladeshAnsar&VDP BangladeshAnsarandVillageDefencePartyBA BimanAirlinesBDR BangladeshRiflesBCAA BangladeshCivilAviationAuthorityBCG BangladeshCoastGuardBDRCS BangladeshRedCrescentSocietyBFRI BangladeshForestResearchInstituteBGSL BakhrabadGasSystemsLimitedBGMEA BangladeshGarmentManufacturersandExportersAssociationBIP BangladeshInstituteofPlannersBIWTA BangladeshInlandWaterTransportAuthorityBKMEA BangladeshKnitwearManufacturerandExportersAssociationBLRI BangladeshLivestockResearchInstituteBMA BangladeshMedicalAssociationBMD BangladeshMeteorologicalDepartmentBP BangladeshPoliceBPDB BangladeshPowerDevelopmentBoardBR BangladeshRailwayBRTA BangladeshRoadandTransportAuthorityBRTC BangladeshRoadandTransportCorporationBSS BangladeshSangbadSangsthaBTMEA BangladeshTextileMillsAssociationBTCL BangladeshTelecommunicationCompanyBTRC BangladeshTelecommunicationRegulatoryCommissionBTV BangladeshTelevisionBUET BangladeshUniversityofEngineering&TechnologyBWDB BangladeshWaterDevelopmentBoardCAAB CivilAviationAuthorityBangladeshCBOs CommunityBasedOrganizationsCC CityCorporationsCCP BangladeshCentreforCommunicationPrograms CDA ChittagongDevelopmentAuthorityCDC CommunicablediseaseControl CME CentreforMedicalEducationCMMU Construction,MaintenanceandManagementUnitCPA ChittagongPortAuthorityCPP CyclonePreparednessProgrammeCWASA ChittagongWaterSupplyandSewerageAuthorityDCC DhakaCityCorporationDPDC DhakaPowerDistributionCompanyLtd.
EarthquakeContingencyPlanforChittagongCity
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DESCO DhakaElectricSupplyCompanyLtd.DFP DepartmentofFilmsandPublicationsDGFisheries DirectorateofFisheriesDGoF DirectorateGeneralofFoodDGLivestock DirectorateofLivestockDGHS DirectorateGeneralofHealthServicesDMB DisasterManagementBureauDMC DepartmentofMassCommunicationDOA DepartmentofArchitectureDPHE BangladeshDepartmentofPublicHealthEngineeringDRR DirectorateofReliefandRehabilitationDWASA DhakaWaterSupplyandSewerageAuthorityEMS EarthquakeMagnitudeScaleFAO FoodandAgriculturalOrganizationFBCCI FederationofBangladeshChambersofCommerceFSCD BangladeshFireService&CivilDefenceIAB InstituteofArchitectsBangladeshIFRC InternationalFederationofRedCross andRedCrescentSocietiesIOM InternationalOrganizationforMigrationIRC InternationalRescueCommitteeJICA JapanInternationalCooperationAgencyGSB GeologicalSurveyofBangladeshHBRI Housing&BuildingResearchInstituteIAB InstituteofArchitectsBangladeshIEB InstituteofEngineersBangladeshIFRC InternationalFederationofRedCrossandRedCrescentINGOs InternationalNonGovernmentOrganizationsJGTDSL JalalabadGasTransmission&DistributionCo.LimitedLGA LocalGovernmentAgenciesLGD LocalGovernmentDivisionLGED LocalGovernmentEngineeringDepartmentLGRD LocalGovernmentandRuralDevelopmentLGRDC LocalGovernmentRuralDevelopmentandCooperativesMinCom MinistryofCommerceMoC MinistryofCommunicationsMoCAT MinistryofCivilAviationandTourismMoF MinistryofFinanceMoFDM MinistryofFoodandDisasterManagementMoFL MinistryofFisheriesandLivestockMoHA MinistryofHomeAffairsMoHFW MinistryofHealthandFamilyWelfareMoHPW MinistryofHousingandPublicWorksMoI MinistryofInformationMoL MinistryofLandNGOs NonGovernmentOrganizationsNHA NationalHousingAuthorityNIPSOM NationalInstituteofPreventiveandSocialMedicine
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OHCHR OfficeoftheHighCommissionerforHumanRightsPDB PowerDevelopmentBoardPetroBangla ItisasuccessorofBangladeshMineralOilandGasCorporationPGCL PowerGridCompanyofBangladeshLtdPIB PressInstituteofBangladeshPID PressInformationDepartmentPSTN PublicswitchedtelephoneNetworkPWD PublicWorksDepartmentR&H RoadsandHighwaysRAB RapidActionBattalionREB RuralElectrificationBoardRAJUK RajdhaniUnnyanKortipakhaREHAB RealEstate&HousingAssociationofBangladeshRHD RoadsandHighwaysDepartmentTGTDCL TitasGasTransmissionandDistribution Co.LtdSoB SurveyofBangladeshUNDP UnitedNationsDevelopmentProgrammeUNHABITAT UnitedNationsagencyforhumansettlementsUNHCR UNHighCommissionerforRefugeesUNICEF UnitedNationsChildren'sFundUNRC ResidentCoordinatorofUnitedNationsUNOCHA UnitedNationsOfficefortheCoordinationofHumanitarianAffairsVDP VillageDefencePartyWFP WorldFoodProgrammeWHO(DERG) WorldHealthOrganization(DisasterEmergencyResponseGroup)
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EXECUTIVESUMMARY
The overall goal of the city level Contingency Planning Process is to develop acomprehensive geohazard risk reduction Contingency Planning strategy that islinkedtoaneasyimplementationframework.Theframeworkshouldbeabletoaddressthecurrentneedsandissues,whichwouldbeimplementableatalllevelsfromnational,city and agency levels and cover all the phases of disaster risk management frompreparednesstoresponse.
TheprojectonContingencyplanningwithregardtoearthquakehazardiscomprisedoftwomainTasks:
TaskI:Determinestatusofcontingencyplanninganddesignofinterimcontingencyplan
TaskII:Turninterimcontingencyplansintofinalversions(usingmapsforselectedurbanareasthathighlightearthquakevulnerableschool/hospital/emergencyresponseandcontrolbuildingsetc.)
Planningrequirestheactiveparticipationofthestakeholdersinplanningstageaswellasinimplementationstageofactivitiesincludingthepostdisasterstagewhenareviewprocess to be undertaken to identify the effectiveness of plan operations and newchallenges.Timebecomesmorevaluableonceanemergencyoccurs,soplanningbeforetheemergencyisveryimportant,whenworkloadsmaybelessandinstitutionsinvolvedaremoreflexibleinaccommodatingtheneeds.Earthquakehappenswithoutanyearlywarning and although stakeholder community in Bangladesh is quite capable ofresponding to events such as floods, cyclones etc, there is a need for conductingcontingency planning in advance. One reason for conducting contingency planning isbecauseitwillfacilitatearapidemergencyresponsebyallowingplannersmoretimefor advance preparedness measures for response. In advance of an earthquakeemergencytheplannerswillbeableto:
Consider different risk scenarios to identify spatial planning needs to suit thedistributionofrisk
Considerthelikelyconsequencesofanemergencybeforeitoccurs Conduct capacity assessment to Identify the key resources, both human and
physical,whichmaybeavailabletorespondtotheemergency
Identifythecriticalareasforimmediateaction
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Buildandtraintheemergencyresponseteamsinadvance Define the policy changes/revisions, new strategies and approaches for
respondingtoemergencyinadvance
Allofthesemeasuresallowconstructiveinterventionimmediatelyaftertheemergency.Teambuildingisparticularlyuseful,astheabilitytoactasateammaybecriticaltothesuccessof the initial emergency response.Anotherbenefit to contingencyplanning isthat,beforeanemergency,thereiscomparativelymoretimetoconsideralltheaspectsofproblemsthatare likely toarise.Once theemergencyhasoccurred, itmaybeverydifficulttobringalloftheplayerstogethertodiscusstheneeds.Agreementonpoliciesin the contingency planning stage may help clarify applicability and resolvecontradictions that may occur. It will help in filling the policy gaps in providinginstitutional mandates where needed.Rapid decisionmaking on operational issuesafteranemergencyisimportantbecausedelaysmaycostlives.
TheContingencyPlanningalsoservesasatoolformaintainingcontrolovereventsorlimitingtheriskoflossofcontrol.Becauseofthescaleoftheproblemsthattheypose,earthquakes sometimesprovokeerratic orunpredictable responses.Wellintentionedbutillequippedagenciesmayrushtohelp,leadingsomeagenciestooverreacttotheemergency.Theriskofinappropriateresponsesismuchlowerwhenclearplansareinplace. The contingencyplanningprocess also allows identification of projectedneedsthatmayariseasaresultofanemergencyandtheresourcesthatwillbeimmediatelyavailabletomeetthoseneeds.Onebenefitofarealisticcontingencyplanisthatitmayencourage donors and other development agencies to make arrangements tosupplement additional resources for enhancement of available resource base of theagenciesinvolvedinplanimplementation.
Although the objective of contingency planning is usually the production of acontingencyplan,manyusefuloutputsofcontingencyplanningcomefromtheprocessthroughwhich theplan isdeveloped.Therefore, therearemanyadvantages inaplanprepared through a participatory process through involvement of allmajor potentialactors,agreeingonthebroadpoliciesandworkinggroupsfillingthedetailsoftheplan.ThefinalmeasureofthesuccessofcontingencyplanshouldnotbeaPlan.Itdoesnotmean that theplan isnot importantbut theplan shouldnotbe a rigidone.Theplanshould be a measure of the quality of the process and success indicator essentiallyshouldbetheprocessasagoodplanningprocesswillresultinagoodplan.Eventhoughtheearthquakethatoccursmaybeverydifferentfromtheoneplannedfor,theplanwillstillbeuseful.Agoodcontingencyplanensuresbetterpreparednessforanyemergencythatmayoccur,evenonethatisverydifferentfromthescenariointheplan.
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CHAPTER1: GENERALASPECTSOFDHAKACITYEARTHQUAKECONTINGENCYPLAN
1.1.THENEEDFORCHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN
Beingthecountry'scommercialcapitalandprimaryport,ChittagongisthemainrouteforalmostallofBangladesh's importandexport,generatingamajorportionofthecountry'sannualrevenueandbeingitscommercialcenter.Itsharborcontainsextensivelydevelopedport facilitiesand isparticularlysuitable foroceansteamers.Beingthemainseaportandthesecondlargestcityofthecountry,Chittagonghasaround3.5millionpeopleinitsCityCorporationArea.ThecityisnearbythePlateBoundaryFault2andPlateBoundaryFault3. The earthquake risk of the Chittagong City is growing with every passing momentbecauseof theunabatedgrowthofhumansettlementand industrial andothereconomicactivities. The rapid increase in vulnerability of the city is evident from the rapidurbanization, population growth, population migration and development of majoreconomic zones in and around Chittagong. Major causes behind such ever increasingearthquake risk being the haphazard urbanization and substandard construction ofbuildings, residential houses and other infrastructures without any consideration ofunderlying earthquake hazards. Major reclamation efforts in and around Chittagongincreases the potential for liquefaction. During sustained strong shaking, poorlyconsolidated, water saturated sediments can liquefy and loose their ability to supportloads.The foundations and supportsof structuresbuilton liquefiable sediments can fail,causingdamageordestructionduringmajorearthquakes.Muchofthecountryisofloosesandysoilandmostofitremainsinsaturatedconditionroundtheyear,therebyincreasingthe vulnerability to liquefaction in case of sustained ground motions.Possibility of fireoutbreaksinaneventofanearthquakeasasecondaryhazardisanothersourcerelatedtopossiblehigheconomiclosses.
On the Contrary, present capacities in disaster management in Bangladesh are largelycentredonemergencyresponseandpostdisasterrecovery,whichisevidentfromthefloodandcycloneeventsofhighmagnitude.ButthereisaneedforacomprehensivegeohazardriskreductionContingencyPlanningstrategy for low frequencyhighmagnitudeevents,which occurwithoutwarning. Such Contingency Planning efforts should be linked to aneasyimplementationframeworktobeabletoaddresstherelatedissues.
Government and Institutional structures, policy and legal framework are some vitalfeatures in ensuring clear delineation of aspects of contingency plan preparation andimplementation. This is an important step towards longerterm investment in planpreparation and in effective implementation. To achieve further benefits from such anendeavour appropriate spatial planning at all levels is also needed to ensure that thedisasterpreparedness is consideredearlyon in thephysicalplanningprocess.Reviewofexisting legislations and present organizational structure for natural disaster reduction
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ContingencyPlanningTasks
TaskI:Determinestatusofcontingencyplanninganddesignofinterimcontingencyplan TaskII:Turninterimcontingencyplansintofinalversions(usinggeohazardvulnerabilitymap)
Box2
policymakingisessentialforaddressingtheneedforsimplificationofprocedures,identifyfuture planning strategies and to identify immediate response actions for their effectiveimplementation.
Inthesecircumstances,aContingencyPlanisneededforensuringbetterresponsetowardsearthquakehazard.ContingencyPlanning isa forwardplanningprocess, inastateofuncertainty, inwhichscenariosandobjectivesareagreed,managerialand technicalactionsdefined,andpotential response systemsput inplace inorder toprevent,orbetterrespondto,anemergencyorcriticalsituation.
Realizing this, the Ministry of Food and DisasterManagement(MoFDM)throughtheComprehensiveDisaster Management Program (CDMP) isimplementing a project on Earthquake RiskAssessmentandPreparednessinDhaka,Chittagongand Chittagong City Corporation areas, which issupported by UNDP, UK Department forInternational Development Bangladesh (DFIDB)andtheEuropeanCommission(EC).InAugust2006,the European Commission signed a contributionagreement with UNDP Bangladesh for providingtechnical assistance to facilitate the preparation of earthquake risk assessments andcontingency plans within Dhaka, Chittagong and Sylhet cities. The development ofcontingencyplanforearthquakehazardpreparednessandmitigationisassistedbyAsianDisaster Preparedness Center (ADPC) in association with the National Society forEarthquake Technology Nepal (NSET) that aims at developing a comprehensive geohazard risk reduction Contingency Planning strategy that is linked to an easyimplementationframework byaccomplishingthefollowingtwotasksasshownintheBox2.
1.2.LEGALPROVISIONS,AUTHORITYANDPLANNINGRESPONSIBILITYFORDEVELOPMENTANDIMPLEMENTATIONOFTHECHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN
According to theStandingOrdersonDisaster(SOD),DisasterManagementBureauunderMinistryofFoodandDisasterManagement(MoFDM)isresponsiblefor:
Advisingthegovernmentonallmattersrelatingtodisastermanagement; Maintainingliaisonwithdifferentgovernmentagencies,aidgivingagencies,NGOs
andVoluntaryOrganizationsandensuretheirmaximumcooperationandcoordinationinallmattersofdisastermanagement;
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Under thismandate, theDisasterManagementBureaudeveloped thedraftNationalPlanforDisasterManagement20072015,whereaDisasterManagementPlanningFrameworkhas been incorporated. Within this framework, there are a few hazardspecificmanagementplans,suchasEarthquakeManagementPlan.Itisalsoindicatedthatthistypeof plans is multisectoral and being divided into two components: risk reduction andemergency response. The earthquake Contingency Plan for Chittagong City has beenpreparedunderthebroadframeworkoftheabovelegalprovisionsandplans;and,ismeantforenhancingtheeffectivenessofearthquakeemergencyresponse.
1.3.AIMOFTHECHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN
TheAimof theChittagongCityEarthquakeContingencyPlan is tocreateanefficientandeffectivecollaborativeapproachtoEmergencyResponse&ManagementatCitylevelwiththe participation of all city level stakeholders considering seismic hazard which has apotentialtocreateanimpactwithinBangladeshofvariousmagnitudesandintensity.
Throughthisplanningitisaimedatdevelopingprocesstoensuremaximumutilizationofavailableresources,optimisationofeffortsby firstresponderorganization inordertodofollowingasshowninBox3.
Optimizationofeffortsbyfirst responder agenciesinorderto:
1. Savelives2. Provide
humanitarianassistance
3. Restoringthelifelinefacilitiesandutilitiestobringnormalcywithinafastestpossibletime
Box3
Chittagong City Earthquake ContingencyPlanPromotes:
1. Appropriate command and controlmechanism
2. Efficient,effectivecollaboration&coordination,
3. Partnerships,4. Trust,mutualrespectandunderstanding
amongallstakeholders,5. Arrangementsforsharingofresources
andexperiencethatwillresultinahighestlevelofsafetyandsecurityofcitizensofBangladesh
Box4
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AstrongChittagongCityEarthquakeContingencyPlanisconsideredtobeaonethatisbuiltonafoundationforDRMthatpromotesfollowingasshowninBox4.
1.4.GOALANDOBJECTIVESOFCHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN
TheultimategoalofthisearthquakeContingencyPlanistominimizeadverseeffects(lossof lives and properties, damage and disruption of critical facilities etc.) of potentialearthquakes in the city by establishing and implementing a system of preparednessactivitiesthroughefficientandeffectivecontingencyplanningprocess.
Followingmajorobjectivesareenvisionedtoachievethegoal:
EstablishacomprehensivegeohazardriskreductionContingencyPlanningStrategythat is linkedtoaneasyimplementationframeworkbyensuringappropriatespatialplanning at all levels so that disaster preparedness is considered early on in thedecisionplanningprocess.
Define Earthquake Contingency Management relationships city level and createeffectivecoordinationmechanismsamongallstakeholdersatcitylevel
Identify the earthquake contingency management roles and responsibilities ofMinistry of Food and Disaster Management, DMB, first responder agencies,humanitarian assistance providers, life line and utility agencies, at city and agencylevelsbasedontheirexistingmandates,andassigneddutiesandresponsibilities fordisasterresponse
Provideanorganizationalstructuretointegratethoserolesandresponsibilitiesintoacollaborativenationalcapabilitytofacilitatepreparedness,responseandrecoverytoensuremanagementofearthquakeemergencies
Establish and maintain a fully operational contingency planning process withnecessarymanpower and resources and ensure cleardelineationof theprocess forcontingencyplanpreparation,review,revisionwithingovernmentandotherrelevantinstitutionalstructures
Followingareadditionalobjectives:
Define the tasks that support the National Disaster Management System, such asvulnerability and risk assessment, data base management, partner relationships,capacitybuilding,publicawarenesscreationformainstreamingdisastermanagementintodevelopmentpractice
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Helpenhanceessential supportservicessuchasEmergencyOperationsCenter,S&Rcapacities, Medical First Responder teams, procurement of rescue equipment,establishmentofemergencyservices,trainingandeducationopportunitiesetc.
Institutionalize an operational Incident Command System (ICS), organizationalstructure for earthquake emergencymanagement and the concept of operations beincorporated in all Disaster Preparedness and Response Plans, Standing Orders onDisastersasafirststepinestablishingtheNationalContingencyManagementSystem(NCMS)inBangladesh
Extend the organizational structure to facilitate coordinationwithAcademia,NGOs,INGOs, media, private sector and donor agencies etc. to support an effective,contingencymanagementcapacity
1.5.SCOPEOFTHECHITTAGONGCITYEARTHQUAKECONTINGENCYPLAN
This plan details Emergency Response Functions immediately following a damagingearthquake. It describes the response system in place for responding to the situationcreatedandneedsrequiredduetotheeventofamajorearthquakeinChittagongCity,andalsodescribesaholisticresponsestructure,whichshouldbeactivatedfromthenationallevel to the affected community. It also provides a framework for coordination andoptimum utilization of national resources andmechanism for obtaining support asarranged by the government, from internal organizations(such as from ministries, lineagencies, departments, NGOs, private sector etc.) and international assistance. It coversfourspecificareasrespectivelyasgivenbelow.
General information that identifies legal provision, authorities & responsibilities,planning objectives and scope for response in the situation related to earthquakehazard;
Coordinationmechanismandextendedfunctionsofrelevantagenciesforthespecificearthquakeresponsewithintheauthorityofthegovernment.TheResponsestructureisdividedinto9functionalclustersandeachclusterisheadedbyoneinstitutionandsupportedby several institutions. It outlines the SOPs, tasks tobe accomplishedbythe respective institutions (ministries and agencies,) and the type of support to beprovidedtothembyothersatthenationallevel;
Supportinterventionsneededforplanimplementation; ReportingstructureforReadinessbyconcernedfirstresponderinstitutions
TheContingencyPlanforeachfunctionalclusteralsoidentifiesthepreparednessactionstobecarriedout forbetterresponseduring theearthquakeevents (during thepredisaster
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period) and reviewprocess and actions for planning for long term recovery (during thepostdisasterperiod).
1.6.PLANNINGASSUMPTIONS
This Chittagong city earthquake contingency plan has been developed with followingassumptionsinthebackground:
Earthquakes are impact type events and provide no warning preventing any preeventresponseactivities
Earthquakes within the city will cause large numbers of deaths and injuries andextensive damage and destruction of buildings, emergency facilities andinfrastructureasoutlinedinChapter1ofthisplan
Thereislikelihoodofsecondaryeffectsfollowinganearthquakeoraftershockswhichmay include tsunami, fire, flood, liquefactions, subsidence, damming of rivers,landslides,anddamfailure,releaseofhazardousandtoxicchemicals
Strongaftershockswillcontinueforseveraldaysresultinginfurtherbuildingcollapse Largenumbersofpersons(hundredsofthousands)willbeinneedofshelter,welfare,
reliefassistance,medicalcareetc Accesswillbeseverelyrestrictedduetodebris,landslides,collapsedbridgesetc. Manynationalandinternationalresponseandhumanitarianorganizationsotherthan
the government institutionswill also be involved during response and recovery toearthquakedisaster
1.7.PLANIMPLEMENTATIONSTRATEGIES
ThefollowingstrategywillbeadoptedinplanimplementationasshowninBox5:
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Set up a system for regular reporting and updates on the readiness of firstresponderinstitutions
Plan & development of national capabilities to translate earthquake riskreductionintoPreparednessandResponsePlans
Establish a consistent, collaborative national approach to the Mitigation ofimpactsofearthquakedisasters
Proposeamechanismtointegratedisastermanagementintonationaleducationsystem
Proposeamechanismtobuildthecapacityofgovernmentandnongovernmentpartnersbyprovidingtrainingandeducationonearthquakeriskreduction
Developamechanismtoimprovetherelationshipsamonggovernmentandnongovernmentorganizationsduringpreparedness,responseandrecoveryphases
Transfer knowledge and state of the art of technologies necessary to supportinstitutionaloperationsandimplementoperationsplans
Ensure a system for linking contingency planning processwith the earthquakehazardandriskassessmentsystemandstudies
Ensure continued functioning and monitoring of the contingency planningprocess established during the development of this national earthquakecontingencyplan
Develop plans, programs and establish mechanisms for raising awareness ofcommonpeople,professionalsandauthoritiesonearthquakecontingencyplanstoensurewidedisseminationandeffectiveimplementation Box5
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1.8.PLANLIMITATIONS
The Chittagong City Earthquake Contingency Plan will not, and cannot,addressallcircumstances
Bangladeshispronetomanyothertypesofhazardssuchasfloods,cyclonesetcandSylhetCityEarthquakeContingencyPlanshouldbeincorporatedwithother Contingency Plans to create aMultihazard contingencymanagementframework.
ThePlanassumesthatthelineagencieswillhavemandatoryprovisionsandnationalcapacitytodealwithassignedtasks.MandatoryprovisionsforFirstResponder Organizations, line agencies, ministries, local governments,Districtauthoritiesetchastobegrantedthroughappropriatepolicyandlegalinstruments.
TherelevantMinistriesareresponsibleforprovisionofresourcestocarryoutearthquake emergency management functions by relevant institutions.Especially institutions involved may need additional resources in terms ofqualified manpower, technical as well as financial resources to undertakeassignedtasks.
TheSylhetCityEarthquakeContingencyManagementprocess is linked to aspecifiedtimelagtobecomefullyfunctionalasanintegratedsystem
The Plan requires that the National Emergency Operations Center is to beestablished on priority basis to have service functions for a 24/7 schedulewithdutyofficersinplacewithclearlyidentifiednotificationprotocols.
ThePlancannotensurethatemergencyassistancetocommunitieswillarrivein time following a rapid onset disaster such as earthquake unless thegovernment will have emergency declarations in time. It will depend oneffective emergency management system which depends on application ofadvancedstateofthearttechnology.
Capable and committed staffwith appropriate financial resources, facilities,equipment and supplies is required to implement an effective, longtermprogrambasedontheActionPlan.
Box6
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FirstResponderOrganizations ArmedForcesDivision(AFD) FireService&CivilDefense(FSCD) DirectorateGeneralofHealthServices
(DGHS) DisasterManagementBureau(DMB) DepartmentofReliefandRehabilitation
(DRR) CityCorporations Box7
1.9.INTENDEDUSERSOFTHEPLAN
The direct users of this Chittagong City Earthquake Contingency Plan will be the First,Second aswell asThird levelResponderAgencies in order to savehumanlives, providehumanitarianassistance,andrestorethelifelinefacilitiesandutilitiesrespectively.
The term 'First Responder' refers tothoseagenciesandindividualswhointhe early stages of an incident areresponsible for the protection andpreservationof life,property, and theenvironment, including emergencyresponse providers as well asemergency management, search andrescue, fire safety, public health,clinicalcare,andotherskilledsupportpersonnel (such as equipmentoperators) that provide immediatesupport servicesduring emergencyoperations. In this contingencyplanningprocess, thefollowingagenciesareidentifiedasFirstResponderOrganizationsasshowninBox8.
In addition to above, the second levelwill consist of the utility and life line institutions(water supply, electricity, gas supply, telecommunications, waste disposal etc)transportationsystems(road,air,rail,andsea),ParamilitaryforcesandPolicewhichwillbe engaged in security, law and order functions. ThirdResponderOrganizations are theotherssuchas lineMinistries,Departments,CityDevelopmentAuthorities,NGOs/ INGOs,electronic and paper Media, Community Based Organizations (CBOs), Civil SocietyOrganizations (CSOs), Academia, Development Partners will be the passive users of theplan as they will be providing support services for plan implementation. The ultimatebeneficiarieswouldbethecommunitiesatrisktobringnormalcywithinafastestpossibletime.
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CHAPTER2: EARTHQUAKETHREATINBANGLADESHANDIDENTIFICATIONOFRISKSCENARIORELATEDTOCHITTAGONGCITY
2.1.INTRODUCTION
Over thepastdecades,urbanization inBangladeshhasbeenrapidly takingplacewithoutproperguidance.Asaresultmanyoftheurbancentershavedevelopedhaphazardly.Theseurbancentersarefastgrowingandinfluencetheeconomicdevelopmentsofthecountry.Itis therefore essential to have a realistic understanding on the nature, severity andconsequences of likely damage/loss that a possible event of earthquake could cause. Astrong earthquake affecting amajor urban center like Dhaka, Chittagong, or Sylhetmayresult in damage and destructions of massive proportions and may have disastrousconsequencesfortheentirenation.
AlowtomoderatelevelofearthquakemaycauseSevierdamagestothelifeandpropertythatmaygobeyond theexistingcapacityofChittagongCityCorporation (CCC)within itsjurisdiction. Considering likely earthquake threat in Bangladesh, the ComprehensiveDisaster management Programme (CDMP) under the Ministry of Food and DisasterManagement of the Government of Bangladesh (GoB), took initiative to develop likelyscenariosofearthquake forDhaka,ChittagongandSylhet.This reportpresents the likelybuilding collapse, debris generation, fire hazards and casualties during different level ofearthquakes in these three cities and current preparations/ capacity of Chittagong CityCorporationandotherdepartmentstocopewiththesituation.
2.2.NATUREOFTHREATS
GeographicallyBangladeshislocatedclosetotheboundaryoftwoactiveplates:theIndianplate in thewest and the Eurasian plate in the east and north. In the past therewhereseveralearthquakesthatcausedseveredamagestolifeandproperties.Someofthemajorearthquakes around the region includes the 1548 earthquake, the 1664 earthquake, the1762earthquake,the1869Cachenearthquake(Ms7.5),the1885Bengalearthquake(Ms7.0),the1897GreatAssamearthquake(Ms8.1),andthe1918Srimangalearthquake(Ms7.6) (Earthquake inwebsite Banglapedia;Oldham,1883;Ambraseys,2004;BilhamandHough, 2006 etc). However, Bangladesh did not experience any large earthquake since20thcenturyforabout100years.The1918earthquakeisthoughtnottobeacharacteristicone, since the magnitude is small for the plate boundary fault. This may mean thatBangladeshhas a high risk of large earthquake occurrence in near future. Severalmajoractivefaults,e.g.theplateboundaryfault(thenorthernextensionofsubductionfault)andtheDaukiFault,areinferredinBangladesh.ThesefaultsmustgeneratelargeearthquakesoverM8.However,thenature,detailedlocation,andthefaultinghistoryonthesefaultsarenotwellknownyet(Morino,2009).
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2.3.POTENTIALDAMAGEINDIFFERENTSCENARIOSOFEARTHQUAKE
Three different scenarios have been developed to identify the possible damage toinfrastructures,buildings,transportationandnumberofcasualties.Thescenariosareleast,moderate and worst case as assumed based on different magnitude of earthquake.FollowingarethescenariosofelementsatriskinthecityofChittagong.
BuildingsDamage
Itisestimatedthatabout168,783buildingswillbedamagedat8.5Mwearthquake.Thisisabout 93.00% of the total number of buildings in the Chittagong city. During this timeabout135,647buildingswillbedamagedbeyondrepair.About38,953buildingswillbeatleastmoderatelydamagedatMw8.0earthquake.TheearthquakeatMw6.0willdamageabout110,782buildingswhichareabout61.00%ofthetotalnumberofbuildings.Atthesametimeanestimated37,617buildingswillbedamagedbeyondrepair.
CollateralHazards
Theremightbeseveralhazardsduetoearthquakewhichmayaffectstructuresaswellasmay causedamage tohuman life and increase economic losses. These collateral hazardsinclude fire, debris generations etc. Following are the possible fire hazards and debrisgenerationthatmayappearduetoearthquakeinDhaka,ChittagongandSylhet.
FireFollowingEarthquake
Firesoftenoccurafteranearthquake.Becauseofthenumberoffiresandthelackofwaterto fight the fires, they can often burn out of control. For this scenario development,possibleestimationhasbeenmadeusingMonteCarlosimulationmodeltogetthenumberofignitionsandtheamountofburntarea.
In Chittagong during an earthquake of 8.5 Mw originated from Plate boundary fault1,therewillbe699ignitionsthatwillburnabout6.54sq.mi11.49%ofthecityarea. It isalsoestimatedthat that the fireswilldisplaceabout315,408peopleandburnabout441(millions of dollars) of building value.On the other hand an earthquake originated fromPlateBoundaryfault2at8.0Mwwillberesponsiblefor648ignitionsthatwillburnabout5.87sq.mi10.31%ofthecity.Itisalsoestimatedthatthefireswilldisplaceabout312,052people and burn about 433 (millions of dollars) of building value. The earthquake iforiginatedfromunderthecityof6.0Mwwillberesponsiblefor699ignitionsthatwillburnabout6.24sq.mi10.96%ofthecity.Themodelalsoestimatesthatthefireswilldisplaceabout314,421peopleandburnabout437(millionsofdollars)ofbuildingvalue.
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DebrisGeneration
Estimatedtheamountsofdebristhatwillbegeneratedbytheearthquakearecategirizedintotwogeneralcategories:
a) Brick/Wood
b) ReinforcedConcrete/Steel.
This distinction is made because of the different types of material handling equipmentrequiredtohandlethedebris.
During an earthquake of 8.5 Mw originated from Plate boundary fault1, a total of13,350.00 million tons of debris will be generated. Out of this, Brick/Wood comprises32.00%, with the remainder being Reinforced Concrete/Steel. If the debris tonnage isconverted to an estimated number of truckloads, it will require 534,000,000 truckloads(@25tons/truck)toremovethedebrisgeneratedbytheearthquake.Ontheotherhandanearthquake originated from Plate Boundary fault2 at 8.0 Mw will be responsible for2,079.00 million tons of debris of which Brick/Wood comprises 29.00%, with theremainder being Reinforced Concrete/Steel. If the debris tonnage is converted to anestimatednumberoftruckloads,itwillrequire83,160,000truckloads(@25tons/truck)toremovethedebrisgeneratedbytheearthquake.Theearthquakeiforiginatedfromunderthecityof6.0Mw,willgenerateanestimated5,423.00milliontonsofdebris. Outof thetotal amount, Brick/Wood comprises 31.00% of the total, with the remainder beingReinforcedConcrete/Steel. If thedebris tonnage isconvertedtoanestimatednumberoftruckloads,itwillrequire217,160,000truckloads(@25tons/truck)toremovethedebrisgeneratedbytheearthquake.
2.4.POTENTIALCASUALTIESINDIFFERENTSCENARIOSOFEARTHQUAKE
In order to take necessary preparation by different agencies, during earthquake studyunderCDMP,thenumbersofpeoplethatwillbeinjuredandkilledbytheearthquakehavebeenestimated into four (4) severity levels that describe theextent of the injuries. Thelevelsaredescribedasfollows;
SeverityLevel1:Injurieswillrequiremedicalattentionbuthospitalizationisnotneeded.
SeverityLevel2:Injurieswillrequirehospitalizationbutarenotconsideredlifethreatening
SeverityLevel3:Injurieswillrequirehospitalizationandcanbecomelifethreateningifnotpromptlytreated.
SeverityLevel4:Victimsarekilledbytheearthquake.
The casualty estimations are for two times of day: 2:00 AM and 2:00 PM. These timesrepresenttheperiodsofthedaythatdifferentsectorsofthecommunityareattheirpeak
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occupancy loads. The2:00AMestimate considers that the residential occupancy load ismaximum and the 2:00 PM estimate considers that the educational, commercial andindustrial sector loads aremaximum. Following are the description on the casualties inChittagongduringdifferenttimeondifferentscenarios.
During an earthquake at 8.5 Mw originated from Plate Boundary Fault1 at night time,about 15 thousand people will be killed immediately after the earthquake. About 7thousand people will require hospitalization and can become life threatening if notpromptly treated, about 46 thousand people will require hospitalization but are notconsideredlifethreateningandabout141thousandpeoplewillrequiremedicalattentionlikefirstaidorsomekindoftreatment. Similarlyabout2thousandpeoplewillbekilled,two thousand three hundred need to be hospitalized on a critical condition, fourteenthousandneedtobehospitalizedonmoderateinjuriesandabout45thousandpeoplewillrequiremedicalattentionifthereisanearthquakeat8.0MwfromplateboundaryFault2.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,about5thousandpeoplewilldieimmediately,abouttwothousandpeoplewillneedtobehospitalizedonacriticalcondition, about 14 thousand people will require taking admission in hospital withmoderateinjuriesandabout46thousandpeoplewillrequiremedicalattention.
Table:CasualtiesinChittagongduringdifferentcasesinDifferentTime
TimeandCase
LevelofcasualtiesLevel1 Level2 Level3 Level4
2AM Case1 141,391 46,335 7,436 14,545Case2 16,968 5,430 905 1,780Case3 45,778 14,343 2,328 4,5712PM Case1 130,068 44,785 7,919 15,370Case2 14,923 4,875 858 1,660Case3 41,863 13,662 2,392 4,639
Source:Hazus calculationbasedondatabase,engineeringgeologyandseismichazard
An earthquake at 8.5 Mw originated from Plate Boundary Fault1 by day time, will killabout 15 thousand people will be killed immediately after the earthquake. About 7thousand people will require hospitalization and can become life threatening if notpromptly treated, about 46 thousand people will require hospitalization but are notconsideredlifethreateningandabout130thousandpeoplewillrequiremedicalattentionlikefirstaidorsomekindoftreatment.Similarlyaboutonethousandsixhundredpeoplewill be killed, nine three hundred need to be hospitalized on a critical condition, five
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thousandneedtobehospitalizedonmoderateinjuriesandabout15thousandpeoplewillrequiremedicalattentionifthereisanearthquakeat8.0MwfromplateboundaryFault2.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,about5thousandpeoplewilldieimmediately,abouttwothousandpeoplewillneedtobehospitalizedonacriticalcondition, about 14 thousand people will require taking admission in hospital withmoderateinjuriesandabout42thousandpeoplewillrequiremedicalattention.
2.5. POSSIBLEAVAILABILITYOFHOSPITALBEDAFTERANEARTHQUAKE
During scenario development for three cities, available hospital beds and other facilitiesareconsidered.Basedonthese,followingisalikelyscenarioofhospitalstocopewiththesituation.
CurrentlyinChittagongthereareabout21,664hospitalbedsavailableforuse.Onthedayafteranearthquakeat8.5Mw,only1,814hospitalbeds(8%)willbeavailableforusebypatientsalreadyinthehospitalandthoseinjuredbytheearthquake.Afteroneweek,15%ofthebedswillbebackinservice.By30days,20%willbeoperational.Afteranearthquakeat8.0Mw,about15,680hospitalbeds(72%)willbeavailableforusebypatientsalreadyinthehospitalandthoseinjuredbytheearthquakeonthefirstday.Graduallyafteroneweek,83%ofthebedswillbebackinserviceandby30days,92%willbeoperational.Afterandearthquakeat6.0Mw , themodel estimates thatonly8,774hospital beds (41%)will beavailable forusebypatientsalready inthehospitalandthose injuredbytheearthquake.After one week, 53% of the beds will be back in service. By 30 days, 72% will beoperational.
2.6.ESSENTIALFACILITIESDAMAGE
Duringanearthquakeat8.5Mworiginated fromPlateBoundary,125out162hospitals/clinicswillbecompletelydamaged.At thesame time734schools,oneEOC,10outof11policestationsand8outof12 firestationswillbetotallydamaged.Noneofthe facilitieswillbefunctionalonthefirstdayofearthquake.
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Table:ExpectedDamagetoEssentialFacilitiesinChittagongCityCorporationArea
Classification Total
#Facilities
AtLeastModerateDamage>50%
CompleteDamage>50%
WithFunctionality>50%onday1
Chittagong:Case1
Hospitals 162 132 125 0
Schools 1,033 816 734 0
EOCs 1 1 1 0
PoliceStations 11 10 10 0
FireStations 12 12 8 0
Chittagong:Case2
Hospitals 162 13 0 127
Schools 1,033 78 4 839
EOCs 1 0 0 1
PoliceStations 11 1 0 7
FireStations 12 1 0 11
Chittagong:Case3
Hospitals 162 63 4 97
Schools 1,033 399 61 541
EOCs 1 0 0 1
PoliceStations 11 5 0 5
FireStations 12 5 0 2
Source:Hazuscalculationbasedondatabase,engineeringgeologyandseismichazard
About13hospital andclinics,78schoolsandoneeachofpoliceand fire stationswillbemoderately damaged if there is an earthquake at 8.0 Mw from plate boundary Fault2.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,61schoolsand4hospitals
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will be completely damaged. However, during this situation most of the facilities willremainunderoperationonethefirstdayoftheearthquake.
2.7.UTILITYDAMAGEINCHITTAGONGCITYCORPORATIONAREA
The following tables provide information on the damage to the utility lifeline systems.Table 532 provides damage to the utility system facilities. While table 533 providesestimates on thenumberof leaks andbreaksby thepipelines of theutility systems. Forelectric power and potable water, HAZUS performs a simplified system performanceanalysis.
Table:ExpectedUtilitySystemFacilityDamageinChittagongCityCorporationArea
System
Scenario1
NumberofLocations
Scenario2
NumberofLocations
Scenario3
NumberofLocations
Total
Number
Withat
LeastModerate
Dam
age
WithCompleteDam
age
WithFunctionality>50%
Total
Number
Withat
LeastModerate
Dam
age
WithCompleteDam
age
WithFunctionality>50%
Total
Number
Withat
LeastModerate
Dam
age
WithCompleteDam
age
WithFunctionality>50%
After
Day
1
After
Day
7
After
Day
1
After
Day
7
After
Day
1
After
Day
7
PotableWater
72 72 4 0 5 72 0 0 46 72 72 72 0 0 14
NaturalGas
22 22 2 0 0 22 0 0 9 22 22 22 0 0 0
ElectricalPower
28,40728,407 0 012,029 28,407 0 0 13,682 28,407 28,40727,608 0 0 28,405
Communication
5 5 0 0 1 5 0 0 4 5 5 5 0 0 5
Source:Hazuscalculationbasedondatabase,engineeringgeologyandseismichazard
Duringanearthquakeat8.5Mworiginated fromPlateBoundary, therewillbemoderatedame in all systems like potable water, natural gas, electric power and communication.During this time potable water system will be completely damaged in 4 locations andnaturalgassystemin2points.Atthesametimetherewillbe320leaksand407breaksin
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watersupplynetwork,131leaksand59breaksinwastewaternetworkand104leaksand125breaksingassupplynetwork.
Table:ExpectedUtilitySystemPipelineDamageinChittagongCityCorporationArea
System
Scenario1 Scenario2 Scenario3
TotalPipelinesLength(km)
Numberof
Leaks
Numberof
Breaks
TotalPipelinesLength(km)
Numberof
Leaks
Numberof
Breaks
TotalPipelinesLength(km)
Numberof
Leaks
Numberof
Breaks
PotableWater
542 320 407 542 17 53 542 38 120
WasteWater
34 131 59 34 2 0 34 5 6
NaturalGas
217 104 125 217 5 16 217 11 34
Source:Hazuscalculationbasedondatabase,engineeringgeologyandseismichazard
Duringanearthquakeoriginatedfromunderthecityat6.0Mw,therewillbe38leaksand120breaksinwatersupplynetwork,5leaksand6breaksinwastewaternetworkand11leaksand34breaksingassupplynetwork.
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CHAPTER3: CONCEPTOFOPERATIONS
3.1.GENERALOPERATIONS
MuchhasbeenwritteninregardstoBangladeshsvulnerabilitytoanumberofnaturalandmanmadedisasters.WhilecyclonesandfloodsmayposethegreatestrisktoBangladeshatanationallevel,ithasbeenidentifiedthattheNorthEasternandSouthEasternregionsofBangladesh are vulnerable to earthquake (BangladeshDisasterRiskManagement Profile2006).Aspertheseismicmacrozonationstudies,urbanareassuchasChittagong,Sylhet,Dhaka,Rangpur,Bogra,Mymensingh,Comilla,Rajshahiarelocatedwithinpossibleseismicactive zone. Although some level of awareness is raised among population by variousinstitutions the country is far behind the minimum preparedness level to face such adisaster occurrence in any of such urban areas. This chapter provides a more detailedindicationofthecurrentsituationwithregardstopotentialearthquakeemergenciesunderwhich this plan operates and the principles of operation that are utilised withinBangladesh.
ManagementPrinciples
InthedraftNationalPolicyforDM,thehighestpriorityduringandafteradisasterhasbeenaccordedtoresponse,reliefandimmediaterecoveryofessentialservices,andtomediumand longer term reconstruction and rehabilitation to a higher standard than before theoccurrenceofthedisaster.
In theemergencyphase,main focusof theagencies involved in first responder functionsandmanagingtheearthquakeemergencysituationwillbeto:
Savelives Providehumanitarianassistancetovictims Restorationoflifelinefacilitiestoreduceorminimizethehardships
OperatiOnsPrinciples
In the predisaster phase the DMB will play a lead role in coordinating and ensuringpreparedness of first responder organizations for effective management of responseactivitiesinpartnershipwithotherstakeholderagencies.DuringdisasterstheArmedForceDivisionwilltaketheleadroleinrespondingtotheemergencysituation.Themainfunctionof Search and Rescue of victimswill be handled by AFDwith support from FSCD. Para
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military forces, Police and community first responders will assist the professional S&RpersonnelemployedbyFSCDandAFD.
TheReliefandwelfareofvictimsduringdisasterswillbehandledbytheDRR.Inreliefandtemporarysheltermanagement,strictadherencewillbeensuredtosocialjustice,equitabledistributionofrelief,neutralityandimpartialityintheprovisionofassistanceandrespectfor thedignity,valuesandcultureofaffectedpersons.DueconsiderationwillbegiventoactivitieswithrespecttoInternallyDisplacedPersons(IDPs)asaresultofearthquakesandcollateral hazards associated with primary and secondary events. DMB and DRR willcoordinatewithMinistryofFood&DisasterManagementasrequired.
Currently,thereareseveralministriesandagencieshandlingdifferentfunctionsrelatedtopostdisaster recovery, rehabilitationandreconstruction.During thepostdisasterperiodDMBwill coordinate on behalf of the MoFDMwith all these ministries and agencies asrelevant, inplanningthelongtermrecoveryandtoreviewthesuccessofplanoperationsfornecessarymortifications.
CapacityAssessment
The shortfalls in existing capacities for responding to the needs during the disastersituation will be tied to a scenario based assessment and can be analysed only afterproduction of hazard, vulnerability maps and loss estimation using HAZUS. Thecapacityof respective first responderorganizationsneeded to respond to such scenarioswill be determined against the potential earthquake events (of magnitude xyz) thatimpact the cities of Dhaka, Chittagong, and Sylhet. The devastating effects, severity ofimpactswill be comparedagainst the abilityof first responderorganizations in termsoftheir manpower, equipment, material, location of institutions and proximity to thepotentialzonesofhighimpact,healthcareneedsformasscasualtytreatment,andallotherneedstorespondtoearthquakeemergencies.
3.2.STANDARDOPERATINGPROCEDURES(SOP)
National Earthquake Contingency Plan is a plan for management of earthquakeemergencies of any magnitude which describes the management arrangements;relationships;strategiesandmechanismsforensuringeffectiveresponsetotheearthquakeemergencysituationsifandwhentheyoccur, indifferentscenarios.TheSOPsareneededto:
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Executethecommandcontrolstructure forplan implementationandhighlight theoperating procedures of the plan in relation to respective first responderorganisations
DevelopareportingstructurebetweentheNationalEmergencyOperationsCenterandfirstresponderorganisations
Guidetheindividualswithinthefirstresponderorganizationswhoaremembersofthe overall response structure to discharge the assigned roles of the institutioneffectively
Standing Operating Procedures (SOPs) should guide the respective first responderorganization to effectively discharge the assigned responsibility of each organisation oragencythathasaroletoplaywithinthisNationalEarthquakeContingencyPlan.TheSOPsfor each responder organization have been developed and provided in the Agency levelContingencyPlans.
The individual agencies are supposed to further expand the SOPs to reflect the verticallevel functional responsibilities and horizontal level coordination, control & commandstructurewithintheorganization.
Through the SOPs, the first responder organizations under the National EarthquakeContingencyPlanshoulddevelopareportingstructuretoreporttotheNationalEmergencyOperationsCenter.
The National Emergency Operations Center, which is being established separately, willdealwithindetailthetasksofEmergencyOperations,includingallactivitiesrangingfromearly warning through immediate recovery of essential services and public utilities,coveringindetailtheemergencyresponseandoperationsprocedureformultistakeholderresponseindisasteroremergencysituationsindifferentscenarios.Incaseofearthquakes,since there is no time for earlywarning the response functionswill start soon after theoccurrence of earthquake but contingency plan has to be activated through anannouncementbytheHon.PrimeMinisterontheadviseontheSecretary,MinistryofFoodandDisastermanagementandtheDirectorGeneralofDisasterManagementBureau(DMB).
3.3.STAKEHOLDERS
Thereareanumberof institutions(ministries,departments, lineagenciesetc.)whohavecrucialrolestoplayduringthedisastersituation.Suchinstitutionsarethekeystakeholdersofthiscontingencyplanandtheymustbeinvolvedineverystepoftheplandevelopmentprocess. Each stakeholder has different types and levels of functional responsibilityassociatedwiththecomprehensiveearthquakecontingencyplan.Table3.1showsarange
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of different stakeholders and the functions they are supposed to carry out during thedisastereventsaswellasintheplandevelopmentandimplementationprocess.
Table3.1:StakeholdersofNationalEarthquakeContingencyManagement
AGENCY BROADAGENCYLEVELFUNCTIONS
Ministry of Food and DisasterManagement(MoFDM)
Planadministration M&E
DisasterManagementBureau(DMB) Plandevelopment,reviewandrevisions CoordinationamongstakeholdersandfacilitatedevelopmentofAgencylevelplans
organizetrainingandpublicawarenessactivitiesrelatedtoplanimplementation
operateanemergencyoperationcenter facilitatepreparationofUnion,ThanaandDistrictlevelDM
plans
Directorate of Relief and Rehabilitation(DRR)
ReliefOperationsandwelfareofvictimsafterdisasterevents
MaintenanceofCampsfordisplaced ExecutionofRehabilitationschemes AssistanceforContingencyPlanDevelopment AssistanceforDMplanpreparationofUnion,Thanaand
Districtlevels
ArmedForcesDivision(AFD) EnsureSafetyandsecurityofVictimsduringdisasterevents
SearchandRescue(S&R)operations Responseactionssuchasdistributionoffood,water,
medicinesandfirstaidassistance, SupporttheactionsbyGovt.agenciestoensurethewelfare
ofvictims Securityforcriticalfacilities PostdisasterimmediateRecoveryactions AssistanceforRehabilitationofmostessential
Infrastructure
Fire Services and Civil DefenceDirectorate(FSCD)
Firefighting SearchandRescue Logisticsassistance SupporttheactivitiesundertakenbyGovt.agenciesand
AFD
BangladeshPolice(BP) Maintenanceoflaw&order
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SafetyofVictims Trafficcontrolduringemergencies
City Corporations/ Office of theCommissioners
AssistancetoGovt.agenciesandAFDforensuringthesafetyandwelfareofvictimsduringdisasterevents
Assistincleaninganddisposalofdebrisduringdisasterevents
UndertakeCitydevelopmentprojectstoensuresafetyofcitydwellers
UndertakemeasurestoensureConservancy,sanitationwithinthecity
Maintenanceofopenareas,greenareas,parks,recreationetcofcitydwellers
Directorate General of Health services(DGHS)
Healthandhygiene Medicalcareofvictims Triage Recoveryprogramassistance Psychosocialactivitiesforvictimfamilies
Bangladesh Power Development Board(BPDB)
Emergencypowersupplytocriticalfacilities Restorationofpowersupply
WaterandSewageAuthority(WASA) Emergencywatersupply RehabilitationofWatersupplylines,storage,pumpingstations
CityDevelopmentAuthorities Approvalofbuildingpermits Mitigationandpreparednessmeasuresthroughphysicalplanning
Landusecontrol Recoveryprogramassistance
GasSupplyAgencies Restorationoffacilities RehabilitationandreconstructionBangladesh TelecommunicationRegulatoryCommission(BTRC)
Emergencytelecommunication Restorationofdestroyedfacilities EmergencytelephonefacilitiesforEmergencyResponse
personnel
RoadsandHighwaysAgencies Restorationofdamagedroads,bridges Rehabilitationandreconstructionoperations EmergencyarrangementsforRoadsector(temporary
bridges,repairsetc.)
Professional bodies(Bangladesh Instituteof Planners, Bangladesh Institute ofArchitects, Bangladesh Institute ofEngineers, Real Estate & HousingAssociation of Bangladesh (REHAB),other Professional Bodies, individualConsultants
Recoveryprogramdesignassistance Rehabilitationandreconstructionassistance Research, Planning,Implementationsupport Technologytransfer Knowledgemanagement
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Academia ResearchonVulnerability&Riskassessment Capacitybuilding Technologytransfer AssistanceinRecoveryprogramdesign
Bangladesh Red Crescent Society(BDRCS),InternationalFederationofRedCross and Red Crescent Society (IFRC),NGOs, International NGOs, NonProfitOrganization,ReligiousGroups
AssistanceforContingencyPlanimplementation Welfareofvictims(campmaintenance,healthand
sanitationetc.) Reliefdistribution Communityhealthandsanitation CommunityfirstaidandPhysiosocialsupportforvictim
families Awarenesscreationandsocialmarketing Communityandhouseholdlevelpreparedness
CommunityBasedOrganizations(CBOs) Communitylevelreliefandresponseactivities Awarenesscreationandsocialmarketing Communityandhouseholdlevelpreparedness
Media Publicawareness Informationdissemination Situationreportsandearlywarningdissemination
PrivateSector Resources Training&Education Planimplementationsupport
Donoragencies ProvisionofResources
UNagencies Technicalassistanceforresponseandearlyrecovery GuidanceonInternationalconventions Resourcesforearlyrecovery
Several formal and informal meetings, consultations were conducted to identify keystakeholdersandtheirmandatesandpossiblerolesduringdisastereventsaspartof thiscontingency plan development process. Many agencies participated in the process withclearmandatesandrolesfordisasterresponse.However,someofthemparticipatedintheprocesswithorwithoutclearagencymandates;becauseoforganizationmissions;concernforsafety;communityresponsibilities.Whenfinalconsiderationsaremadeoninstitutionalmandates, considerationmust be given to thosewho do not havemandates, in order tocreateappropriatemandates.Whensuchmandatesarecreated,initiativeshouldbemadetointegratethesameintotheprocesseffectively.
3.4.MANAGEMENT
Successful preparation and implementation of the Plan requires a welldesignedmanagement framework, including the four phases of good management: leadership,planning, organizing, and monitoring and review. The Earthquake Contingency
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The MoFDM has been set up to:
facilitate implementation of DM projects and programs;
design and implement programs; coordinate Monitoring and Evaluation of
DRM programs; and, Provide technical assistance and
administrative support. Box 8
management plan has paid special attention to create a comprehensive and effectivemanagementstructure.
Leadershipforplanmanagement
TheGovernmentofBangladeshhasmadeastrongcommitmenttotheprotectionoflifeand property of the people and theenvironment of Bangladesh from theconsequencesofdisasters. TheMinistryofFood&DisasterManagement on behalf ofthe Government of Bangladesh shall takethe lead role in disaster riskmanagementactivitiesasshowninthebox8.
TheMinistryofFood&DisasterManagementshallundertaketheleadershipresponsibilityforimplementationoftheNationalEarthquakeContingencyPlanendorsedbytheNationalCouncil for Disaster Management (NCDM) and the Disaster Management Bureau (DMB)willcoordinatetheprocessofcontingencyplandevelopmentwiththesupportofallotherstakeholdersfacilitatingallefforts.
Planningprocess
ThetasksshownontheNationalEarthquakeContingencyPlandemandcarefulplanningtoaccomplishtheresultsexpected. Incompliancewiththecurrentmandatoryprovisions,anumberofCluster s/committeeshavebeenestablished to facilitateplan implementation.Thereportingmechanismforreportingthereadinessoffirstresponderagencieshasbeenestablished. The reports should reach the Secretary, Ministry of Food & DisasterManagement foronwardreporting toNationalCouncil forDisasterManagement (NCDM)for further advice and guidance. The Disaster Management Bureau (DMB) will be theoperationalarmofMinistryofFood&DisasterManagementincoordinatingoperationsforachievingprogrammegoalsandobjectivesnecessary toaccomplish the tasks included intheNationalEarthquakeContingencyPlan.WiththeguidanceandapprovaloftheMinistryof Food&DisasterManagementandNationalCouncil forDisasterManagement (NCDM),the DMB will undertake various interventions to mainstream National EarthquakeContingencyPlantasksasacomponentofdevelopmentplanning.
AWorkingGrouphasbeenappointedasafollowuptotheRoundTableMeetingofvariouskey stakeholders which was participated also by the Secretary, Ministry of Food and
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Disaster Management. The Round Table Meeting was participated by Heads of theinstitutionswhich have key roles in earthquake disaster riskmanagement.Members fortheWorkingGrouparebeingnominatedby these institutions forcontinuousupdateandplanning to the contingency plan, and regular monitoring of its implementation. Themembers of the working Group include specialists, technical experts and membersrepresentingdifferentstakeholderagencieshandlingdifferentaspectsofearthquakeriskmanagement. This Working Group also provides advice in specific contingency planactivitiesandfunctionsattherespectivelevels.
3.5.MONITORINGANDEVALUATION
Theplanhasidentifiedspecificelementsandtaskstooperationalizetheplananddevelopaworkplanforthefuture.TheMonitoringandEvaluationPlan(M&E)shouldbepartoftheoverall work plan for implementation of the National Earthquake Contingency Plan.MonitoringandevaluationofeachstepidentifiedintheworkplanisnecessarytoensurethattheContingencyPlangoalsandobjectivesarebeingmet.Abenchmarkstudypriortoproject initiationandreviewof standardsandguidelinesapplicable to respectiveprojectprovidesevaluationcriteriaagainstwhichprojectmilestonescanbemeasured.Monitoringagainst the established evaluation criteria may be carried out in a number of ways:reportingrequirements;fieldvisits;progressreportsforeachactivityintheworkplan;anddevelopment of a reporting system for reporting the readiness of First ResponderOrganizations. The regular reports submitted to DMB by First Responder Organizationswillhelpincomparisonofstatusagainstinitialevaluationcriteria.
Regularmonitoringandevaluationenableschangesindirection,refinementofapproachesandeliminationofunproductiveactivities.Italsowillhelptoimprovetheresourcebaseintermsofmanpower, equipment etc. The capacity buildingprograms should address themanpowerneedsoftheFirstResponderOrganizations.Monitoringandevaluationshouldbedoneonaregularbasis(maybebiannually)andorfollowingmajordisasterevents.ThePlantaskshavetobereviewedagainsttheexpectedoutcomeandmodificationsshouldbeexecutedinareaswhereimprovementsareneeded.
3.6.FUNCTIONALRESPONSECONCEPT
Aftertheoccurrenceofadamagingearthquakeanditsimpactonacommunity,therewillbeahugetaskofdifferentemergencyresponseactivitiesstartingfromdamageassessmentandneedanalysis(DANA),controloffires,rescueoftrappedpersons,treatmentofinjuredtoprovidingsheltersandreliefsuppliestothedisplacedpeople.Thefollowingisthelistofkeyresponseactivitiesafteranyearthquakedisaster.
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GeneralSearchandRescue SpecialistSearchandRescue HealthandMedicalService Requestforexternalassistanceforsearchandrescue LawEnforcement&Security EmergencyShelter&MassCare Firefighting/Rescue Communications DamageAssessment Identification,Care&DisposalofDead(Coroner) HazardousMaterialResponse ReliefCoordination Reliefdistribution Health&WelfareofVisitors Buildinginspection&demolition InspectionofBridgesoverpasses,debris,etc InspectionofSilos,smokestackspetroleumtankFarmsetc Inspectionofdams,reservoirsetc PublicInformationannouncements&warnings Transportation FinanceandClaims Restoration Utilities PollutionofWaterways&MarineEnvironments ImpactAssessment
Theseemergencytaskscanbegrouped intoanumberof functionalgroupsasaplanningvehiclethroughwhichresponsibilitiescanbeassignedtoagroupofrelevantorganizationsforleadandsupportfunctions.Whenclusteringthemintofunctionalgroupsattemptswillhavetobemadetoidentifyinstitutionsresponsibleforeachactivity.Assigningfunctionalresponsibilities to clusters and identifying lead and support institutions needed foreasiness of operations,maintain the command, control structure and undertake trainingand capacity building operations by fixing the accountability to lead agencies in eachcluster.
3.7.FUNCTIONALGROUPS/CLUSTERS
Usually many agencies are involved in accomplishing the above mentioned responseactivities immediatelyafteroccurrenceofearthquake.However, experienceshaveshownthat these response activities are extremely complicated andno single agency alone canperformanyoftheresponseactivitiesfully;allrelatedorganizationshavetoworktogetherin a coordinatedmanner for optimum and efficient response. All agencies need towork
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togetherinasystematicmannersothattheircapacitiesandresourcesarebestutilizedtofulfil the need complimenting and supplementing other agencies. Realizing the need ofcoordinatedandcomprehensiveemergencyresponse,UnitedNationshasbeenpromotingitshumanitarianresponseactivities ina clusterapproach.Thisapproach isproved tobeeffective and efficient in responding to recentdisasters for example the responseduringOct. 8, 2005 earthquake in Pakistan. Hence, it has been decided that this concept ofresponseoperationsinfunctionalclustersbeappliedinBangladeshalsoincaseofpossibleearthquakedisaster.
Inthisapproach,allresponseactivitiesaregroupedintorelevantfunctionalclustersbasedon the similarityofworks,normal timeanddisaster timemandatesofdifferent relevantorganizationsandpossiblecomplimentarityintheresourcesandcapacities.
With the inputs from several formal and informal consultative meetings with keystakeholders, Round Table andWorking GroupMeetings, and also from the guidance ofTechnical Advisory Group of this Contingency Plan development process, the differentfunctionalresponsegroups(clusters)decidedtobeappliedinBangladeshareincludedinBox9.
Main response activities to be performed and identified lead agency for each of thefunctionalresponsegroupsarelistedinthefollowingTable:
OperationalFunctionalGroups
Emergency Operations Cluster 1 Overall CommandandCoordination
EmergencyOperationsCluster2Search,RescueandEvacuation
HealthCluster Relief Services (Food, Nutrition and other Relief)
Cluster Shelter(IncludingCampManagement)Cluster WaterSupply,SanitationandHygieneCluster RestorationofUrbanServicesCluster Transport(Road,Rail,Air,Sea)Cluster SecurityandWelfareCluster
Box9
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Table3.2FunctionalResponseGroups(Clusters),MajorActivitiesandIdentifiedLeadAgencies
FunctionalClusters
Activitiestobeperformed Leadagency GlobalClusterPartners(proposed)
EmergencyOperationsCluster 1 OverallCommandandCoordination
Notificationofearthquakeoccurrenceto/fromconcernedauthorities
ConductrapidDamageandNeedsAssessment,compileemergencyresponseneedsandcoordinateforappeals
Operationalizationofagency,cityetc.levelEmergencyOperationsCenters(EOCs)
Facilitationandcoordinationforresponseoperationso Command,control,Coordination
amongresponseinstitutionso Maintainproperchainofcommando Facilitationforlogisticsandrelief
transporto Leadandoperationalzingthe
IncidentCommandSystem(ICS)o Compilereportsregardingresponse
operations Informationdissemination(media)and
communication
MoFDM(NationalEOC)
UNOCHA,UNRC
EmergencyOperationsCluster 2 Search,Rescue andEvacuation
LightSearchandRescueattheneighbourhoodlevel
Specializedsearchandrescue Rubbleremoval FirstAid&FirstMedicalResponseto
provideemergencymedicaltreatment Fieldlevelvictimtriaging VictimTransportation Medicalcareofvictimsandinjured
people Evacuationfromhazardousareas Firesafety&rescue
FSCD IFRC
RestorationofUrbanServicesCluster
Quickrestorationofcriticalservices(electricity,communication,transportationandothercriticalservices)
Detaildamageassessmentofbuildings,infrastructuresandotherfacilities
Restorationandrehabilitationofutilitiesandservices
CityCorporations
UNDP
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FunctionalClusters
Activitiestobeperformed Leadagency GlobalClusterPartners(proposed)
HealthCluster PreparednessplanningforHospitals ArrangementsforMedicareforinjured Childcareandreproductivehealth Medicareforsickpeople CounselingandPsychosocialtrauma
support Mortuaryservices Epidemiccontrol Immunization
DGHealthservices
WHO
ReliefServices(Food,Nutrition andother Relief)Cluster
Needsanalysissurvey(toidentifyneedsforvictims)
Supplyanddistributionoffooditems Supplyanddistributionofnonfoodand
otherreliefitems
DRR UNICEF,IFRC,WFP
Security andWelfareCluster
Managementofdead&Missing Securityarrangements,Maintenanceof
lawandorder Security(securityofpeopleand
properties) Trafficcontrol MaintenanceofInformationondead
andmissing Identificationandreunificationof
displacedpeople
BP
UNHCR/OHCHR/UNICEF
Shelter(IncludingCampManagement)Cluster
Establishmentoftemporaryshelters Collectionanddistributionof
emergencyshelteritemseg.tents,tarpaulinsetc.andassistancetopeopleforerectingsuchemergencyshelters
Identificationofpeoplethoseneedingsheltersincamps
IdentificationofCampsfordisplaced Sheltermanagement Maintenanceofinformationrelatedto
IDPs
AFD IFRC
UNHCR
IOM
WaterSupply,Sanitationand HygieneCluster
RapidDamageassessment RestorationofWatersupply&
drainage Sanitation Wastedisposal
CityCorporations
UNICEF
Vulnerabilityassessment Damageassessmentandplanningforrestorationoftransportationfacilities
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FunctionalClusters
Activitiestobeperformed Leadagency GlobalClusterPartners(proposed)
Transport(Road, Rail,Air, Sea)Cluster
connectedwitho Roadtransportationo Railtransportationo Airtransportationo Seatransportation
Arrangementsforquickrestorationoftransportationfacilities
BRTA, CAAB,BR,CPA
UNDP,WFP
3.8.PLANCONTRIBUTORS
Current public andprivate sector institutions,which are actively involved in earthquakeriskmanagementactivities,are(butnotlimitedto):
ArmedForcesDivision(AFD) BangladeshFireService&CivilDefense(FSCD) BangladeshPolice(BP) BangladeshAnsar&VDP CityCorporationsandAuthorities DepartmentofReliefandRehabilitation(DRR) DisasterManagementBureau(DMB) DirectorateGeneralofHealthServices(DGHS) DhakaPowerDistributionCompany(DPDC) WaterSupplyandSewerageAuthority(WASA) TitasGasTransmissionandDistributionCo.Ltd. BangladeshPowerDevelopmentBoard(BPDB) OfficeofCommissionersintheDhaka,Chittagong,Sylhetcitycorporation AnjumaneMofidulIslam,Bangladesh(AMI) BangladeshRoadandTransportAuthority(BRTA) GeologicalSurveyofBangladesh(GSB) InstituteofArchitectsBangladesh(IAB) InstitutionofEngineersBangladesh(IEB) BangladeshInstituteofPlanners(BIP) BangladeshGarmentManufacturersandExportersAssociation(BGMEA)
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RealEstate&HousingAssociationofBangladesh(REHAB) FederationofBangladeshChambersofCommerce(FBCCI) BangladeshTelecommunicationsCompanyLimited(BTCL) ElectronicandPrintMedia VariousMobileCompanies:GrameenPhone,AKTEL,Banglalink,CityCell,TeleTalk) NGOs: International Federation of Red Cross and Red Crescent (IFRC), Oxfam GB
BangladeshProgram,CAREBangladesh, IslamicReliefWorldwide (IR),ActionAidBangladesh (AAB), Bangladesh Disaster Preparedness Centre (BDPC), BangladeshRedCrescentSociety(BDRCS),etc.
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CHAPTER4: FUNCTIONALRESPONSEGROUPSANDTHEIRROLESANDRESPONSIBILITIES
4.1.CLUSTER1EMERGENCYOPERATIONSOVERALLCOMMANDANDCOORDINATIONCLUSTER
Objective: To prepare a framework for integrated response efforts by formulating a well coordinatedsystemforreductionofimpactsofpotentialearthquakeeventsClusterLead:ChittagongCityCorporationResponsibleMinistry:MinistryofLocalGovernmentandRuralDevelopmentMainTasksassignedtoleadandsupportagencies:1) Network with National Emergency Operations Centre (NEOC), contributions to NEOC functions andperiodicreportingonreadiness2)ContributionstodisastereventresponsereportingsystemInstitutional3) ICSdevelopmentatvarious levels 4)Participate intheCommand,Control,CoordinationStructure 5)Networkwithotheragenciesforinformationdissemination
Activities LeadAgency SupportAgencies/Institutions
Pre
disasterPhase
Development of StandardOperationProcedure(SOP)
CCC AFD,FSCD,Ansar&VDP,RAB,BDR
Establish National level 24/7 NationalEmergency Operation Centre (National EOC)and participate in EOC operations andreportingofreadiness
CCC FSCD,AFD
Setting up earthquake Incident CommandSystems (ICS) in place(establishment, trainingandcapacitybuilding)whereappropriate
CCC FSCD,Ansar&VDP,RAB,BDR,
Organize ICS training and nominaterepresentativestoparticipateinICSestablishedatvariouslevels
CCC FSCD,Ansar&VDP,BDR
Develop a disaster event response reportingsystem by stakeholder agencies (impacts,resource needs, actions by them for reducingthe impact, difficulties, opportunities etc)duringearthquake/anyotherdisasterevent
CCC Ansar&VDP,RAB,DCOffice,BDR
PromotionofinformaleducationonearthquakeContingency Plan operations at all levels andconductsimulations
CCC NGOs
Develop guidelines for media agencies onreportingdisastereventsproceduresforpublicinformation dissemination related toemergency declaration, announcements &warnings on after shocks and disseminatepublic awareness & advocacy material tosupport contingency planning andimplementation
CCC
Office of Deputy Commissioner,Bangladesh Television, BangladeshBetar, Private TV channels, Radiochannels,LocalNewspapers
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Emergency
Response
Phase
Facilitate mobilization of earthquake incidentcommand system where necessary under thecommand of AFD and Networking withorganizationsunderICS
CCCFSCD, AFD, DRR, CMP, BR, BPDB,CWASA, BGSL, Office of DivisionalCommissioner,OfficeofCivilSurgeon
Execute operation surveillance continuouslycoveringalltheearthquakeaffectedareas
CCC FSCD, AFD, DRR, CMP, BR, BPDB,CWASA, BGSL, Office of DivisionalCommissioner,OfficeofCivilSurgeon
ExpansionofNationalEOCtoaddresstheneedsafter earthquake disaster event and facilitateEOCoperations,Dailyorperiodicreportingbystakeholders
CCCFSCD, AFD, DRR, CMP, BR, BPDB,CWASA, BGSL, Office of DivisionalCommissioner,OfficeofCivilSurgeon
Mobilize ICS teams at lower level commandstructure
CCC FSCD, AFD, DRR, CMP, BR, BPDB,CWASA, BGSL, Office of DivisionalCommissioner,OfficeofCivilSurgeonandLocalNewspapers
Facilitate coordination of logistic supplymanagement
CCC FSCD, AFD, DRR, CMP, BR, CWASA,BGSL, Office of DivisionalCommissioner
Assist authorities for communications withmedia in relation to informationdisseminationon welfare of victims, Missing and found,ResultsonDamageassessmentsurveys,Resultson need assessment surveys and facilitatemediacoveragebymediaagenciesonreportingearthquakedisasterevent
CCC DRR, Office of Deputy Commissioner,Bangladesh Television, BangladeshBetarandLocalNewspapers
Facilitate public information disseminationrelated to emergency declaration,announcements&warningsonaftershocksandrepeat of occurrences of other collateralhazardsduetoaftershocks
CCC DRR, Office of Deputy Commissioner,Bangladesh Television, BangladeshBetar
EarlyRecoveryPhase
Coordinate Operation Surveillance to reduceimpactsduetoaftershocks
CCC AFD, FSCD, DRR, Office of CivilSurgeon, CWASA, BPDB, Office ofDeputyCommissioner
Facilitate coordination of logistic supplymanagement and deployment of resources toaffectedareas,IDPcampsetc
CCC AFD, FSCD, DRR, Office of CivilSurgeon,CWASA,BGSL,BPDB,OfficeofDeputyCommissioner
Conduct Post disaster Evaluation ofperformanceof earthquakeincidentcommandsystemand
recommendimprovements performanceofNationalEOCand
improvementwherenecessary
CCC AFD, FSCD, DRR, Office of CivilSurgeon,CWASA,BGSL,BPDB,OfficeofDeputyCommissioner
Facilitate continuationofEOC operations andperiodicreportingduringearlyrecoveryperiodto EOC on involvement of all first responderorganizationsinearthquakeeventmanagementandfornecessaryassistance
CCC AFD, FSCD, DRR, Office of CivilSurgeon,CWASA,BGSL,BPDB,OfficeofDeputyCommissioner
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Facilitatemediacoveragebymediaagenciesonreporting of postearthquake disaster eventsituation analysis and facilitate publicinformation dissemination related toemergency declaration, Announcements &warningsonafter shocks andpossible impactsduetocollateralhazards
CCC LocalElectronicandPrintmedia
Assist authorities for communications withmedia in relation to informationdisseminationon welfare of victims, Missing and found,Resultsondamageassessmentsurveys,Resultsonneedassessmentsurveys
CCC DRR,LocalElectronicandPrintmedia
ReviewtheContingencyPlansundertheClusterEmergencyOperationsOverallCommandandCoordination and revise the same to includesuitable modifications to improve theperformance
CCC AFD, FSCD, DRR, Office of CivilSurgeon,CWASA,BGSL,BPDB,OfficeofDeputyCommissioner
4.2.EMERGENCYOPERATIONSSEARCH,RESCUE&EVACUATIONCLUSTER
Objectives: Preparationofeffectiveplanforemergencyservices(Search,Rescue&Evacuation,FirstAid,Fire
Safetyetc.)byensuringinteragencycoordinationatnationallevel BuildingtheCapacityofconcernedagenciesanddevelopingnationalguidelinesinthelightof
internationalpracticeClusterLead:CCCResponsibleMinistry:MinistryofLocalGovernmentandRuralDevelopmentMainTasksassignedtoleadandSupportAgencies:1) Search&Rescue 2) Fist aid& FirstMedical Response to provide emergencymedical treatment 3)Triage,stabilizationofvictimsbeforetreatment4)Firesafety&rescue
Activities LeadAgency SupportAgencies/Institutions
Pre
disasterPhase
Develop guidelines for meeting of INSARAGfollowingInternationalUSARGuideline CCC
AFD, BP, Office of DeputyCommission
Cataloguing/procurement of equipment forspecialsearch&rescue&developprocedureforensuringaccess
CCC FSCD, AFD, Office of Civil Surgeon,BDRCS
Capacity building for creating special unitsfor urban search and rescue from collapsedbuildings, infrastructure, Medical FirstResponse
CCC FSCD, AFD, Office of Civil Surgeon,BDRCS
Capacity building of community firstresponder groups in search and rescueoperations,medicalfirstresponse
CCC FSCD, AFD, Office of Civil Surgeon,BDRCS
Develop medicolegal procedure foridentificationandtaggingofdeadbodieswithhealthgroup
CCC FSCD, AFD, Office of Civil Surgeon,BDRCS,NGOs
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Ensurefiresafetypreparations (throughprepositioningoffirehydrants,firestations,landuseplanning,developingdatabaseofsourcesofwater,storageofmaterialetc.)
CCC FSCD, Office of DeputyCommissioner, CDA, CWASA, BPDB,BGSL
Prepositioning of tools , equipment andaccessories get the civil authorities todevelop inventories of such equipmentavailableforuseduringearthquakes
CCC
AFD, FSCD, Office of DeputyCommissioner, LGED, CDA, CWASA,BPDB,BGSL
Prepare resource inventory (equipment,tools, accessories and manpower etc.) andProcurement of necessary tools andequipment for urban S&R operations to filltheagencylevelgaps
CCCFSCD, AFD, Office of Civil Surgeon,DRR,CMP,BangladeshAnsar&VDP,BR,CDA,CWASA,BGSL
Prepare guidelines for logistic supplymanagementanddeploymentofresources CCC
FSCD, AFD, Office of Civil Surgeon,DRR,CMP,BangladeshAnsar&VDP,BR,CDA,CWASA,BGSL
Capabilityassessmentofagencieswhocouldbeinvolvedinsearch&rescueoperations CCC
AFD, FSCD, Office of Civil Surgeon,BDRCS,CMP
Emergency
Response
Phase
Carry out the interagency coordination tooptimize the efforts of Search and Rescueteams by providing necessary guidance andinputs.
CCC AFD,CMP, Bangladesh Ansar & VDP,BDRCS,FSCD
Supervision of compliance to INSARAG andInternationalUSARguidelines CCC
FSCD, AFD, Office of Civil Surgeon,DRR,CMP,BangladeshAnsar&VDP,BR,CDA,CWASA,BGSL
Coordination with national & internationalteams engaged in USAR and coordination ofinformationsupplyandfeedback
CCCAFD, FSCD, Office of Civil Surgeon,BDRCS, Office of DeputyCommissioner,CDA
Mobilize special teams of US&R for searchand rescue from collapsed buildings,infrastructure
CCCAFD, FSCD, Office of Civil Surgeon,BDRCS, Office of DeputyCommissioner
Mobilizing necessary additional manpower,toolsandequipmentforurbanS&Roperationfrom other stations located outside theaffectedarea
CCC AFD, FSCD, Office of Civil Surgeon,BDRCS,CWASA,CMP
Mobilize community based social volunteernetworks and trained first responders fromareasunaffectedtosupporttheS&Rparties
CCC FSCD,BangladeshAnsar&VDP
INSARAG marking should be done by CSSRteam CCC FSCD,AFD
Make arrangements to obtain resourceinventory anddatabase forS&Roperationsandprovidedatabasedonthespatialdataonrapidlossestimation
CCC FSCD, AFD, Office of Civil Surgeon,CDA,CMP,DRR
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EarlyRecoveryPhase
Networkingwith organizations andmobilizesupport for search & rescue operations inareaswhicharedifficulttoreach.
CCC FSCD, AFD, Office of Civil Surgeon,CDA,CMP,DRR,NGOs
Mobilize community based social volunteernetworks and trained community firstresponder groups to assist special unitsmobilized for search and rescue fromcollapsedbuildings,infrastructure
CCC FCSD, CMP, BDRCS, BangladeshAnsar&VDP,OfficeofCivilSurgeon
Make arrangements to Access Resourceinventory items for S&R operations andmobilize support of external groups forsearchandrescueoperations
CCC AFD, DRR, NGOs, Office of CivilSurgeon
M&Eandpostdisasterperformanceevaluationofspecialunitsmobilizedforsearchandrescuefromcollapsedbuildings,infrastructure
interagencycoordinationfunctions Allrelevantemergencyservicesin
operationinearthquakeaffectedareasaimingatreducingthehumancasualties
CCC AFD, FSCD, Office of Civil Surgeon,DRR,CMP,BangladeshAnsar&VDP
Review the Contingency Plans under theCluster Emergency Operations SearchRescue and Evacuatio