POST DISASTER REHABILITATION

POST DISASTER REHABILITATION

The Chief of Operations will spell out the priorities and policy guidelines, coordinate services of various departments and agencies including national and international aid agencies, and central government agencies. The EOC in its expanded form will continue to operate as long as the need for emergency relief operations continue till the long-term plans for rehabilitation are finalised.
For managing long-term rehabilitation programmes, the responsibilities will be that of the respective line departments. This will enable the EOC to attend to other disaster situations, if need be.

The main branches in the EOC during a disaster situation will be operations, services, resources, infrastructure, health, logistics, communication and information management. Each branch will have specific tasks to perform with a branch officer of the rank of Deputy Secretary or Joint Secretary. The capacity of the various branches to coordinate amongst themselves and with the field units will ultimately decide the quality of response.

The facilities and amenities to be provided in the EOC include well-designed control room and workstations for the branch and nodal officers equipped with VSAT, wireless communication, hotlines, and intercoms. The EOC as a data bank will keep all district and state level action plans and maps. Provision of a car with wireless communication will be made for the EOC during normal times.

Three categories of staff are being suggested for the control room: Regular, staff -on-call and staff on disaster duty. Regular staff will consist of a deputy secretary in Mantralaya from the relief commissioner’s office as the branch officer-control room. The EDP manager will be a technical person thoroughly conversant with computer technology. Two deputy secretaries will make up the staff -on-call. Staff on disaster duty will be the additional staff who will shoulder additional responsibility in case of a disaster. They will be in the nature of a reserve and may be drawn from the various departments experienced in control room and EOC operations.

In disaster management, there is a need for coordination between different levels of the government to have a unified command system for coordinated action by all the agencies. The objective is to ensure that the state action is organized in a disaster situation to:

· effectively and efficiently meet needs;
· avoid waste and-duplication of effort; and
· ensure that resources are distributed equitably and to areas of greatest need.

The District Control Room has been organised in a similar fashion to the Emergency Operations Centre.

The flow of information between the EOC and the DCR has been described under normal conditions and disaster situations. Effort is made to evolve a system by which the DCR can set-up site operations centres. The DCR will report all the field activities to the EOC.
In case of disasters which have an impact on more than one district in a division, the role of the divisional commissioner comes into prominence. The commissioner’s responsibilities shall include exercising general supervision over the contingency plan and work undertaken by the collectors in his division as also on the relief and rehabilitation operations in those districts.


2.2 Non-governmental Organisations (NGOs) and Voluntary Agencies

The capacity of non-governmental organisations and voluntary agencies to reach out to community groups and their sensitivity to local traditions of the community, gives them an added advantage during disasters. Some of the agencies, both from within and outside the state, have technical expertise and capabilities which can be brought into managing difficult situations.

During the post-disaster phase, therefore, efforts should be made to enlist partnership of some of the NGOs with relevant expertise, to assist the district administration in the process of relief and rehabilitation.

2.2.1 Community Participation

The EOC is expected to ensure and monitor the nature of community participation sought at the disaster site. Identification of agencies to monitor and evaluate various aspects of community participation, their impact on efficiency in operations and in the recovery process, is one of the responsibilities of EOC during post-disaster evaluation.

The DDMAP expects the district administration to enlist community participation in the entire disaster cycle.

Community participation can be ensured by:

· identifying opinion, positioning leaders in the community and voicing administration’s confidence in their capabilities to undertake the tasks;
· consultations and dialogues expressly indicating the need for assistance to encourage the community and its leaders to come forward;
· having regular feedback meetings and an open book approach to demonstrate transparency; and
· involving community in decision making at local levels.

Community participation would also include:

Ø maintaining of security and law and order during evacuation;
Ø helping in emergency evacuations;
Ø containing panic behaviour, maintaining orderly movement towards community shelters (safe zones) and taking preventive steps to avoid injuries and accidents;
Ø organise cultural and recreational activities;
Ø encouraging self-help;
Ø contributing labour (loading, unloading, distribution, temporary constructions, salvage and restoration of water supplies, Feeding centres, relief camps, cattle camps etc.); and
Ø maintaining standards in sanitation and disposal of waste.

3. RESPONSE STRUCTURE

In a multi-disaster response plan, the response structure recommended is specific to the type and severity of the disaster, its potential impact on individuals, damage to infrastructure, disruption of services, environmental effects, economic and social consequences and secondary effects. The document lists the specific needs to combat the possible impacts.

A diagrammatic presentation of disaster specific responses includes the need for updating information, coordination, technical assistance, resource mobilisation, control, monitoring and extraordinary arrangements with the various departments and agencies, including NGOs at every stage.


7.PROCURING DONATIONS
. First, get the facts on the current disaster.
High profile disasters receive plenty of media coverage, but there are always on-going, long-term crises occurring around the world.
There are many details, such as the quantity and quality of the donation—along with requirements for transportation and warehousing. Please contact the Center, we would be delighted to work with you to find out if a match is possible! Another alternative is to go to the Center’s Registration Data Base, to provide us with the information on-line. If the offer is not needed or appropriate for international disaster, the Center can make referral to organizations in the U.S. that may be interested in the offer.

Each time there is a large international disaster companies are asked for donations. ?

First, get the facts on the current disaster. Educate your company about disasters. For example learn when hurricane season occurs or when droughts occur.

High profile disasters receive plenty of media coverage, but there are always on-going, long-term crises occurring around the world.

A corporation interested in contributing to an international disaster should have a disaster plan and a set of procedures that they will follow. CIDI can assist or review a corporation’s disaster plan to offer guidance and suggestions to ensure that the corporation meets their mission and is of the greatest assistance the disaster victims.
When thinking about disaster donations, corporations need to look at the whole disaster, in terms of phases.


DONATIONS – Cash
U.S corporations have so much expertise, and the ability to give large commodity donations as well as cash, what is the best type of donation a corporation can make during a disaster?

Cash Is Best is Always Best



· Professional relief agencies have established, proven standards for materials they use in the field, based upon the needs in the field. From shelter specifications to kilo-calorie nutrition requirements, these standards must be met. Relief agencies cannot accept items simply because the donor imagines the item will meet the need.



· Certain commodities have a proven track record in the field. These are the supplies that professionals will rely on to help get the job done. International disasters are not the time to wrestle with the unproven or try out experimental gadgets.



· Time is of the essence. In an emergency, professional relief agencies will call upon known suppliers that have a track record of being able to deliver reliable goods in a timely manner. The confusion of sifting through miscellaneous offers once a disaster has occurred leaves relief personnel with little time to deal with the matter at hand – saving lives.



· The demands for corporate logo placement, personnel participation and marketing/public relations opportunities that go along with a valuable corporate contribution only encumber a relief operation and it’s personnel.

· Some items just are not needed as part of international disaster relief operations.



· Professional relief agencies use a “Pull” system versus a “Push” system in the field. This means that requests for specific materials generate a pull for specific materials to be sent to the site. A “Push” system means that materials are “pushed” onto a disaster site, without any requests or need for those items. Pushing unneeded supplies into the field only serves to compound the problems of donations management.

· Cash contributions are most immediate. They allow first responders and on the ground NGO’s and local government to obtain the most immediate materials and supplies they need as they need them. This ability to purchase the immediate necessities also eliminates duplication and over donating of equipment, services and materials to the disaster site.

· Transportation. Cash is easily sent via wire transfer and does not require space on an aircraft as well as shipping lines. In comparison to the amount of material donations to the amount of free space available for transportation, the free space becomes is barely minimal. Free space is at a cost, not just monetary but in time. Time is needed to collect materials, arrange for transportation and then sort and inspect the donations and as corporations know, time is money. Storage of in-kind donations is very expensive.

· Economics. Obviously, a disaster disrupts the areas economy, therefore it is critical to re-establish the disaster areas local economy as quickly as possible. Cash donations do exactly this, by purchasing locally when possible revenue for local businesses keeps circulating which means people remain employed which means the area will remain somewhat self sustaining.

The Exceptions…

Transportation. Offers of transportation CAN be extremely valuable to international relief agencies IF this offer is used properly. Many times offers of air cargo space is used for in-kind collections of used clothing, bedding, canned foods and other items that professional relief personnel discourage.

UNICEF is working in close collaboration with the affected Governments to plan for the long term. Our goal is not only to rebuild what has been destroyed, but to ‘build back better’ – better schools, better health facilities, and better opportunities for children

Approved, Urgently Needed Materials, ALREADY in the region, already labeled in the local language, with trained personnel prepared to handle the necessary logistics arrangements and the funding to cover the costs of accepting this donation.
Goods and services provided through your local corporate offices in the affected country.
A note about expertise. Most countries already have educated, well-qualified personnel who are able to participate and contribute in their country’s response and relief efforts. NEVER assume that foreign personnel need to be sent to the site because local talent or expertise is not available.
■Emergency immunization to prevent fatal childhood diseases;
■Supply of clean, safe water and provision of basic sanitation;
■Special feeding for malnourished children and pregnant women;
■Care for traumatized children;
■Protection for unaccompanied and separated children; and
■Provision of education kits and the rehabilitation of schools to ensure that children return to school as soon as possible.
UNICEF is working in close collaboration with the affected Governments to plan for the long term. Our goal is not only to rebuild what has been destroyed, but to ‘build back better’ – better schools, better health facilities, and better opportunities for children.

Resources:

•Water, environment and sanitation •Procuring supplies for children
•Building a protective environment for children
•Education and recreation for children
•About landmines

Rehabilitation
CRS Australia provides rehabilitation programs for people with injuries, disabilities and illnesses.

Donors
Center for International Disaster Information
http://cidi.org
CRS Australia
http://www.crsaustralia.gov.au/

UNICEF
http://www.unicef.org

8.DISASTER MANAGEMENT PUBLIC EDUCATION.
Public awareness programmes on how to respond to disaster alerts/ minimize damage/escape to safety.
Business Leadership in Preparedness

Evidence-Based Management of Posttraumatic Stress Disorder (PTSD)

Evidence-Based Management for Acute Stress Disorder (ASD)

Hazardous Materials Clean Up and Continuous Operations

Hurricane Katrina: Sustaining Effectiveness in First Responders

Mental Health and Behavioral Guidelines for Response to a Pandemic Flu Outbreak

Psychological Concerns after Hurricane Katrina: Tips for Medical Care Providers

Psychological First Aid: How You Can Support Well-Being In Disaster Victims

The stess Debriefing

http://www.esa.un.org


INTERNATIONAL DISASTER MANAGEMENT CENTRES
1.National Institute of Disaster Management-INDIA
http://www.nidm.gov.in/
http://www.ndmindia.nic.in/

2.International Federation of the Red Cross
http://www.ifrc.org/
3.Disasters and Emergencies: USA.gov
http://www.usa.gov/
4.Federal Emergency Management Agency
http://www.fema.gov/
5.US Agency for international developement
http://www.usaid.gov/