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CHAPTERCHAPTERCHAPTERCHAPTER----1 1 1 1

INTRODUCTION ABOUT PLAN AND BASIC PROFILE OF SHIMLA CITYINTRODUCTION ABOUT PLAN AND BASIC PROFILE OF SHIMLA CITYINTRODUCTION ABOUT PLAN AND BASIC PROFILE OF SHIMLA CITYINTRODUCTION ABOUT PLAN AND BASIC PROFILE OF SHIMLA CITY

Disaster threatens sustainable economic development worldwide. In the past twenty years, earthquakes, floods, tropical

storms, droughts and other calamites have killed millions of people, inflicted injury, disease and caused homelessness

and misery to around one billion others in the world. These have caused damage to infrastructure worth millions

rupees. Disaster destroys decades of human effort and investments, thereby, placing new demands on society for

reconstruction and rehabilitation. Disaster management thus requires a multi-disciplinary and proactive approach. The

community, civil society organizations, media and the proverbial man on the street, everyone has to play a role in case

such exigency occurs. The various prevention and mitigation measures outlined below are aimed at building up

capabilities as also how to deal with disasters.

1. Objective of Plan

The objective of a Disaster management plan is to localize a Disaster and contain its effect to the greatest extent so as to

minimize its impact on life, environment and property. Response to any disaster, in the absence of a well-defined plan,

would be arbitrary, leading to overemphasis of some actions and absence of other critical actions. A formal plan for

Managing Disaster is therefore necessary. This Disaster management plan has a strong preparedness focus which aims

at reducing our vulnerability to disasters and at the same time, it includes a plan of action/response mechanism for

dealing with earthquakes, floods, cyclones, epidemics, industrial and chemical accidents, road accidents and fires.

Keeping in view all the possible aspects of the aforesaid problem in mind and to keep the Administration prepared in all

possible ways to respond properly to various Disaster situations with minimum delay, possible Disaster situations have

been identified and the component plans have also been identified & mentioned in detail in this document.

2. Review of Plan

The plan is to be reviewed annually in the month of December and all the information is required to be updated by the

Commissioner and Assistanc Commissioner, Disaster Management Cell, Municipal Corporation, Shimla .

3. Location

Located in the middle ranges of the Himalayas, Shimla is a lovely hill station which is favourite among tourists. In 1864,

Shimla was declared the summer capital of the British Raj in India. A popular tourist destination, Shimla is often referred

to as the "Queen of Hills," a term coined by the British. This beautiful hill station lies between at 3104' North to 31010'

North latitude and 7705' East to 77015' longitude, at an altitude of 2130 metres above mean sea level. The city is an

unique combination of hills, spurs and valleys. to the north and east, a network of mountain ranges which are crossed

at a distance by a magnificent crescent of new peaks, the mountains of Kullu & Spiti in the North, the central range of

the eastern Himalayas stretching East and South-east. The East-West axis have emerged major axis of development for

the city.

Annexure-7 Ward wise map of Shimla

4 Area and Divisions

4.1 Natural Division

The approximately 22 square kilometre of the city area is spread over seven hill spurs. The average elevation of these

spurs varies from 2073 m to 2454 m from the mean sea level. Jakhoo Hill is the most elevated spur of Shimla. These

spurs are inter-connected by roads. The important character of the road network circumscribing these hills is that it is

connected to the Mall Road from Boileauganj to Chhota Shimla.

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Table 1 Hillspurs & their mean elevation

Hill Spur Elevation(Mts)

Jakhu Hill 2454

Elysium Hill 2257

Museum Hill 2201

Prospect Hill 2177

Observatory Hill 2150

Summer Hill 2104

Potters Hill 2073

4.2 Administrative Division

Having almost 160 years of history of Municipal Corporation Shimla the autonomous existence starts with the passing of

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

delimitation of wards into 21. With 5 retention policies now the city is having 25 wards. Ward wise details are

mentioned in the administration map of Shimla.

The total number of households and population of M.C. Shimla is 46306 and 169578(Census 2011) respectively. Out of

total population, 93152 are males and 76426 are females. The Sex ratio is 756 females per 1000 males. Apart from MC

area there are three SADA's also functioning under Special Area Development Authorities

Planning area: The 9950 Hectares of total area as taken into account for revision and formulation of Development Plan,

includes, Municipal Corporation, Shimla, Special Area Development Authorities of Kufri , Shoghi and Ghanahatti Special

Area which is as under:-

Table 2 Settlements Falling Within Planning Area

Settlement Area in Hectare Percentage

M.C. Shimla 2207 22.18

S. A. Ghanahatti 1647 16.55

S. A. Kufri 3173 31.89

S. A. Shoghi 2923 29.38

Total 9950 100.00

5. Salient Physical Features and Land Use Patterns

5.1 Soil Type: The soil type of Shimla is mainly grey wooded or podzolic soils.

5.2 Existing Land Use Plan: Of the total area of 9950 hectares of Shimla Planning Area (SPA), about 1475 hectares which

accounts for 15% of the total SPA is under urban use. The existing land use of urban area is given below:

Table: 3 Land use pattern of Urban and SPA

Sr. No Land Use Area (In Hectare) % of Urban Area % of Planning Area

1 Residential 903.13 61.19 9.07

2 Commercial 25.22 1.71 0.25

3 Industrial 9.00 0.62 0.09

4 Tourism 21.70 1.47 0.22

5 Public & Semi-public 138.78 9.40 1.39

6 Parks & Open Spaces 6.00 0.41 0.06

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7 Traffic and Transportation 371.93 25.20 3.75

Sub Total 1475.76 100.00

8 Agriculture 2174.75 21.85

9 Forest 6080.15 61.12

10 Water bodies and undevelopable

land

219.34 2.20

Grand Total 9950.00 100.00

Source: City Development Plan of Shimla

The current land use plan of Shimla reflects that there are hardly any open space available in the city. For better

response to any emergency situation open spaces help to prevent, organising community shelters, organising health and

rationing camps, etc. In congested geographical location it is difficult to provide efficient response in any emergency

situation.

5.3 Geology and Geomorphology

In Shimla the sediment eroded from the Himalayas 30 million years ago and deposited by ancient rivers. The town is

situated on the rocks of Jutogh Group and Shimla Group. Jutogh group occupies main Shimla area and extends from

Annadale-Chaura Maidan-Prospect Hill- Jakhoo-US Club and highland area. Shimla Group comprising of earlier Chail

Formation and Shimla Series represented by shale, slate, quartzite greywacke and local conglomerate is well exposed in

Sanjauli-Dhalli area.The City is situated at the traverse spur of the Central Himalayas, south of the river Satluj at 31o04'

North to 31o10' North latitude and 77o05' East to 77o15' longitude, at an altitude of 2130 metres above mean sea level.

In shape, it has been described as an irregular crescent. It is 88 kilometres from Kalka having“exquisite” scenery. It is

spread over an area of 9950 Hectares along with its commanding position. It has a panoramic view and scenic beauty all

around. The city is a unique combination of hills, spurs and valleys. To the north and east, a network of mountain ranges

which are crossed at a distance by magnificent crescent of new peaks, the mountains of Kullu & Spiti in the North, the

central range of the eastern Himalayas stretching East and South-east. The East-West axis have emerged major axis of

development for the city.

5.4 Climate and Rainfall

Shimla in general has a mild highland climate, with temperature in peak winters, falling below 0°C. Shimla features a

subtropical highland climate under the Koppen climate classification. The climate in Shimla is predominantly cool during

winters and moderately warm during summers. The temperatures range from -4°C (24.8°F) to 31°C (87.8°F) over the

year. The average temperature during summer is between 19°C and 28°C and between -1°C and 10°C in winter. Monthly

precipitation varies between 24 mm. in November to 415 mm. in July. It is typically around 45 mm. per month during

winter and spring and around 115 mm in June as the monsoon approaches. The average total annual precipitation is

1520 mm (62 inches). Snowfall in the region, which historically has taken place in the month of December, has lately

(over the last fifteen years) been happening in January or early February every year.

Table 4 Climate data of Shimla

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5.5 Socio-Economic Features

Employment is largely driven by the government and tourism. Being the administrative capital of the state of Himachal

Pradesh, the city houses several central and state government offices. Government jobs account for almost half (47%) of

the working population. Direct hospitality industry personnel such as tour guides, hotel and restaurant employees, etc.,

are few (10%).

Individual crafts and small scale industries, such as tourist souvenir production and horticultural produce processing,

comprise most of the remainder. In addition to being the local hub of transportation and trade, Shimla is the area's

healthcare centre, hosting a medical college and four major hospitals: the Indira Gandhi Hospital (formerly known as

Snowdon Hospital) Deen Dayal Upadhyay Hospital (formerly called Ripon Hospital,) Kamala Nehru Hospital, and Indus

Hospital. The city's development plan aims make Shimla an attractive health tourism spot. The unemployment rate in

the city has come down from 36% in 1992 to 22.6% in 2006. This drop is attributed to recent industrialization, the

growth of service industries, and knowledge development.

Photograph 1 -Indira Gandhi Medical College, Shimla

5.6 Demographic Features

Shimla city consists of the Shimla Municipal Corporation and Shimla planning areas (SPA). The SPAs are Dhalli, Tutu, and

New Shimla urban agglomerations. In 2011 the total population of District Shimla is 813,384 compared to 722,502 of

2001. Male and female are 424,486 and 388,898 respectively.Population Growth for Shimla District recorded in 2011 for

the decade has remained 12.58 percent. Same figure for 1991-2001 decade was 17.02 percent.Total Area of Shimla

District was 5,131 with average density of 159 per sq. km. Shimla Population constituted 11.86 percent of total Himachal

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

below 0-6 age were 80,778 which form 9.93 of total Shimla District population. Average Literacy rate for Shimla District

is 84.55 percent, a change of from past figure of 79.12 percent. In India, literacy rate is counted only for those above 7

years of age. Child between 0-6 ages are exempted from this. Total literates in the Shimla District increased to 619,427.

The population projections have been made for the year 2011 and 2021. It is anticipated that there will be a population

of 2, 35,970 and 3, 18,560 respectively. The increasing trends of migration and decreasing death rate will affect the

projected population. Shimla’s changing socio-economic conditions and better amenities are now the major pull factors

for rural population migrating to the city. If the migration is unchecked, no doubt, it will have its adverse effect on the

growth of population and overall development of Shimla City.

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6. Culture

6.1 Heritage Structures

Perceived and established by the British during colonial period in first half of 19th

century as their Summer Capital. It is

known to all over the world for its heritage value. Shimla has total 92 identified heritage structures (source SUC) as per

the following details:

Photograph 2: Institute of Advance Studies, Shimla

Annexure – 13 List of Heritage buildings of Shimla

6.2 Religious Centres

1. The Major religious centres of the city are:

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

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

4. Sankat Mochan, another Hanuman temple, located on Shimla-Kalka Highway about 10 kilometres from the city.

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

6. Gurudwara near the bus terminus.

7. Christ Church: Situated on the Ridge, is the second oldest church in Northern India.

6.3 Tourist Centres

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

1. The Mall

2. The Ridge

3. Christ Church- At the Ridge

4. Jakhoo Hill- 2 km. from the Ridge, at a height of 8000 ft, Jakhoo Hill is the highest peak in Shimla.

5. Institute of Advance Studies- This institute is housed in the Viceregal Lodge, built in 1884-88.

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

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

8. Summer Hill- 5 km. from the Ridge is the lovely township of Summer Hill at a height of 6,500 ft on the Shimla-

Kalka railway line

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

10. Junga- 26 km. north of Shimla

11. Chadwick Falls- A 4 km. long forest road, starting from Christ Church on the Ridge continues along the wooded

slopes of Jakhoo Hills

6.4 Government and Semi-Government establishments

Shimla is a State capital of Himachal and having all important Government Offices located in Shimla. Many of these

offices resides in heritage buildings. The main Govt. Offices are:

1. Vidhan Sabha of the State of Himachal Pradesh, Secretariat, High Court, HP University, Railway Board, AG Office

and ARTRAC.

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2. Apart from Government offices many Semi-Government and private agencies are also started their

establishment in State Capital. Main Semi Government/ private offices such as ommercial Banks, Telecom and

Insurance Operators etc.

6.5 Educational Facilities

Shimla, the Queen of Himalayas is a heart of quality education. Since the British India, Shimla had been the hub of good

schools. Almost all the schools are affiliated either with ICSE council or the CBSE board. The small city also has medical,

dental, engineering as well as MBA College. Shimla is home to Himachal Pradesh University and all the degree colleges

are affiliated to Himachal Pradesh University. Famous Public Schools like Jesus & Mary, Auckland House School, Tara

Hall, St. Edwards, Bishop Cotton School etc. have very good reputation, not just in the local area, but also in other parts

of the country.

• Degree Colleges under Himachal Pradesh University, Shimla:

1. St Bedes College, Shimla.

2. Government Degree College, Sanjaulli, Shimla

3. Rajkiya Kanya Maha Vidayaliya (RKMV)

4. H P U Evening College, Shimla

5. Institute of Vocational Studies

• Medical & Dental College under Himachal Pradesh University, Shimla:

1. Indira Gandhi Medical College, Shimla

2. H P Government Dental College & Hospital, Shimla

6.6 Health Facilities

The city provides very good and effective health services in Shimla. People across from State come here for treatment

and health care. The main Government Hospitals are as follows:

1. Indira Gandhi Hospital, Shimla

2. Kamla Nehru Hospital, Shimla

3. DDU Zonal Hospital, Shimla

4. Regional Ayurvedic Hospital, Shimla

• The main private hospitals in Shimla are as follows:

1. Shimla Sanetorium

2. Indus Hospital

3. Shri Ram Hospital

4. Astha Clinic

5. Tara Clinic

6. Prabhudas Clinic

6.7 Places of Mass Congregation

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

1. The Ridge

2. The Mall Road

3. Lower Bazar

4. Temples during festivals, Ridge During Summer festival or Special visits

5. Vidhan Sabha Complex during sessions

6. HP Secretariat Complex

6.8. Power Stations/Electrical Installations (Receiving Station)

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

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The total number of consumers in City is 37,805 (Apr.2011). There is one Grid in Totu and total 6 substations located in

Bharari, Eidgaah, Khalini, Totu, Summer Hill and Sanjauli. The main supply is coming from different Hydro Power Plants-

Bhabha, Giri and Nabha.

7. Water Supply

The IPH Department is supplying water to Municipal Corporation Shimla in bulk. M.C. Shimla does the distribution of

water in entire Shimla. There is metric distribution system of water is in place. There are six water stations which

provide supply to entire Shimla: Sanjauli, Chhota Shimla, New Shimla, Central Zone, Lakkar Bazar, Chaura Maidan. There

are two big water storage tanks at the Ridge and Sanjauli which are used for bulk water storage and supply.

8. Sewerage System

The existing sewerage system was laid for a population of 16,000 in the year 1880. Sewage is carried through CI pipes of

various sizes ranging from 100mm to 225 mm dia. The total length of sewer lines, leading to 5 existing disposal sites

namely Lalpani, Kasumpti, North Oak Disposal, Snowdon and Summer Hill is 49564 m. Unsewered areas are being

served through as many as 52 Pail Depots. The existing sewerage network caters to needs of Central Shimla, Chotta

Shimla, Brockhurst, Khalini, Nabha Estate, Phagli, Tuti Kandi, Chakkar, Boileauganj, Summer Hill, Annandale, Kaithu and

Bharar.Population of Shimla Township, being scattered on different ridges, STP and disposal units have been provided

at five different locations- Lal Pani Disposal, Snowdon Disposal, North Oak Disposal, Kasumpti Disposal and Summer Hill

Disposal. Under JNNURM Project, the rejuvenation of existing Sewerage System of Shimla City to include other non

served parts of the city is in process of getting implemented.

9. Economy and Industrialization

Industries in Shimla are mainly centre around the small scale industries. Since Shimla is a hill resort, so the construction

of big industries is quite impossible in Shimla due to number of valid reasons like the unavailability of adequate human

resource and uneven terrain. Shimla being an ideal place for a getaway, the tourism industry in Shimla has emerged as a

booming one. The tourism industry has been a major source of income for the people of Shimla. The overall scenic

beauty of Shimla with the rolling hills and salubrious climate drags domestic as well as foreign tourists.

The various other industries of Shimla are:

1. Food industry

2. Hosiery and textile industry

3. Wood based industry

4. Paper, glass and leather industry

5. Fruit processing industry

6. Bakery Products industry

7. Essential Oil industry

8. Implements of agriculture and horticulture

9. Jute Bags industry

Table 6 Settlement wise workforce participation

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

Cultivators 439 1199 2384 2474 6496

Agriculturist 149 115 107 172 543

Household Industry 504 52 42 106 704

Others 53312 2839 2914 2389 61454

Total 54404 4205 5447 5141 69197

10. Transport and Communication Network

The economy of Shimla is dependent upon tourist activity; Shimla Local Transportation is therefore planned with the

tourist as a core customer. Commercial buses in Shimla are either run by the Himachal Pradesh Road Transport

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Corporation (HRTC) or by private transport operators. Buses are available to transport passengers to every part of

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

road route covers the Main bus stand, Lift, Chhota Shimla, Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel

and Boileauganj. Shimla Local Transportation also includes taxis. There are some restricted roads too in some parts of

Shimla on which vehicles are not allowed. Himachal Pradesh tourism also runs a lift from Cart road to the Mall.

10.1 Surface Travel

Shimla is connected to the city of Kalka by one of the longest narrow gauge railway routes still operating in India, the

Kalka-Shimla Railway. Two National Highways No. 22 and 88 go through Shimla City. National Highway No. 22 connects

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

Kalka through rail network. The heritage toy train is the main attraction for the tourists. From Kalka trains for major

stations like New Delhi, Kolkata are available.

Table 7 Road distances from Shimla to major nearest stations

Station Distance Approximate Travelling Time

New Delhi 343 10 hours

Ambala 151 5 hours

Chandigarh 119 4 hours

Kalka 96 3.5 hours

10.2 Parking Facilities

Shimla is congested town and one can face parking problem if coming by own vehicle. There are many parking places

operated by private parties. Main parking places in Shimla are near Lift, Near Hotel Holiday Home, Main Bus Stand,

Railway Station Godown and High Court Parking. MC Parking largest in Shimla town situated just 100 mt. away from lift

has capacity for about 400 vehicles at a time.

10.3 Air Travel

Shimla Airport is at Jubbarhatti, 23 kms. from city and is connected to Chandigarh, Kullu, Delhi but it is not functional

now.

Table 8 Details of transport network

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

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

Number of Airports (Currently not functional) 1

Number of Helipads 1

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CHAPTERCHAPTERCHAPTERCHAPTER---- 2222

PHYSICAL, ENVIRONMENTAL AND CLIMATE CONSIDERATIONSPHYSICAL, ENVIRONMENTAL AND CLIMATE CONSIDERATIONSPHYSICAL, ENVIRONMENTAL AND CLIMATE CONSIDERATIONSPHYSICAL, ENVIRONMENTAL AND CLIMATE CONSIDERATIONS

Shimla has always been proud of its forests and beauty of the city. Shimla lives on its proud past. It broods over its

passive present. It aspires for a promising future. The glory of its past attracts visitors and the reality of magnitude of its

degradation makes them sad. Unfortunately, Shimla has reduced to a concrete jungle. It is now just a city on a hill with

din, dirt and curses that go with any city. Narrow lanes where people feared to tread are today the racing promenades

for cars and jeeps. Greenery in Shimla is fast disappearing.

With rising population, un-checked construction and depleting forests, water crisis has mounted. Cost of Rs. 28 per

kilolitre water supply is quite high. The drains are all dry, choked with waste and the roads overflow with water and dirt.

The present generation of Shimla dwellers has also lost what their forefathers took pride in their civic sense. Now

people spit everywhere. They have turned the slopes close to their homes ugly to look at and unhygienic. The public

conveniences like urinals and latrines are dirty and stinking. Encroachments have reached serious proportions. Much of

the activity pertains to the business establishments. Even on the famous Mall, a number of shopkeepers have added a

floor or two. Some hotels have opened shops in their basements and many others have extended their premises much

beyond the permissible limits. The congested Lower Bazaar and the Ram Bazaar areas abound with such

encroachments. Hundreds of two room hutments have come up in the Krishna Nagar area, near the General Bus Stand

on steep slopes. Most of these dwellings have been constructed on Municipal land are unauthorized and look ugly. In

the Sabzi Mandi and the Anaj Mandi, scores of shopkeepers, who were allotted booths by the Municipal Corporation,

have added extension, on the first floor.

Numerous buildings are in dilapidated condition. In many cases joint structures and properties under litigation are about

to crumble. There have been at least three major building collapses in Shimla during the last few years. Shimla is a hill

town where recently a number of multi-storeyed RCC framed structures have come up for residential or commercial

purposes in private sector. In a number of such constructions, structural designs have not been followed.

Mounting pressure on land resources:

The original structure of city was designed for 25000 persons at pedestrian scale. Population of the city and migration to

it has increased manifolds. The housing stock, water supply, transportation, sewerage, electricity supply and tourist

infrastructure are under stress and strain. Every conceivable space has been utilized for constructions and to cater for

infrastructural requirements. Thus Shimla has exhausted all physical thresholds and any more development shall be at

the cost of health of the city at exorbitant costs. The immense pressure on land resources has led to environmental

degradation.

Shimla has reduced to a hazardous city. It has congested built-up areas. Common problems of the city are the

disturbance to natural profile of land by cutting of terrain for constructions, haphazard development, traffic hazards,

overconcentration in the Central area, unauthorized constructions, encroachments on roads and public land, mixed land

use, lack of integration between place of work and place of living discrimination between population growth and urban

infrastructure development, garbage nuisance and scanty care of natural and built heritage. Land, Water, Air and noise

pollution and vegetation loss have grossly affected its eco-system. High rate of construction activity is damaging the

natural setting as well as its scenic beauty. Increasing depth of water table has also become a prime concern. The greed

and selfishness and thereby materialistic and consumerism attitude have taken over almost all spheres of life.

Climatic variations:

Increasing heat in summers, declining quantum of show in winters, unusual behaviour of monsoon and frequent dry

spells are the prime climatic concerns. The highest temperature during summer months of May-June goes even more

than 300 C. Temperature, however goes down even - 40 C during winters.

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Stress on green cover:

Spread over seven hills/ spurs, covered with various tree species of deodar, pine, Oak, Kail, Rai and rhododendron,

Shimla has lush green environs. Shimla is known for its City Forests. Some common fruit trees are Apple, Almond, Cherry

and Plum. Depleting green cover due to massive constructions is the prime concern. Wild life is vanishing or migrating to

greener pastures. Uncollected garbage finds its way to the ravines, spoiling the entire serene ambience provided by the

landscape. Vide Notification No. HIM/TP-RW-AZR/2000-III dated 11.8.2000, besides delineation of Core and Restricted

Areas, all areas possessing substantial green cover, but not classified as forest, whether in public or private ownership

were designated as Green Belts and only reconstruction on old lines was allowed therein. The 17 green belts identified

and notified vide notification No.HIM/TP-RW-AZR/2000-III dated 7.12.2000 included Tutikandi Forest bounded by Bye-

pass and Cart road,- Nabha Forest, Phagli-Lalpani Forest, Bemloe Forest, Himland Forest, Khalini, Chhota Shimla Forest,

Chhota Shimla Forest above Cart road, Kasumpti Forest, Charlie Villa Forest, Forest between Himfed Petrol Pump and

Secretariat, Jakhu Forest (3 portions), Bharari-Shankli-Ruldu Bhatta Area in between Boileauganj.

Green Belt in Chaura Maidan Area -Chaura Maidan known as Ellesium Hill. Presently as per revenue records, the

identified green belts in Shimla Planning Area are spread over 414 hectares, out of which 76% area is either under Govt.

Land/ forests and 24% is Private land/properties.

Expanding Shimla

Locations, on either side of cart road/ National Highway-22, Circular Road and Mall Road or in vicinity thereof, there is

already inadequate width of the roads, a heavy traffic load, inadequate parking lots to cater even for present

requirements and mixed traffic. The Core wherein many green pockets are situated, comprising of most of the Shimla,

possess a precious natural and built heritage, requiring preservation for posterity at any cost. Indiscriminate tapping of

natural resources in terms of wood and stone, construction of roads, has led to loss of scenic beauty of green cover in

the city and its surroundings, which has been acting as a major tourist attraction, throughout the year. As majority of

tourists visit Shimla for pleasure and site seeing, it is imperative that areas with predominant green cover are to be

preserved.

R.C.C. Construction Threatening Green Belt in Jakhoo Area

Furthermore green cover is required to be increased for the vital cause of environment and betterment of eco-system of

future Shimla. Shimla also falls in seismic Zone-IV and is also susceptible for earthquakes. Vertical buildings have led to

manifold increase in pressure on land resources and added to traffic problems, besides they look ugly over hill slopes

and are hated by the tourists, against the serene natural landscape and green cover.

The eco-tourism development approach based on natural preservation imperatives, recognized to be most suited for

Shimla also call for utmost care in preservation of traditional green cover, on one hand and plantation of evergreen long

lasting trees, on the other. Recognition and implementation of interface between tourism, heritage and environment is

foremost requirement. Congested built up areas, traffic hazards, over-concentration of the central part, unauthorized

constructions, land degradation, mixed landuse, lack of integration between place of work and place of living and

mismatch between population and urban infrastructure development are the common problems of Shimla, which are

required to be tackled by restricting construction activities in central Shimla, including green areas, comprising of even

the private ownerships. Conservation of the environmental quality of Shimla is possible through careful planning taking

into consideration the ecological paradigms. Respect for the environmental paradigms in development planning can

make the state capital not only to perform its political function, but also continue to act as an attractive location for

national and international tourism.

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Sinking/ Sliding Areas

Geologically week areas identified as highly sinking prone areas which includes the Northern slopes of the Ridge

extending upto the Grand Hotel in the West covering Lakkar Bazar including Central School extending to Auckland

Nursery School then down to Dhobi Ghat below the Idgah electric Sub-Station and sliding areas which includes Laddakhi

Muhalla (Krishna Nagar) and the spur below the Directorate of Education Department and surrounding areas of Hotel

Clark’s are prone for hazardous.

Geo-hazards:

There is a constant environmental and aesthetic degradation. Once quaint and tranquil, now melancholy shadows of its

glorious past. Increased commercial activity, unplanned physical growth and influx of rural population, along tourists

have ruptured the fragile relationship between the built form and nature. All this has resulted in denuding the mountain

slopes of majestic tree-cover-making way for more asphalt roads and concrete buildings. Metamorphosed Himalayan

system has Shali series, permo- carboniferous, Pre- Cambrian archcan group of rocks and hard sedimentary rocks. It has

mountainous and sandy soil. Shimla city and its surrounding areas have a complicated physiography due to tectonic

events, folding, faulting and thrusting processes, resulting inversion of topography and formation of irregular landforms.

On account of predominance of dolomite and lime stone rocks, landslides are common. As rocks are unstable,

dislocation of buildings can occur. Being located in seismic zone, it is susceptible to earthquakes.

The recent two decades of organic growth, on account of overwhelming urbanization forces, resulted into eyesores on

the townscape of Shimla, which may emerge death traps in the event of natural calamities like earthquakes, cloudbursts

and landslides, for which the area is highly susceptible. As the city is now growing beyond its leaps and bounds, it has

posed colossal environmental threats. Constructions carried on slopes are more dangerous. Even 450 slope is more than

tolerable limits in order to cope up with the gravity of geo-hazards like earthquakes, landslides and dislocation of

buildings. The following table shows requirement of natural state with the increase of slope:-

Localities like Cemetery, Sanjauli, Jiunu Colony, Chakkar, Katchi Ghati and Lower Bharari are susceptible to major

mishaps during earthquakes whereby chain effect of collapse of building may affect many buildings on slopes down

below. In such a situation, the strength of any individual building amidst the maze of weak and multi-storeyed buildings

is likely to make a tangible difference. Utmost discipline in construction activities in accordance with ecological

imperatives and to allow construction on limited slope, is the present day concern. In view of empirical observations of

various important localities, havoc potential thereof has been assessed for densely populated localities and the same is

given as under:-

12

Table: HAVOC POTENTIAL OF CONSTRUCTIONS IN MAJOR LOCALITIES.

.

Source:- Survey by TCP Deptt

From above table, the threats emanate as under:-

I. Likely devastation during earthquake on slopes of more than

II. 350 to 400 will multiply due to chain effect.

III. High percentage of coverage with no tree/ greenery amidst congested localities and utmost disregard to

natural drainage and cleanliness may cause pollution menace and casualties in fire.

IV. More number of storeys coupled with high FAR and coverage and thereby no light, air and ventilation may lead

to environmental chaos and thereby affect human health.

V. High peak density of population may lead to more casualties during earthquake. As localities are thickly built

with utmost disregard to roads, setbacks etc., no relief and rescue operations can be carried.

Dilapidating buildings, constructed many decades ago in the heart of city, give a shabby look. The localities of Sanjauli,

Summerhill, Dhalli, Kasumpti, Shoghi, Totu and Ghanahatti have become veritable concrete jungle, leading to

deterioration of environs. The Municipal Area has been dotted with slums and hutments of construction workers, even

amidst the forest areas.

Massive Construction at Cemetery without Proper Accesses

The localities which are susceptible for geo-hazards including likely devastation during earthquakes, landslides, collapse

of buildings due to local disturbances, cloud thrusts etc. be identified and all remedial measures be taken by the

13

concerned organizations including Development Authority, Municipal Corporation, Town and Country Planning

Department and Revenue Department, so that there is no threat to human lives in these areas.

Environmental Pollution

Quantum of pollutants is increasing in the city due to massive toxics emerging from the various unmanaged sources. The

air is contaminated with different pollutants such as SO2, Nox and SPM. As per information supplied by the State

Environment Protection and Pollution Control Board existing quantum of pollutants is given below.

Source: H.P SEP&PCB

The National Ambient Air Quality Standard (NAAQS) has setup a norm of 15 and 70 ug/m3 respectively at residential

area, but table reveals that quantum of such toxic trends are being mushrooming over city as a whole over the period of

time. As a resultant, there is ill effect on various systems of human settlement and ecology. Similarly, concentration of

suspended Particular Matter in residential area is increasing at faster rate.

The level of pollution in commercial areas is increasing and the same is shown as under:-

14

Source: H.P SEP&PCB

The table reveals that existing quantum of SO2 and Nox pollutants are increasing over the period of time in commercial

areas, due to multifold increase of commercial activities in and around the city. Permissible limit of SO2 & Nox is 60

ug/m3 in commercial areas as per the NAAQS norm. In addition, Suspended Particular Matter is increasing at faster rate

as against norms of 140 ug/m3 as given below.

.

5.8.3 Noise Pollution

Noise pollution is also increasing as against the given norms of 55 dB for day and 45 dB for night at residential locality. In

commercial area same level is 65dB for day and 55 dB night as given below:-

15

Noise pollution is exceeding as against the given norms at night and day time as given in table for localities, due to

massive concentration of residential and commercial activities. The highest noise level is recorded in ISBT area followed

by H.P Secretariat area. In addition, noise level is also high in city commercial areas like Lower Bazaar, Lakkar Bazaar,

Sanjauli and Khalini localities. Besides, water is also contaminated by sewerage and drain wastewater. Water is also not

of good quality as per norm due to waste and toxic suspended material over ground.

INFRASTRUCTURAL, TRAFFIC AND TRANSPORTATION CHAOS:

The aging drainage and sewerage system has become a nightmare for residents of central Shimla. The faulty pipe lines

are posing threats. The entire municipal area and potential locations along highways are witnessing haphazard growth in

absence of proper services infrastructure including accesses, water supply, sanitation, electrification and open spaces.

16

On account of limited road width and as a resultant of manifold increase in number of automobiles and regional heavy

traffic, entire peace and tranquillity of the city has been disturbed. Traffic jams, bottlenecks, delays and accidents have

become common. The problems in peak hours of morning and evening are severe. Besides wastage of man-hours, lot of

fuel is wasted and air is polluted. As there is no scope for expansion of roads in central areas due to prevalence of

structures on both sides, traffic problems have multiplied. There is an acute problem of water supply in summer season.

Due to old water supply system, leakages are common. Sometimes water supplied is turbid and lacks proper treatment.

The choking of sewers, disposed of untreated sewage and open defecation are common problems. The city lacks proper

drainage. Generally there are open drains. Haphazard transactions of land, encroachments on drains and inadequate

width of streets have led to a chaotic situation. On account of damage of drains by builders of houses and unauthorised

cutting of land, the drainage system is frequently disrupted. Vehicles are parked on the roads, which leads to their

choking.

On account of mushrooming of ‘khokas’ along roads, expansion of roads and provision of parking is a stupendous task.

The picturesque city of Shimla nestling amidst the mountains is therefore fast turning into a slum.

IMPERATIVES:

Shimla, the premier British town, popularly known for its cleanliness, natural environs, heritage masterpieces, scenic

beauty and commanding view of the mighty Himalayas has to be saved at any cost from increasing pollution,

environmental degradation and ruin. As the city is bleeding and pleading, no more degradation should be allowed to

take place. Overall green cover is enhanced by mobilizing the masses. The plantation be made mandatory. There must

be blanket ban on cutting of trees. Its physical deterioration has to be dealt by paving way for detailed local level and

problematic area plans and their implementation by community participation. Regular surveillance of well being of trees

is required to be ensured by the requisite authorities. In order to tackle the pressure on Shimla at least 3 satellite towns

along major highways and a counter magnet at an appreciable distance are required to be planned and developed.

Green Shimla will be the panacea for most of the evils that have come to Shimla. An utmost discipline in carrying out

construction activities in accordance with physical, environmental and ecological imperatives is the foremost necessity.

Energy efficient solar passive housing be encouraged in the city. Discipline is also required in the disposal of debris at

earmarked sites, so that the same neither harms tree cover nor goes down to the streams. Besides, statutory duty, it is

the moral responsibility of Development Authority, Municipal Corporation, Shimla, Environmentalists, Heritage lovers,

Spatial Planners and all those who have respect to their premier hill station to protect it for tourists, safeguard its

beauty and take remedial measures to pave way through regulatory control along with conservative surgery to restore

its basic character and make it efficient, viable, healthy, wealthy and vibrant city, which may continue to attract tourists

from world over and cater for basic requirements of common man.

17

CHAPTERCHAPTERCHAPTERCHAPTER----3333

HAZARDHAZARDHAZARDHAZARD----RISK ANALYSIS OF SHIMLARISK ANALYSIS OF SHIMLARISK ANALYSIS OF SHIMLARISK ANALYSIS OF SHIMLA

1. Potential Hazards for Shimla City

Shimla city is exposed to multiple Natural and Human induced hazards. They may include, but are not limited to the

following:

1.1 Natural Hazards

1. Earthquake

2. Landslide

3. Land Sinking

4. Hailstorm

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

6. Flash Flood/cloud Burst

7. Heavy Snow Falls

1.2 Human Induced Hazards

1. Accidents- Train, Road, Air

2. Monkey Menace

3. Traffic Jams

4. Tree Falling

5. Fires: Household, Forest

6. Lift Disorder

7. Stampede

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

Figure 4 Potential hazards for Shimla city

18

NATURAL HAZARDS IN SHIMLA

Shimla due to its geological features and location is exposed to various natural hazards. The details of probable Natural

Hazards are as under:

1. Earthquake

History of Earthquake in Himachal Pradesh

The North-Western fringe of Himalayas is bounded by two major thrusts namely Main Central Thrust and Main

Boundary Fault running parallel to the axis. Himachal State therefore, falls in most active seismic zones-IV and V. Shimla

being capital and most important city of the State has multifaceted functions. There is a mounting pressure of

urbanization forces, whereby the city is susceptible to various hazards like earthquakes, landslides, cloudbursts and fire.

In order to ensure safety and preparedness for these hazards, it is imperative to devise a pre-disaster mitigation plan for

the Shimla city.

Himachal Pradesh lies almost entirely in the Himalayan Mountains, and is part of the Punjab Himalayas. Due to its

location, it weathers dozens of mild earthquakes every year. Large earthquakes have occurred in all parts of the state,

the biggest being the Kangra Earthquake of 1905. The Himalayan Frontal Thrust, the Main boundary Thrust, the Karol,

the Giri, Jutogh and Nahan thrusts lie in this region. Besides that, there are scores of smaller faults, like the Kaurik Fault

which triggered the 1975 earthquake.

However, it must be stated that proximity to faults does not necessarily translate into a higher hazard as compared to

areas located further away, as damage from earthquakes depends on numerous factors such as subsurface geology as

well as adherence to the building codes and population density etc.

Table 9 Past Earthquakes in Himachal Pradesh

Date Locations Affected Magnitude Damage

4th

April 1905 Kangra 7.8 • 20,000 people died

• 53,000 domestic animals perished

• 1,00,000 houses destroyed

• Economic cost of recovery 2.9 million

rupees

1st

June 1945 Chamba 6.5 NA

19th

January 1975 Kinnaur 6.8 • 60 people dies

• 100 badly injured

• 2000 dwellings devastated

• 2500 people rendered homeless

26th

April 1986 Dharmshala 5.5 • people dies

• Extensively damage to buildings

• Loss estimated at 65 crotre

1st

April 1994 Chamba 4.5 NA

24th

March 1995 Chamba 4.9 • Faresome shaking

• More than 70% houses developed

cracks

29th

july 1997 Sundar Nagar 5 • Damage to about 1000 houses

Annexure- 8 Earthquake Hazard Map of Himachal Pradesh

19

• Seismic Hazard

Chamba, Kullu, Kangra, Una, Hamirpur, Mandi, and

Bilaspur Districts lie in Zone V. The remaining districts

of Lahaul & Spiti, Kinnaur, Shimla, Solan and Sirmaur lie

in Zone IV. Since the earthquake database in India is

still incomplete, especially with regard to earthquakes

prior to the historical period (before 1800 A.D.), these

zones offer a rough guide of the earthquake hazard in

any particular region and need to be regularly updated.

Figure 5 Seismic hazard map

• Earthquakes in Shimla

Shimla is situated on mountainous Middle Himalayas, which form the last traverse spur of the Central Himalayas, south

of the river Satluj. The city is spread across twenty six kilometres along a ridge that overlooks terrace cultivated hillsides.

Administratively, The Municipal Corporation Shimla looks after the civil management. The municipal area is further

divided into twenty five wards. The unique setting of Shimla district is that it is bounded by two major thrusts, the Main

Central Thrust (MCT) & Main Boundary Fault (MBF). Other thrusts present in the region, such as the Jwalamukhi Thrusts

and the Drang Thrust, result in several other lineaments piercing the zone into fractured and faulted blocks and active

faults enhancing the structural discontinuities. The region has experienced frequent mild tremors and periodic major

earthquakes in the past, and will continue to do so in the future.

Shimla can expect maximum peak ground acceleration (PGA) of 4.0 meters per Second Square. This suggests that Shimla

can expect an earthquake of seismic intensity of VIII on the Modified Mercalli (MM) Intensity Scale. MM VIII indicates

that there can be slight damage in specially designed structures; considerable in ordinary substantial buildings; and

great damage in poorly built structures. Panel Walls can be thrown out of frame structures. Chimneys, factory stacks,

columns, walls and monuments can collapse. Heavy furniture can get overturned. Sand and mud can get ejected in small

amounts. Changes can be caused in water levels. Most of the structures in Shimla fall in the ‘poor built’ classification.

Earthquake induced ground failure can be expected along the northern slopes of the ridge, i.e. in Lakkar Bazar, New

Shimla and Vikas Nagar, Ruldu Bhatha.

2. Landslide

Landslide in Himachal Pradesh:

Landslide is the most common hazard in Himachal Pradesh, which causes immense risk to life and property. Almost

every year the state is affected by one or more major landslides affecting the society in many ways. Loss of life, damage

of houses, roads, means of communication, agricultural land, are some of the major consequences of landslides. The

fragile nature of rocks forming the mountains, along with the climatic conditions and various anthropogenic activities

has made the state vulnerable to the Landslides. District wise landslide vulnerability in the State is as follows.

Annexure- 9 Landslide Hazard Map of Himachal Pradesh

20

Landslide Hazards in Shimla:

Landslides are slippery masses of rock, earth or debris which move by force of their own weight down mountain slopes

or river banks OR Landslides are downslide movement of soil, debris or rocks, resulting from natural causes, vibrations,

overburden of rock material, removal of lateral supports, change in the water content of rock or soil bodies, blocked

drainage etc. Landslide is the most common disaster in Himachal Pradesh and Shimla which causes immense loss of

infrastructure, property and sometimes life too. At present, according to gross yet reliable estimates, landslides occupy

about one percent of the land surface in the five central districts of Himachal Pradesh. They have a total volume of more

than 2.2 X 106 m3 and a mean age of 6.5 years. This helps to evaluate the denudation rate, which is about 12 mm/year

(all erosive process). The fragile nature of rocks forming the mountains along with climatic condition and various

anthropogenic activities has made the state vulnerable to the vagaries of nature. Besides earthquakes, landslides are the

other geological hazards that are common and peculiar to state. Unscientific land use and unplanned expansion of urban

areas is also overloading and destabilizing the slopes in the towns and cities such as Shimla. Overloaded slopes may

initially cause only minor landslides, but at later stage could trigger larger landslides. The state capital Shimla is also

sinking at several places due to digging of slopes for construction and infrastructure development. First major landslide

occurred in Shimla in February 1971 when a large northern portion of the Ridge slumped down threatening the safety of

reservoirs below. Since then many areas of the town have become prone to landslides and situation worsens during

rainy season when vulnerable roads are washed away at many places.

Photograph 3:- Devastating Landslides in Totu, Shima

• Reasons behind landslides:

Geologically weak material: Weathered materials, jointed or fissured materials, contrast in permeability and contrast in

stiffness (stiff, dense material over plastic materials).

Erosion: Wave erosion of slope toe, glacial erosion of slope toe, subterranean erosion (Deposition loading slope or its

crest, Vegetation removal.

Intense rainfall: Storms that produce intense rainfall for periods as short as several hours or have a more moderate

intensity lasting several days have triggered abundant landslides.

Human Excavation of slope and its toe, loading of slope/toe, draw down in reservoir, mining, deforestation, irrigation,

vibration/blast, water leakage from services. Earthquake shaking could trigger landslides in many different topographic

and geologic settings. Rock falls, soil slides and rockslides from steep slopes involving relatively thin or shallow dis-

aggregated soils or rock, or both have been the most abundant types of landslides triggered by historical earthquakes.

21

Volcanic eruption deposition of loose volcanic ash on hill sides commonly followed by accelerated erosion and frequent

mud or debris flows triggered by intense rainfall. The problem of landslides is common and frequent in Shimla. Almost

every year the whole district is affected by one or more major landslides affecting society in many ways. Loss of life,

damage to houses, roads, and means of communication, agricultural land and floods are some of the major

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

suggests that landslides are directly related to monsoons. These prolong rainfall trigger landslides in the region,

eventually jeopardising the stability of the hill as a whole. The vulnerability of the geologically young, unstable and

fragile rocks of the state has increased many times in the recent past due to various unscientific developmental

activities. Deforestation, unscientific road construction, terracing and water intensive agricultural practices,

encroachment on steep hill slopes are the anthropogenic activities which have increased the intensity and frequency of

landslides. Among the man induced causes, road construction in the hilly terrain is more responsible for landslides. The

quantum of the damage by unscientific road construction may be judge by scientific research, which states that one

kilometre of road construction in the Himalayas needs removal of 60,000 cubic metres of debris. Due to this and other

anthropogenic activities, landslides have become a regular occurrence in the state, especially during the rainy season.

The Geological Survey of India (GSI) is also currently updating its earlier studies on the town to assess the disaster-

causing potential of its unstable slopes. GSI's Deputy Director-General PN Razdan says, "The problem of landslides in

Shimla town is aggravating and we feel that the town needs urgent treatment for this. Our study will identify the

vulnerable areas and suggest remedial measures."

Sinking Zone in Shimla:

Recent geological studies indicate that roughly 25% of the old town is in the sinking zone, and unless improvements are

made in the drainage and sewerage systems of the upper reaches, more could go under. Geologists say that when the

famous Ridge of Shimla was constructed, the hilltop was sliced and all the debris was dumped on its northern slopes.

Though it has compacted over the years, many parts of Lakkar Bazar and Rivoli bus stand do show a downward creeping

movement. Slopes have become overloaded, and buildings in several heavily crowded localities in the central part of the

town have become unsafe as they fall in the sinking zone. The Ridge is not only a portion of land in Shimla; it contains its

life line. The water reservoir beneath it has storage of ten lac gallons of water. The reservoir was constructed without

using a ounce of cement in the eighteen eighties and only lime morter has been used. A major port on of the flat land

consist debris and has resulted into so called sinking zone. Geologically weak areas, identified as highly sinking prone

areas, which include the northern slope of the Ridge extending upto Grand Hotel in the west, covering Lakkar Bazaar,

Central School, upto Auckland Nursery School, Dhobi Ghat below Idgah electric sub-station and sliding areas, including

Ladakhi Mohalla, the spur below the office of the Director of education and surrounding areas of Clark’s Hotel are also

integral parts of green vertical buildings have led to manifold increase in pressure on land resources and urban

infrastructure development are the common problems of Shimla. Any further addition of load is likely to be hazardous in

these areas.

22

3. Severe Storms, including lightining & high winds (Thunderstorms):

Every year severe storms, lighting and high winds cause huge loss to the economy of Shimla City. It results into tree

falling, damage to electricity supply wires, telephone cables, street lights, etc. Due to tree falling much time it causes

loss to life, buildings or vehicles. As per the BMTPC wind hazard zone map of Himachal Pradesh it is visible that Shimla

lies in moderate damage risk zone.Winds are generally light throughout the year.

The mean wind speed for Shimla for different months is given below:

Table 10 Mean wind speed in km/hr

Annexure – 10 Wind Hazard Map of Himachal Pradesh

4. Cloud Burst:

A cloudburst is an extreme amount of precipitation, sometimes with hail and thunder, which normally lasts no longer

than a few minutes but is capable of creating flood conditions. Flash floods, short lived extreme events, which usually

occur under slowly moving or stationary thunderstorms, lasting less than 24 hours are a common disaster in state. As a

result of the high velocity of the current which can wash away all obstacles in its way, this phenomenon has resulted in

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

cloudburst in Shimla which will cause huge loss to the city. Though there is no recorded history of cloudburst in Shimla

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

5. Heavy Snow Falls:

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

temperature of Shimla city and its adjoining ecosystem varies between minus 7 degrees and 10 degrees in winter.

Shimla snowfall usually occurs during December and February. It is worth mentioning that the effect of global warming

and greenhouse gas emissions is acutely felt in Shimla. The blatant proof of global warming can easily be found in

Shimla- snowfall has decreased over a period of time. The time of snowfall has also changed, even a few years ago it

occurred during the month of December; now snowfall can be expected only after the new year has safely passed-after

the fifteenth of January.

HUMAN INDUCED HAZARDS

(i) Accidents- Train, Road:

On account of limited road width and as a result of manifold increase in number of automobiles and regional heavy

traffic, entire peace and tranquillity of the city has been disturbed. Traffic jams, bottlenecks, delays and accidents have

become common. The problems in peak hours of morning and evening are severe. Besides wastage of man-hours, lot of

fuel is wasted and air is polluted. As there is no scope for expansion of roads in central areas due to prevalence of

structures on both sides, traffic problems have multiplied. Gradually the population pressure is increasing in Shimla and

simultaneously the pressure of vehicles. In peak tourist season this crowd of vehicles multiplies. Also, the poor road

conditions and bad driving cause accidents increased the number of accidents in Shimla.

23

Photograph 5: Road Accidents in Shimla

Apart from accidents Shimla town has serious problem or traffic congestion due to peculiar geography and age old

construction. Moreover, the road infrastructure in the town was created in very old times to cater the needs of the then

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

inflow of the tourist the traffic congestion has no taken a serious turn. Traffic jams cause huge loss to the economy and

productivity of the city.

Train Accident:

Shimla is having the Kalka-Shimla rail route, which has completed 100 years. This is one of the four narrow gauge rail

routes on hill terrain in the country, the other three being the Darjeeling, Ooty and Pathankot - Jogindernagar routes.

Started during the reign of Lord Curzon in November 1903, this rail route features in the Guinness Book of World

Records for offering the steepest rise in altitude in the space of 96 kilometers. More than two-third of the track is

curved, sometimes at angles as sharp as 48 degrees laid out on a 96 km long narrow gauge track that passes through

103 tunnels and across more than 800 bridges and viaducts, it is one of the most beautiful hill railways in India. There is

always a threat of accident being occurred on this track. In 2008 the train got derailed and 1 person got died in that

accident.

(ii) Monkey Menace:

The monkey attacks have increased manifold in Shimla

City in past few years. They bite the citizens, attack on

tourists and destroy the crops as well. In upcoming

days if some strong initiative has been not taken

monkey menace will cause huge loss to the economy of

Shimla City. At present there are around 60,000

monkeys present in the city.

24

(iii)Tree Falling

Due to heavy monsoon, high winds, and age of the

trees, falling trees are another big hazard which Shimla

people face frequently. It causes loss to property and

lives. Last year the damage caused to public and private

property worth lakhs of rupees across Shimla in one

month as nearly 10 deodar trees fell and has created

panic among residents.

Photograph 7: Tree Falling

(iii) Fires:

Forest Fires are not very much prominent in Shimla City. In Shimla the old historical buildings are made up of wood and

also in present buildings as well the flooring etc is made up of wood. Every winter household’s fires are very common

which caused due to overheating, electric fires, etc.The main cause behind the fires in Shimla are human induced. The old

wooden structures, congested construction, poor and old wiring and resultant short circuit, rising temperature and

extended dry spells are some of the main reasons behind fire hazard in the city. Fire department is mainly responsible for

rapid assessment phase. In Shimla there are five fire stations situated at different places but still the department is devoid

of adequate number of staff personnel and equipment. The population within the city is increasing but their safety

measures are not equally growing. Although the use of GIS has started but it is at a much initial stage and the use satellite

imageries are negligible. In the context of fire the construction of houses or government departments are not based on

“National Building Codes”. The high rise building like Secretariat, Municipal Corporation etc. is not fully equipped to

response incase of a fire. After a fire incident no proper damage assessment is conducted by the responsible officer’s and

only a tentative assessment is done.

Below mentioned are some of the incidents of fire happened in last year in Shimla City:

• Gorton Castle Fire, 28th

June, 2014

The magnificent five story Gorton Castle building, one of the most striking specimens of a neo-Gothic architecture, was

constructed in 1904 during the colonial rule, and British treated it as their official ‘Summer Session Secretariat’ before

Independence. The building was designed by architect Sir Swinton Jacob, and presently the house of Accountant General

of Himachal Pradesh. The capital city saw flames and smoke-clouds rising from the top of Gorton Castle, a marvelous

architectural beauty, one of the most amazing British era heritage buildings. The fire broke out at about 3:30 am and

continued till afternoon inspite of consistent efforts of fire brigade to control it. The reason is speculated to be either a

25

short circuit in one of the heating devices or some other similar circumstances. Nearby people and army official claimed

hearing multiple cylinder blasts. The fire started from the front part of the fourth floor of the five story building and soon

spread to lower levels. Almost everything present in top two floors, computers, record files and official documents,

furniture etc. turned to ashes. The accurate amount of damage in terms of infrastructure is surely over many crores,

however, the official details on the actual damage are still awaited. Fortunately, no one fell victim to the accident except a

poor flying fox, which sat on the ground half-conscious. It was alive but seemed to have received some burns. Perhaps, it

lived in the attic of the building.

Source: http://himachalwatcher.com/2014/01/28/fire-engulfs-heritage-shimla-gorton-castle-ag-office-in-

picuture/#ixzz3NdsJ4DQ4

• Minto Court Fire, 1st

November 2014

On 1st

November, 2014, Saturday night, another heritage building, Minto Court near Indian Institute of Advance Studies,

was lost in a fire break out. The building presently houses the office of Project Deepak of the Border Roads Organisation

(BRO), an inter-services organization under the defence ministry. The estimate of the damage is suspected to have

included many important documents. There was no report of any causalities or injuries to those present inside the

building. Fire broke out at about 9 PM on the top floor of this three-storeyed building and then spread down to the second

floor. The fire broke out was devastating and engulfed almost entire building. The reason for the fire break out isn’t clear

yet. But most likely, a short-circuit would be blamed, as usual. The people present on the scene insisted that it wasn’t an

accident. Also, one more noticeable aspect of these incidents is that most of these building were heritage property and

housed Govt. office. The building was built during British rule in 1904, named after Lord Minto. It was built by the British,

Raaja Bhasin, co-convener of the Himachal Pradesh chapter of Intach (Indian National Trust for Art and Cultural Heritage).

It was built in half-timbered Tudor style including all frames made of wood.

Source: http://himachalwatcher.com/2014/11/02/deepak-project-fire-another-shimla-heritage-building-lost-accident-or-

conspiracy/#ixzz3NdNIiqeG

(iv) Lift Disorder:

Shimla local transportation is concentrated in and on the vicinity of the Ring road of Shimla city. The Ring road route

covers the Main bus stand, Chhota Shimla, Kasumpti, Sanjauli, Lakkar Bazaar bus stand, Victory Tunnel and Boileauganj.

There is a lift which connects the Cart Road to the Mall Road which is another means of transportation in the city. It has

the capacity of 8 persons but in peak tourist season 10-15 people use to travel in this lift. This year also due to overburden

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

26

(v) Stampede:

Due to congestion especially in central Shimla the chances of stampede is very high. There are single paths in Lower

Bazaar, Ram Bazaar and Sabzi Mandi area. If there is any miss happening occur it will result into stampede which due to

congestion and slope terrain will cause huge loss. Also at temples in peak festival days huge crowd assembled and there

is always a chance of facing stampede in crowded places. Incident of fire, earthquake or terrorist attack can also lead to

such incidents.

(vi) Utility Failure:

Being a capital city the dependency of public and government depends upon the supply of basic services like Energy,

Telecommunications, Water Systems, Sewerage System, etc. The city was initially made for few thousand people and now it

is serving the manifold population. It is also causing excess pressure on basic services like water and sanitation. Shimla

being a capital city and having cold climatic conditions the energy consumption of city is very high. By increasing population

pressure on the city the transportation demand is also increasing which is causing pressure as well. The dependency of

public and government business relies completely on energy supplied. The supply of energy based on various small power

plants any failure in these will create hurdle in energy supply and affect the economy directly and indirectly. Below given

are the vital utility services of the Shimla city:

• Water Supply

Water is vital renewable but finite resource. Water supply system in Shimla largely depends on the surface sources like

springs, nallahs or streams for its safe water demand. Shimla had no systematic potable water supply till 1875. Later serious

efforts were made when some land was acquired from the neighbouring Rana of Koti and first ever reservoir of 2MG (9 ML)

capacity was constructed at Sanjauli in 1884 for systematic supply.

THE DETAILS OF EXISTING WATER SYSTEM

Source Name /

River Name

Transmission

Type

Year of

Start

Installed

Capacity

(MLD)

Quantity of

Water

Produced

(MLD)

Supply to SMC (MLD)

Non Lean

Period

Lean Period

Dhalli Catchment

Area

Gravity 1875 4.54 1.80 0.23 0.20

Cherot / agroti

Nallah

Pumping 1889 4.80 3.86 3.50 2.48

Chair Nallah Pumping 1914 2.50 3.00 1.20 0.55

Nauti Khad

(Gumma)

Pumping 1924&

1982

24.06 19.75 14.25 14.14

Ashwani Khad Pumping 1992 10.80 10.80 7.60 4.96

From River Giri

Scheme

Pumping 2008 20.00 20.00 15.00 12.00

Under Nautikhad

Scheme

Pumping 2008 4.54 4.54 2.50 2.30

Sub Total 71.24 66.38 44.28 36.63

27

DETAILS OF RESERVOIRS AND TANKS SERVING DIFFERENT ZONES

Sr. No. Location of Tank Capacity (ML) Zones Served

1 Sanjauli Reservoir.

8.78 All zones

2 Ridge Reservoir. 4.63 Ridge, A.G. Office, Vice Regal, University, Kamna

Devi, Chakkar and Totu

3 Mains Field 3.63 Mains field,High Court,BCS and Kasumpati

4 Mashobra. 3.00 Mashobra

5 Jakhoo Tanks. 0.13 Sanjauli and Ridge

6 Phagli. 0.13 Phagli

7 Jakhoo. 0.45 Sanjauli and Ridge

8 Shiv puri. 0.045 Mains Field

9 New Shimla. Sec-I. 0.023 Kasumpati

10 New Shimla Sec.-II. 0.023 Kasumpati

11 New Shimla Sec.-III 0.136 Kasumpati

12 Vikas Nagar. 0.136 Kasumpati

13 Vikas Nagar. 0.136 Kasumpati

14 Kasumpati 2.043 Kasumpati

15 New Shimla Sector-IV 0.30 Kasumpati

16 Dhingu Mandir 0.30 Dhalli and Sanjauli

17 North Oak. (O.H.) 0.05 Sanjauli

18 North Oak (U.G.) 0.1 0 Sanjauli

19 Engine Ghar.(Sanjauli) 0.3 0 Sanjauli

20 Bharari. 1.2 0 Bharari

21 Tuti Kandi.(Near 103

Tunnel).

0.9 0 A.G. Office

22 Kamna Devi 0.30 Kamna Devi

23 Kelston. 0.3 0 Bharari

24 Corner House. 0.3 0 Sanjauli

25 Knowlls Wood. 0.9 0 B.C.S.

26 New Shimla Sector-III. 0.60 Kasumpti.

27 Tara Mata Mandir New

Shimla.

0.60 Kasumpti.

28 Kali Bari-I 0.160 A.G.Office

29 Kali Bari-II 0.160 A.G.Office.

30 Sandal Chakkar. 0.90 Chakkar.

31 IIAS.(Summer Hill) 0.90 University.

28

32 Totu (Yet to be taken

up)

1.60 Totu

Total: 33.13 ML

Demand and Supply

As per records of the Department of Irrigation and Public Health, in lean period availability of water supply to the city is

12.38 mld, whereas 30.60 mld during non lean period. The installed capacity of water supply system is 47.40 mld against

present availability of water intake sources of 39.21 mld. Cost of water supply is Rs. 28 per 1000 litres. The water supply is

inadequate to city residents as well as Planning Area population due to rapid growth of population. Presently, as per 2001

Census, 1.74,789 persons are residing in Planning Area, which has been anticipated to increase to about 3, 18,560 persons

for the year 2021. Existing water supply is not sufficient to rural settlements and water for these settlements is managed

through local natural sources i.e ‘Baulies’, springs and nallah’s which have also been tapped for various Government water

supply schemes.

Table 14 Projections of water requirement (2021)

Sr.

No.

Sector Demand of water (in MLD)

2004 2021

1 Residential 24.50 39.00

2 Commercial 0.71 4.10

3 Institution 1.65 5.51

4 Industrial 1.2 5.1

5 Fire 1.31 4.6

6 Floating Population 8.07 15.57

Total 37.44 73.88

As 135 liter per capita per day water is required to residents, the same is being inadequately supplied due to acute shortage

at water sources. So far as demand and supply is concerned, only 30 mld water is available, against demand of 39 mld. In

order to cater water requirement of the city by the year 2021 reliable water sources like Giri River, availability of which is

about 20 mld have been proposed to be tapped to augment the existing water supply system. It is imperative to adopt

rainwater harvesting techniques and water conservation strategies to cater for the future requirements.

A sum of Rs.78 Crore has been sanctioned by the Centre for early completion of the drinking water supply scheme for the

state capital from the Giri river. 10 tube wells had also been installed. At present Rs. 70-80 crores are being invested every

year on ensuring supply of water. The energy bill work out to the tune of Rs. 50.00 crores per year.

Annexure - 11 Existing Water Supply System

Figure 11 Existing and future scnerio of water requirement

0

20

40

60

80

100

Installed CapacityLean Period AvailableExisting DemandFuture Demand

Wate

r S

up

ply

( in

M

LD

/Da

y)

29

Sewerage System

Sewerage System is an essential urban utility and forms an integral part of physical planning. Sewerage system for Shimla

was designed for a population of 18,000 persons in 1880. The system continued for around 100 years without any

augmentation. Population in the intervening period has increased to about 1,50,000. As a result, system has become grossly

inadequate. Therefore, due to excess load certain portions have led to frequent leakages, causing environmental hazards

and air pollution. The State Government has now taken steps to modernise the system to manage the city sewage and

sullage efficiently for congenial environment of Shimla city. This milestone dream has been fulfilled by the financial

patronage of OPEC and State Govt. Therefore, the city has now systematic and properly designed sewerage system and

most areas are covered with necessary sewerage networks.

Existing Sewerage System

As per information received from City Sewerage Division, 192.7 km. long sewerage networks have been laid down in the

entire urban area and adjoining rural areas. Sewerage Treatment plants have been installed at strategic locations namely,

Lalpani, Dhalli, Malyana, North Disposal, Snowdon and Summer hill, having gross capacity of 36 mld. Sullage is also to be

carried through sewer lines to the Treatment Plants. Zone wise Sewerage Treatment Plants are as under: Lalpani zone

caters for half of the city population. It has a capacity of 19.35 mld. North disposal (Golcha) zone has capacity of 5.80 mld.

Besides, treatment plants have also been proposed at Sanjauli and Malyana with a capacity of 4.44 mld. Keeping in view,

the present as well as future population growth, Sewerage Treatment Plants have been proposed at Tutu, Rahai, Mashobra,

Chharabra and Shoghi. The cost of sewerage per person is Rs. 1000.

Table 15 Zone-wise sewerage system and treatment plants

Sr. No Location of Sewage Treatment Plant Capacity in MLD

1 Lalpani 19035

2 Dhali 0.76

3 Sanjauli & Malyana 4.44

4 North Disposal (Golcha) 5.80

5 Snowdon 1.80

6 Sumer Hill 3.93

Total 36.08

Solid Waste Management

As estimated, the daily waste generation in Shimla City is approx. 90 MT. This translates into waste generation of 350

gms/capita/day. The collection of the waste through door to door collection and community bins is approx. 70-75 MT.

Therefore 15-20 MT of waste could not be collected which leads to waste pilling. The waste gets accumulated day by day

and exerts additional pressure on existing infrastructure which is already inadequate. Considering the resident and floating

population for projection years, and waste generation @ 350 gms/capita/day (as per SWM DPR), the total waste generated

as projected is given in Table 16.

Based on the land use survey, approx. 85% of the residential population is covered under door to door waste collection

system, followed by 15% population dependent on the community bins for waste disposal. The rest of the population either

dumps the waste in the open, incidence of burning waste has been les reported since inceptaion of door to door garbage

collection system. The door to door waste collection has been initiated in all the wards; however the percentage population

covered under this system varies from ward to ward. With regard to door-to-door collection scheme, most of the residents

have outlined that system is effective. In absence of municipal door to door collection system, in several places, people

30

have arranged their own collection system. In case of big hotels and institutions (schools, colleges, offices), most of them

have their own cleaning and sweeping staffs.

The Figure 2 is a schematic representation of the Municipal Solid Waste Management system within the boundary limits of

Municipal Corporation of Shimla. The left column depicts the process flow for waste and the right column shows how the

municipal and hazardous waste is being handled within the city.

Households CommercialInformal

Sector Clinical/HospitalMarkets

Door to Door collection Street Sweeping

Existing Disposal Facility

Generation

Collection

Transportation

Treatment

Disposal

MSWM Facility

Bio-medical

incinerator facility

Transportation

Process Flow Waste Streams

Municipal Solid Waste Hazardous Waste

In-vessal Composting

Rejects, non recyclable

materials

Construction Debris

RDF

Disposal at notified

sites

Presorting

Unit

Finished

Compost

Screening

(200mm

to 4mm)

Fig. 2 Flow Chart for Current SWM Practices Followed in Shimla City

Table 3. Population growth and SWM generation in SMC area

Head/ Years 2011 2021 2031 2041

Resident Population (nos) 1,69, 758 2,56,883 3,49,361 4,18,296

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

Solid Waste Generation (MT) 86.01 124.91 166.03 198.90

Annexure - 12 Existing Sewerage System

31

Electricity

Shimla Planning Area is divided into nine major zones. The Electric sub-stations are placed in accordance with population

size and commercial activities. About 577 medium and large range capacity electric transformers have been installed at

different places. Major power supply to city comes from the Dehar Power Station, Northern Grid and other power houses.

Main Electric Station is located at Totu, which is supplying power to urban as well as rural areas. Two main divisions are City

as well as Rural and Urban. City Division serves localities namely, Boileauganj, Ridge, Kalibadi and Sanjauli, whereas Rural

and Urban division caters areas including Mashobra, Dhalli, Khalini, Jatog and Junga. The capacity details of transformers

are as below:

Figure 12 and Table 17: Transformers and their capacities

(Source: ShimlaDivision 1&2 HPSEB)

Shimla is not having any heavy industry. Provisions of HT lines are existing Planning Area which accounts to 2.87 % of

the total electric installation. In addition, 46.33 % of transformers having capacity of 250-500 kva are also installed

followed by 20-200 kva, which constitute 32.17 % of the total installation. Spatial distribution of transformers is as

below:

Figure 13 Spatial distribution of transformers

32

The table reveals that highest numbers of transformers are existing at Jatog, which accounts for 18.15 % of the

total including Cantonment area followed by 13.63 % at Mashobra. Sanjauli zone caters 14.37 % of the total. In

addition, 15.00 % of total transformers have been installed at the Ridge and the Mall areas, which is the major hub

of the city as well as socio-cultural space of the Planning Area. Adjoining rural areas have also been provided with

sufficient number of such facilities to cater for requirements of growing population efficiently. Numbers of

different types of electric connections are as under:

Table 18 & Figure 14: Purpose-wise connection in Shimla

Domestic consumption of electricity in city is high as compared to other sectors on account of Shimla being an

administrative and service city accommodating a huge influx of migrant population as well as possesses peculiar

climatic conditions. Therefore, 82.80 % of the total connections are recorded in domestic sector followed by 13.39

% connections in commercial sector. 67796 connections have been recorded, out of\ which 54.05 % connections

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

below:

Table 19 & figure 15: Total connection in Shimla

33

Drainage

The Kufri- Dhalli- Sanjauli- Ridge-Totu spinal axis is a drainage divide of Shimla city. The tributaries on southern side

go to the Yamuna and those on northern side to the Satluj. Encroachments on nallahs in the city is a common

problem and same are susceptible to natural hazards like landslides, flooding and cloud bursts. Disposal of debris is

choking natural drainage lines and the same is a matter of serious concern. The courses of many nallahs have been

changed during the construction operations and such localities are witnessing drainage problems. There is no

proper maintenance and cleanliness of drains along the roads. These aspects need proper attention. Many drains

along he roads have been encroached upon.

Telecommunication

Shimla is being served by extensive networks of telecommunications. Private communication providers like AirTel,

Vodafone, Idea, Tata Indicom, Reliance and BSNL are providing efficient services to the masses. Telephone

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

communication. Thus, Shimla being a capital has efficient telecommunication networks as compared to other

areas.

34

CHAPTER CHAPTER CHAPTER CHAPTER –––– 4444

VULNERABILITY OF SHIMLA IN CONTEXT OF VULNERABILITY OF SHIMLA IN CONTEXT OF VULNERABILITY OF SHIMLA IN CONTEXT OF VULNERABILITY OF SHIMLA IN CONTEXT OF

VARVARVARVARIIIIOUS HAZARDSOUS HAZARDSOUS HAZARDSOUS HAZARDS

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

social activity is susceptible to harm, degradation, or destruction on being exposed to any hazard on its activation.

It has different dimensions and could be divided into five broad fields:

1) Natural: It is related with geography, geology, terrain, climate and biodiversity of any place which increase its

vulnerability for various hazards.

2) Physical: It is related with infrastructure, development process of any place which makes it vulnerable for

various hazards.

3) Social: It is the societal composition, cultural values and belief system which increase the vulnerability of any

city towards any hazard.

4) Economic: The economic features of Shimla make it vulnerable for various hazards.

5) Institutional: It includes the institutional capacities to deal with any emergency situation which affect the

vulnerability of any place.

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

I. VULNERABILITY ASSOCIATED WITH NATURAL HAZARDS

1. Vulnerability of Shimla in relation to Earthquake Hazards

(a) Natural:

(i) As Shimla located in seismic zone IV it is highly vulnerable to face an earthquake. Even if the epicentre of the

earthquake is outside Shimla City it is expected to cause huge loss to the city because it is surrounded by the area

which is at zone V and zone IV, it means if the earthquake epicentre will be outside Shimla it will create huge loss

here.

(ii) Shimla lies in sinking zone as well and having soft soil. Shimla's northern slope of the historic Ridge, an open

space just above the Mall extending to Grand Hotel in the west and the Lakkar Bazar in the east, is sinking. This

again increases the vulnerability of the city. As after an earthquake, landslides gets triggered automatically and

being in sinking zone the vulnerability of the city for the after effects of earthquake gets multiplied.

(iii) The terrain of mountains may hinder the rescue and relief work as it happen in Sikkim hence it is again

increasing the vulnerability of Shimla city.

(b) Physical:

(i) Population Congestion

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

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

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

Figure: Population of Shimla District

Source: http://www.census2011.co.in/census/district/239

Table: Population of Shimla Urban (Census 2011)

Shimla Urban

Total

1,69,578

(ii) Slopes and Terrain

Majority of localities in Shimla Planning Area with massive construction of buildings on slopes without adhering to

provisions of seismic building code and earthquakes resistance measures, are vulnerable to hazards. Localities like

Sanjauli, Lower Bazaar, Fingask and Ram Bazaar are prone to disasters. Majority of houses are old and have less

load bearing capacity and structurally poor resistance. So far as landslides are concerned, areas like Katchighati,

New Shimla Phase III, Chakker, Totu and Cemetery localities are vulnerable to hazards. The city is also susceptible

to fire hazards in view of wooden Dhajji walls of houses in areas of Grain market, Lower Bazaar and Lakkar Bazaar

of city. Provision of sufficient fire hydrants at every war

with this facility. It is imperative to develop fire hydrants net

fire hazards.

(iii) Transport Network

Shimla town has serious problem or traff

Moreover, the road infrastructure in the town was created in very old times to cater to the needs of the then

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

and inflow of the tourist increased resulting into increased traffic congestion. Educational institution particularly

the schools are the places of traffic bottlenecks which are characterized by regular traffics jam. Around 2

vehicles are registered in the city every day. During the busy tourist season around 3,000 tourist vehicles also fight

for space on Shimla’s narrow roads.

(iv) Rapid Unplanned Growth

Planned for a maximum population of 16,000, the town now supports 2,3

for 2011. Shimla has seen a very rapid population growth during the last three decades due to huge housing and

tourism demands. This combined with a lack of planning and haphazard growth has resulted in the construc

Figure: Population of Shimla District

http://www.census2011.co.in/census/district/239-shimla.html

Table: Population of Shimla Urban (Census 2011)

Urban

Total Male Female

1,69,578 93,152 76,426

Majority of localities in Shimla Planning Area with massive construction of buildings on slopes without adhering to

provisions of seismic building code and earthquakes resistance measures, are vulnerable to hazards. Localities like

uli, Lower Bazaar, Fingask and Ram Bazaar are prone to disasters. Majority of houses are old and have less

load bearing capacity and structurally poor resistance. So far as landslides are concerned, areas like Katchighati,

tu and Cemetery localities are vulnerable to hazards. The city is also susceptible

to fire hazards in view of wooden Dhajji walls of houses in areas of Grain market, Lower Bazaar and Lakkar Bazaar

of city. Provision of sufficient fire hydrants at every ward level is inadequate. Only core area of city is equipped

with this facility. It is imperative to develop fire hydrants net- works in other areas to ensure preparedness for the

Shimla town has serious problem or traffic congestion due to peculiar geography and age old construction.

Moreover, the road infrastructure in the town was created in very old times to cater to the needs of the then

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

and inflow of the tourist increased resulting into increased traffic congestion. Educational institution particularly

the schools are the places of traffic bottlenecks which are characterized by regular traffics jam. Around 2

vehicles are registered in the city every day. During the busy tourist season around 3,000 tourist vehicles also fight

for space on Shimla’s narrow roads.

Planned for a maximum population of 16,000, the town now supports 2,36,000, as per provisional census figures

for 2011. Shimla has seen a very rapid population growth during the last three decades due to huge housing and

tourism demands. This combined with a lack of planning and haphazard growth has resulted in the construc

35

Female

76,426

Majority of localities in Shimla Planning Area with massive construction of buildings on slopes without adhering to

provisions of seismic building code and earthquakes resistance measures, are vulnerable to hazards. Localities like

uli, Lower Bazaar, Fingask and Ram Bazaar are prone to disasters. Majority of houses are old and have less

load bearing capacity and structurally poor resistance. So far as landslides are concerned, areas like Katchighati,

tu and Cemetery localities are vulnerable to hazards. The city is also susceptible

to fire hazards in view of wooden Dhajji walls of houses in areas of Grain market, Lower Bazaar and Lakkar Bazaar

d level is inadequate. Only core area of city is equipped

works in other areas to ensure preparedness for the

ic congestion due to peculiar geography and age old construction.

Moreover, the road infrastructure in the town was created in very old times to cater to the needs of the then

passage of time the population

and inflow of the tourist increased resulting into increased traffic congestion. Educational institution particularly

the schools are the places of traffic bottlenecks which are characterized by regular traffics jam. Around 200

vehicles are registered in the city every day. During the busy tourist season around 3,000 tourist vehicles also fight

6,000, as per provisional census figures

for 2011. Shimla has seen a very rapid population growth during the last three decades due to huge housing and

tourism demands. This combined with a lack of planning and haphazard growth has resulted in the construction of

36

buildings on steep and unstable slopes with improper construction practices. High priority lifeline structures like

hospitals, power stations, telecommunication installations and water supply stations are located in high

vulnerability area with poor connectivity. Weak enforcement of byelaws and poor emergency management

capacity has added to the risk.

(v) Distorted Land Use and Building Utilisation

The major land use is residential, which is estimated at 75% of the total builtup area. Seven percent of the

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

Krishna Nagar, Summer Hill and Totu are highly commercialised where upto 50% of the total buildings are used for

commercial purposes. There is only 4% of total building stock that is used by institutions and facilities such as

schools, offices, hospitals, post offices, power stations, water works, and places for worship which could be utilised

as community shelters. The built up areas have very few and small open spaces in most of the municipal wards.

The city development plan of Shimla City reflects that in the city only 0.41 % area is meant as parks and open

spaces. It would be really a wrong caution for the Shimla City to come out in the open ground when there is an

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

(vi) Poor Accessibility

Accessibility within the city is extremely poor. 72% of all buildings are not accessible by trafficable roads. Out of

that, 38% are accessible through pedestrian paths and stair ways with less than one meter in width. Certain areas

are built on such steep slopes and with such poor accessibility that in case of a building collapse there will be no

escape routes. Many of the trafficable roads too are in such locations that in case of earthquake induced landslides

or building collapse on the slopes above the roads, they will get blocked. This can lead to the cutting off of critical

rescue and relief routes.

(vii) Inadequate Infrastructure and Lifeline Services

There is a serious lack of infrastructure facilities in the city. There is an acute shortage of water, especially in

summers, poor sewerage network coverage and inadequate medical facilities. The primary emergency

management service, the fire service is grossly ill equipped and understaffed. There are three fire stations with six

fire hydrants and one hundred fire fighters servicing a total population of 1,40,000 in the city and, in addition, the

population of the surrounding rural areas.

(viii) Poor Building Conditions

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

such as bricks, cement and iron. Reinforced Cement Concrete (RCC) and bricks have become prevalent, but

without proper understanding amongst local construction workers on how to use these materials. Shimla has

about 12,700 buildings with an average of fifteen occupants per building. The building condition is extremely bad

in the wards of Mall Road, Krishna Nagar, Ruldu Bhata, Ram Bazar, Phagli Nabha and Khalini. Buildings classified

under ‘very poor’ condition in these wards reach upto 72.70% of the total, which is much higher than the city’s

average of thirty six percent. One reason behind this is the lack of maintenance due to the fact that tenants are

occupying these buildings on very low rents, and neither tenants nor owners are willing to invest in maintenance.

In older parts of the city, poor maintenance, and in newer poor workmanship, has resulted in buildings that will be

unable to withstand the expected ground shaking. According to the Town & Country Planning Department only

1.52 per cent of the buildings of Shimla are safe and not prone to earthquakes. A large number of buildings in

Shimla are liable to damage in a high-intensity quake. According to the current statistics 78.64 per cent of buildings

fall in category A, followed by 12.96 per cent in category B, 6.88 per cent in category C and 1.52 per cent in

category X.

Photograph 13:- Employment Exchange, Shimla (Poor Building Condition)

37

Table 21 Vulnerability and type of buildings in Himachal Pradesh

Category of

Building

Features Impact of Earthquake %

A Made of mud, abode and random

stones

Suffer partial damage 78064

B Made of large blocks and poor

quality of timber

Liable to develop deep cracks 12.96

C Reinforced buildings Omly Small Cracks 6.88

X Seismic safe Totally Sate 1.52

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

proofing such as dhajji and incorporation of wooden beams,” he said. There is no specific study or date is available

that reflects on the earthquake vulnerability of the buildings. There is a vulnerability atlas for the country based on

a building census for the year 1991 for Shimla and as per the census, only 1. 52 per cent buildings are safe. At

present, Shimla has 187 buildings with more than five floors. These include a 12-storey commercial building being

constructed by Jagson International Ltd, an eight-storey building of Oberoi group’s five-star hotel Cecil and a 10-

storey building of the Himachal Pradesh High Court.

ix) Inappropriate Building Heights

Building height is very important in calculating risk. Approximately 50% of the buildings in Shimla are more than

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

stories, which is violating the building bye laws. New buildings of three to four stories constructed along steep

slopes in the city, 40% of which are on loose land-fill soil without compaction, pose a grave threat to the occupants

and those in the vicinity. The building construction activity itself also has an adverse impact on the soil condition,

setting a cycle of deteriorating vulnerability.

x) Old Buildings

Approximately 15% of Shimla’s buildings were constructed before 1925. The distribution of these buildings varies

from 1% in New Shimla to 60% in the Mall Road area. At the city level, about 25% of the houses are more than 60

years old; 13% are between 50-60 years. Another 25% are in the age group of 25% are in the age group of 20-50

years. About 50% of the old structures are not properly maintained and are in very poor condition, prone to

collapse even due to heavy rains or a minor earthquake. In most of the wooden structures the wood has decayed

and joints and other joineries are displaced. The lack of adequate space between buildings increases the

vulnerability of structures adjoining these old and unstable buildings.

xi) Poor Enforcement of Laws

About 27% of the buildings were constructed before 1971, the year when seismic codes were first introduced by

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

introduction of the codes, most engineers, masons, and other persons associated with building construction are

either unaware about the earthquake resistant structures. There is a provision for building inspectors to examine

the buildings at different stages of construction, but acute shortage and poor training of staff renders this

provision useless. As a result of all this, more than 80% of all existing buildings do not meet the seismic code

standards.

The Department of Town and Country Planning (TCP) has made the amendment in the Section 39-C of the TCP Act

1977 and Rules 19 (E), relating to compounding and retention for public objections. Once this process is over,

thousands of buildings with major violations in the 34 Special Areas and 20 Planning Areas in the state would be

regularised. As per the fifth retention policy in the state the 50 per cent deviation from the approved building plan

will be compounded and to make matters worse as now an additional storey will also be regularised in restricted

38

areas in places like Shimla, Manali, Dalhousie and Dharamshala. It was at the behest of the opinion of the Law

Department that the amendment is being brought about as it was said the earlier retention policies lacked the

legal backing, which was necessary. According to the planners and architects only 25 per cent deviation from the

approved building plan should be allowed under the fifth retention policy but with pressure from influential people

this was straightaway raised to 50 per cent, defeating the entire purpose of the TCP Act and the rules. As if 50 per

cent deviation from the permissible limit was not enough, the projections have been excluded from this. Earlier,

four storeys and one parking floor were allowed in restricted areas but under the new retention policy one extra

floor will be regularised. The only saving grace is that this retention policy shall not be applicable in the green,

heritage and core areas as defined in the development plan. Moreover, it will also not apply to builders and on the

eight mts. controlled width on the national highways. The government has also been strict with respect to

violations in buildings having more than 1.50-m construction above the national highways and state highways on

the valley side as they will not be compounded. In case of constructions in the sliding or sinking area, only two

storeys will be compoundable subject to the recommendation of the geologist.

(c) Social:

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

disaster and living in a vulnerable location with poor awareness level magnify the vulnerability of the community.

Neither the government nor the citizens are ready to face the earthquake. This will increase the loss after an

earthquake.

Although the whole Shimla is equally vulnerable but the poor population is living in the most vulnerable locations

i.e. on slopes and sinking zones. Their exposure makes them more vulnerable to face the effects of an earthquake.

Below the table reflects the age composition of the population. It reflects that around 60% population belongs to

the productive age and if they face some accident or life loss it will cause adverse impact on the community.

(d) Economic:

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

and horticulture in the region. The majority portion of the Shimla people is either placed into the tourism industry

or into the administrative department of Shimla. A vast number of people of Shimla have taken the occupation of

either travel agent, guide or photographer or something related to the tourism industry like hotels and the

restaurants. Shimla's economy is being run to a large extent by the tourism industry that has developed gradually

over the years. Shimla is the administrative capital of the state of Himachal Pradesh. As such there are many

important departments and offices of the governing body in Shimla. The people working in these offices are the

cogs and screws of the economy of Shimla. Besides the above, Shimla has a number of health care centres like the

Indira Gandhi Hospital, Snowden Hospital and so on that also helps in the economy of Shimla.

Figure 17 Annual Tourist Flow and growth of domestic and foreign tourist

39

Seasonality of tourist inflow in Himachal Pradesh

The graph below shows the number of tourists arriving in Himachal Pradesh in a particular month as a percentage

of total number of tourists arriving in 2011. The graph highlights that Himachal Pradesh witnesses maximum

tourists during the period from March to June with 46 percent of the total tourists visiting the state visit during

these 4 months. This is the period during which summer vacations start in schools across the country resulting in

peak tourist traffic. During the four winter months from November to February, the tourist inflow to Himachal

Pradesh is at lowest as accessibility to different tourist locations within the state is a challenge during this harsh

winter period.

Figure:

At present tourism industry has no plans for the safety of the buildings or the safety of the tourists. If earthquake

occurs in Shimla it will affect directly the tourism industry and hence the economy of the city. At the same time the

preparedness of various departments is very poor to face any disaster which will affect the functioning of that

department and also the safety of the workers. About 25% tourists visit Shimla out of the total tourist coming to

Himachal every year.

(e) Institutional:

The institutional capacity of the city is very weak to address earthquake disaster. Whether it is the district or city

administration, Urban Local Bodies, hospitals or schools the institutional capacities missing at the institution level

and at city level. No centralised incident response system exists in the city which everybody could follow. Also the

clarity of roles and responsibilities of various institutions is missing to response in earthquake or any other

disaster. With the result transfer of responsibility is in culture which brings the city at the risk. Urban search and

rescue is specialised job and trained manpower equipped with modern equipment is not available. The fire

services have stagnant strength of this city which was created to cater to few thousand populations. The

community networking is not there nor is the community trained and equipped to deal with earthquake like

situation.

Response and Capacity Analysis:

Shimla has lot of old wooden structures mainly constructed during British time period. Due to lack of proper

maintenance and retrofitting these structures are very vulnerable in respect of earthquake hazards. Therefore

there is a need for the availability of advance technology equipments to be used at pre and postearthquake

disaster management. Although it is difficult to predict earthquake but still the scientists and the seismologists will

make an attempt to predict earthquakes with the help of various instruments like advanced seismic recording, high

precision

Global Positioning System (GPS), terrestrial laser scanning equipment, synthetic aperture radar interferometry

(InSAR), creep meters, laser light, magnetometer and strain meters etc. The other instruments used during

40

response period are RCC cutters, excavator, electromagnetic fire detector, hydraulic jack, chain saw trumax, angle

grinder for cutting iron, gas cutter guns etc. Unfortunately, the responsible departments either don’t have the

essential instruments or they don’t have the instruments in adequate quantity.

2. Vulnerability of Shimla in relation to Landslides/ Landslips

(a) Natural:

The sinking zone in Shimla is identified by the Town and Country Planning department. This area includes Ladakhi

Mohalla the spurs below the office of the Director of Education and the surrounding areas of Clarke’s Hotel. The

vulnerability of landslides are not restricted upto these areas but the soft soil structure exposed with prolong

rainfall can trigger landslides any time.

(b) Physical:

A recent geological study indicate that roughly 25% of the old town is in the sinking zone, and unless

improvements are made in the drainage and sewerage systems of the upper reaches, more could go under. Slopes

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

become unsafe as they fall in the sinking zone. The town, which was built for a population of just 25,000 in the

early 20th century, today houses close to 3,00,000 people. And, as against the recommended density of 450

persons per square hectare in hill settlements, the town's localities have densities ranging from 2,500 to 3,500

persons for the same area. Though the Shimla Municipal Corporation has quite belatedly now-prohibited any

construction on slopes steeper than 45 degrees, the damage has already been done.

Most of the town is built on slopes between 45 and 75 degrees. Some 90% of central Shimla, built on a 60 degrees

slope, is covered with buildings which are four to five storeys high. In the event of an earth tremor, devastation

could be enormous, with buildings on slopes steeper than 45 degrees collapsing in a chain. The problem of

landslides in Shimla town is aggravating and the town needs urgent treatment for this. If the structural

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

exacerbated the condition. Due to shortage of space, multi-storeyed structures have come up all over the town

and many of them have been built without geological approval. In the hills, it's imperative to build on pillars which

rest on rock strata. People raise pillars for buildings which are embedded in loose soil because the cost of

construction goes up substantially if deeper pillars are to be made.

(c) Social:

The worst part of the identified landslide zones is that it is having maximum congestion of built structures. In

Shimla 3 years back in a massive landslide caused by heavy downpour in the market below Gandhi ground on Rivoli

road which destroyed 18 shops of Tibet market and 2 people died. Landslides have various after affects like

damage of houses and tree-falling which cause loss to lives and property.

(d) Economic:

Vulnerability of loss of property, loss of business and loss of lives due to landslides increased over a period of time

in Shimla. It causes economic pressure over the community and the governance as well. Every year business worth

crore of rupees got interrupted due to the damage of roads caused by landslides. Then huge resources involved in

the repairing of these roads is another cost which involve the attention of man force as well and instead of doing

new projects every year the departments like PWD, M.C. Shimla, Revenue department put their energies in crisis

management. As the construction congestion increasing on slopes the loss of lives and property is also increasing

causing extra burden on community and administration.

(e) Institutional:

The institutional vulnerability to deal with the landslides is same as it is for any other disaster in Shimla. Being one

of the most frequent disasters Shimla people deal with but still any institutional mechanism for the mitigation of

landslides or quick response is still missing. This year (2011) in August a landslide occurred in Totu area of Shimla a

41

day before one holiday. Due to the landslide the debris got inside of many houses and people were forced to come

out of the houses. But because it was a holiday no department responded to the situation. The buck kept passing

between the MC and the district administration.

3. Vulnerability of Shimla in relation to Sinking Zone

(a) Natural:

Shimla is having a history of sinking zones and TCP department has identified the sinking zone to regulate the

construction work and other development in this area. High sinking prone area includes the northern slopes of the

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

Aukland Nursery School and extending down below upto Dhobhi Ghat below the Idgah Electric Sub-station.

(b) Physical:

The area which is identified as high sinking prone is also the most congested area of the city. It is having heritage

buildings- Gaitey Theatre, Mall Road, Town Hall, Church, etc and having the other infrastructure like schools,

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

supply line spreads in entire area. Increasing number of vehicles moving on this area is also increasing the pressure

on this road. From last 2 years M.C. Shimla is working to stabilise the sinking area of the ridge but still it is not

helping much and the area involved increasing gradually.

(c) Social:

On the one hand it is creating extra burden on the Government departments to take the repair work which is going

continuously from last 2 years and on another hazard it is causing threat in the mind of communities.

(d) Economic:

Repair work cause extra economic burden to the M.C. Shimla. Over last 2 years M.C. Shimla has putted lakhs of

rupees for repairing related to sinking zone in last 10 years. In future it will put increasing cost over the

departments.

(e) Institutional:

There is no separate institutional mechanism available to address such issues at Shimla City level which could

properly concentrate and plan for such disasters which occur every day and cause huge losses.

4. Vulnerability of Shimla City related to Severe Storms/Winds, includinglightning and high winds

(Thunderstorms)

(a) Natural:

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

hailstorms as well.

(b) Physical:

The development done on the slopes is very exposed to face the losses due to storms, hailstorms, lightening. Every

year it cause huge loss to the trees, lamp posts, electric wires, telephone line, street lights and other Government

and private property.

(c) Social:

Many times due to storms and hailstorms it causes accidents and loss of lives as well. It also affects the mobility

and day to day activity of the communities.

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(d) Economic:

Storms cause both direct and indirect losses. Direct losses cover the loss of lives, property and assets and loss in

business where as indirect losses include loss of services & productivity and long term losses occurred due to direct

loss.

(e) Institutional:

The capacities of the city administration and communities are very poor and no proper institutional mechanism is

in place which addresses this hazard and reduces the associated vulnerabilities.

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

(a) Natural:

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

metrological events and climate change the vulnerabilities towards Flash Floods and Cloud Burst is increasing every

day. The forest cover of Shimla is increasingly under threat from the development taking place, the change in

weather pattern, decrease in snowfall and aging. No serious efforts are in place to plant alternative/replacement

species. In many cases forest cover is giving way to developmental projects.

(b) Physical:

The infrastructure both residential and commercial is not prepared to face such possible situation of Cloud burst.

Lack of adequate drainage system is serious issue. The existing drainage system has been encroached and

overburdened.

(c) Social:

Communities living in low lying areas or on steep slope will suffered the most. because their houses are poorly

constructed and having no strength to bear the force of water.

(d) Economic:

Cloud Burst may cause huge loss to the economy of Shimla. It will affect the tourism Industry at the most. The old

heritage structures, public infrastructure, road network, essential services may receive damage.

(e) Institutional:

No institutional mechanism exists to address such hazard.

6. Vulnerability of Shimla related to Heavy Snow Falls

(a) Natural:

Shimla is located at high altitude and naturally it is blessed with snowfalls. But gradually the intensity of snowfall is

decreasing which is causing a sort of vulnerability for the city. The vulnerability is dual facet- in one case if the

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

(b) Physical:

The infrastructure is overburdened now whether it is the road, transportation or the services. The capacities of

administration and the communities are reducing gradually to face snowfall. Minor snowfall brings the city to

grinding halt. The incident of road accident multiplies. The Injuries due to slipping of snowfall increases in the

recent years. Decreasing rate of snow fall is also omitting the phenomenon of snowfall from the vision of city

planners.

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(c) Social:

The vulnerabilities lie in mobility, accidents and loss of day to day business of the communities living in Shimla. It

will cause main loss to the daily vendors who leave shops in open areas; their business got interrupted for long.

(d) Economic:

Snowfall generally boosts tourism activities in the town as large number of tourist throng the city to enjoy the

snowfall. But of preparedness and caution may also cause loss of lives, increase chances of accidents, loss to

business and affect the accessibility of the city as well.

(e) Institutional:

Though MC is responsible to clear the roads and remove the snow. But the capacity of the MC is also limited. MC

doesn’t have modern equipments to remove the snow immediately.

II. VULNERABILITY ASSOCIATED WITH HUMAN HAZARDS

• Vulnerability of Shimla Related to Accidents- Train, Road, Air

Accidents are either independent phenomenon or it is the consequence of the natural disasters. But in any case it

is important to reduce the vulnerabilities which could increase the chances of accidents.

i.Road Accidents: There are several reasons which cause road accidents in Shimladrinking while driving, talking on

phone, poor visibility, unidentified blind turns, overcrowding inside the vehicle, poor road conditions, slippery

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

ii.Train Accidents: In Shimla the railway line goes across 103 very narrow tunnels along with zig-zag paths. It could

cause derail of train or landslide get occur in tunnels which could cause train accidents.

• Vulnerability of Shimla Related to Monkey Menace

Monkey menace is the new emerging threat to Shimla. According to 2006 data there were around 350,000

monkeys in Himachal Pradesh. This includes 2,200 in Shimla alone, even after about 1,900 of them were shifted to

other parts of the state from Shimla town in 2005. There were big drives for sterilizing monkeys but it could not

help much. Shimla is famous for its scenic beauty, which attracts large number of tourists every year but the

tremendous increase in the monkey population has become a major problem for the tourists as well. Monkey bite

cases are increasing and it is posing health hazard to the local population.

• Vulnerability of Shimla Related to Traffic Jams

Traffic Jams are big nuisance in Shimla. Narrow roads accompanied with tourists pressure and vehicles have made

traffic jams part of day to day life. Lack of proper parking place is another reason which is enhancing the problem

of traffic jams. It causes huge loss to business as it reduces number of trips of heavy vehicles coming for

commercial purposes. Traffic within the city causes pollution and loss of productivity of local people.

• Vulnerability of Shimla Related to Tree Falling

The tree falling caused by landslides or storms or heavy rains is another frequent disaster which Shimla people

face. The vulnerability lies in weak response system of administration towards the potential cases of weak and

dangerous trees. Lack of coordination among the agencies increases the cases of tree falling and its consequences.

• Vulnerability of Shimla Related to Fires- (Household; Forest):

Every year fire creates huge loss to economy & heritage value of Shimla City. The vulnerability lies in the fact that

Shimla has wooden construction and having congested paths which increase the incidents of fire cases and also

impacts the response time. Another factor is that Shimla has no Fire Safety. Guidelines for city which could be

followed by the residential and commercial areas. Below is the data of fire incidents took place in last 5 years in

Shimla Urban:

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Table 22 Fire incidents in Shimla urban

Sr. No Year Fire Type Loss

Domestic Commercial Life Loss Property Loss

1 2010-11 47 35 2 3,96,38000/-

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

3 2008-09 31 33 6 98,27,200

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

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

206 165 13 87,14,43,450

The main cause behind fires in Shimla is human induced. The old wooden structures, congested construction, poor

and old wiring and resultant short circuit, rising temperature and extended dry spells are some of the reasons

behind fire hazard in the city. Fire department is mainly engaged for rapid assessment phase. In Shimla there are

five fire stations situated at different places. The fire department is not fully equipped and during an outbreak of a

fire the fire services face acute problem of trained staff, water deficiency, traffic etc. Moreover the construction in

the city is not strictly based on National Building Codes (NBC) which is one of the biggest obstacles in managing

fires. Each and every government department should follow the NBC while construction. The high rise buildings in

the city like Secretariat, Municipal Corporation etc. don’t have proper fire-fighting equipments. The population in

the city is increasing at an alarming rate but the staff to manage fires is not increasing at the same pace. There is

no proper procedure for accessing damage which is due to fires in the city. The department lacks in the modern

techniques to deal with this hazard and subsequent disasters. The use of GIS is at much initial stage and

department also lacks in the use of satellite imageries. Both of these techniques are quite helpful in pre, during

and post disaster management phases as it facilitates planning in identifying locations, transportation routes and

available local resources etc. which can further helps in timely response.

• Vulnerability of Shimla Related to Lift Disorder

There are two public lifts in city and both twice faced the failure due to over loading. One is placed at Mall Road

which links Mall Road to Cart Road and other is placed at Tuti Kandi ISBT. The vulnerability of lift depends upon

various factors like capacity of lifts and persons travelling, watchman travelling with the lift to assist the person

travelling, maintenance and servicing of lift. The unique feature of the lift at Mall is one cannot evacuate the

persons trapped in between. Lift has to come up or down to evacuate the persons.

• Vulnerability of Shimla Related to Stampede

The geography and habitation both makes Shimla vulnerable for stampede. The narrow paths in Lower Bazar, Ram

Bazar, congestion at bus stop and Public gathering on Ridge during summer festival and other occasions, gathering

at temples etc. manifolds the vulnerability of stampede. Also, temples have no proper mobility plans or during

special gathering temple administration fails to enforce proper mobility plan considering the occurrence of

stampede. There is also strong need of plans to de-congest the overcrowded area of central Shimla.

• Vulnerability of Shimla related to Contamination of Potable Water

Water supply scheme for Shimla town was constructed in the year 1875. Thereafter, its augmentation was done in

1889, 1914, 1923, 1974, 1982, 1992 and 2008. Every year due to the contamination of portable water supply

people suffer from Gastroenteritis and Diarrhea. In 2010 itself approx. 200 people suffered from diarrhea.

• Vulnerability of Shimla Related to Utilities Failure:

Energy; Telecommunications; Water Systems; Sewerage System

With increasing population pressure providing proper utility services to the residents is a big challenge in front of

administration. Every year Shimla faces the failure of water supply across the city either due to power failure or silt

in the source. During peak tourist season the demand for potable water increases multi-fold coupled with

availability of less water at source. Though Shimla is capable of managing the utilities supply during peace time but

there are no plans to ensure the supply of basic amenities during emergencies. Apart from this there is also urgent

need to develop a plan to restore the utility supply system after any major disaster. In absence of proper scenarios

of loss and plan to recover and restore the vulnerability will not reduce.

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Table 23 WARD WISE HAZARD ASSESSMENT

Index: High- H, Moderate- M, Low- L, Very Low- VL

S.

No. Ward Name Earthquake Landslide Accidents Stampede

Monkey

Menace Fire

Tree

Falling Sinking

Cloud

Burst

1. Bharari H H M L L L H L H

2. Ruldu Bhatta H M L L M M L L H

3. Kaithu H M L VL M L L H H

4. Annadale H L VL VL L L L L H

5. Summer Hill H VL H L L L H M H

6. Tutu H M M M L M H H H

7. Boileauganj H H H H M M H H H

8. Tutikandi H H M M L H M M H

9. Nabha H L L L M L M M H

10. Phagli H L L L L L M L H

11. Krishna Nagar H VL L H L H L L H

12. Ram Bazar H L VL H M H VL L H

13. Lower Bazar H L VL H M H VL L H

14. Jakhu H VL H L H VL M M H

15. Banmore H L M L L L M M H

16. Engine Ghar, Sanjauli H L M M M H L L H

17. Dhali H M M M L M H M H

18. Sanjauli Chowk H L H H M H L L H

19. Sanjauli H H H M H M M M H

20. Maliyana H M L L L L L H H

21. Kasumpati H M L VL L H M H H

22. Chotta Shimla H M M L M M M M H

23. Patiyog H M L VL L L M H H

24. Khalini H VL H M L M L M H

25. Kanlog H L L L L H M L H

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WARD WISE VULNERABILITY ASSESSMENT

Index: High- H, Moderate- M, Low- L, Very Low- VL

S.

No. Ward Name Earthquake Landslide Accidents Stampede

Monkey

Menace Fire

Tree

Falling Sinking

Cloud

Burst

1. Bharari M H M L L L H L H

2. Ruldu Bhatta M M L L M M L L H

3. Kaithu L M L VL M L L H H

4. Annadale VL L VL VL L L L L H

5. Summer Hill M VL H L L L H M H

6. Tutu M M M M L M H H H

7. Boileauganj M H H H M M H H H

8. Tutikandi L H M M L H M M H

9. Nabha M L L L M L M M H

10. Phagli L L L L L L M L H

11. Krishna Nagar M VL L H L H L L H

12. Ram Bazar M L VL H M H VL L H

13. Lower Bazar L L VL H M H VL L H

14. Jakhu M VL H L H VL M M H

15. Banmore L L M L L L M M H

16. Engine Ghar, Sanjauli L L M M M H L L H

17. Dhali M M M M L M H M H

18. Sanjauli Chowk L L H H M H L L H

19. Sanjauli M H H M H M M M H

20. Maliyana L M L L L L L H H

21. Kasumpati M M L VL L H M H H

22. Chotta Shimla M M M L M M M M H

23. Patiyog L M L VL L L M H H

24. Khalini M VL H M L M L M H

25. Kanlog M L L L L H M L H

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CHAPTER CHAPTER CHAPTER CHAPTER –––– 5555 RISK ASSESSMENT OF SHIMLA IN CONTEXT OF RISK ASSESSMENT OF SHIMLA IN CONTEXT OF RISK ASSESSMENT OF SHIMLA IN CONTEXT OF RISK ASSESSMENT OF SHIMLA IN CONTEXT OF

VARIOUS HAZARDS AND ASSOCIATED VULNERABILITIESVARIOUS HAZARDS AND ASSOCIATED VULNERABILITIESVARIOUS HAZARDS AND ASSOCIATED VULNERABILITIESVARIOUS HAZARDS AND ASSOCIATED VULNERABILITIES

Risk is a measure of expected losses due to a hazardous event of particular magnitude occurring in given area over a

specific time period. It is a function of probability of particular occurrences of activation of any hazard and losses each

would cause. Risk is the potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an

undesirable outcome). The notion implies that a choice having an influence on the outcome exists (or existed). Potential

losses themselves may also be called "risks". Almost any human endeavour carries some risk, but some are much more

risky than others. Risk in itself exists only theoretically unless the hazard got activated and it gets an exposure with the

vulnerability. Considering the situations of Shimla as there are different hazards present here with multi facet

vulnerabilities the risks are also multi-dimensional. Risk associated with each of the hazard taken into account the

various vulnerabilities the risks are as follows:

4.1 RISK RELATED TO EARTHQUAKE

(i) Probability of Earthquake:

Being situated in seismic active zone and having the multi fold vulnerabilities the Shimla is at risk to face an earthquake

in near future. Shimla can expect maximum peak ground acceleration (PGA) of 4.0 meters per second square. This

suggests that Shimla can expect an earthquake of seismic intensity of VIII on the modified Mercali (MM) Intensity Scale.

(ii) Consequences of Earthquake:

a) Building Collapse: MM VIII indicates that there will be slight damage in specially designed structures; considerable in

ordinary substantial buildings; and great damage in poorly built structures. Panel walls can be thrown out of frame

structures. Chimneys, factory stacks, columns, walls and monuments can collapse. Heavy furniture can get overturned.

Sand and mud can get ejected in small amount. Changes can be caused in water levels. The worst part is that 90% of the

buildings in Shimla categorised under poorly built.

b) Landslides: Apart from building collapse the most prominent after effect of earthquake is triggering of landslides and

which will cause blockage of roads, damage of built property & assets. The roads – the lifelines for search and rescue are

also likely to block with the collapse of structures along the road.

c) Failure of Water Supply System: The water supply and sewerage system in Shimla is already more than 100 years old

and is in very poor and weak condition. Even a mild tremor could hit the water and sewerage supply system of Shimla.

The supply of water within the city mainly depends upon the big water storage tanks- 02 number main of which are

located at Ridge and Sanjauli. There is no scientific study available to say that these tanks could face the tremor upto

what extent. Otherwise it could cause floods as an after affect and may wash out the Lower Bazar and Lakkar Bazar area

of central Shimla. The water is lifted to Shimla from great distances and the supply line is likely to damage at many

locations. Same is the situation of the sewerage system as well. At present only 40% of the area in Shimla is served with

proper sewerage system which too is weak. The old sewer lines are likely to damage. The same may cause sanitation

and related problems. Also restoration of these services is again a big challenge for the M.C. Shimla. At present no

studies have been done which could state as how much time it will take to restoration of W&S system in Shimla and how

it will be done.

d) Failure of Electricity Supply: Failure to electricity supply and damage to supply wires is another consequence.

Dependency on 24 hrs supply of electricity makes people more vulnerable and they find it hard to manage without

electricity as they don’t have alternate options. Disrupted electricity supply will affect the search and rescue operations,

health care facilities prominently and also the water supply.

e) Shelter Management: Another major risk is to rehabilitate communities after an earthquake as at present no exercise

has been done to identify shelters at ward or at micro level. Having mountain terrain and cold weather with shortage of

open spaces it will not be possible to put tents in open and make temporary shelters.

f) Dead Body Disposal: In case of mass causality it is important to identify the places where dead bodies could be buried.

Open spaces are very few in the town and nearby areas and lack of additional space may make the cremation process

very difficult.

48

g) Communication: At present there is no centralised communication system available which will address different

aspect of emergency management. It could create chaos after an earthquake. There is a big risk of conflict generation

with multiple commands and actions. Also in absence of clarity of roles few agencies will not respond or others will get

over burdened with low capacities.

4.2 RISK RELATED TO LANDSLIDES/ LANDSLIPS

(i) Probability of Landslides/ Landslips:

The probability of Landslides could be high in Shimla. Either the heavy rainfall can trigger the landslides during monsoon

or it could be the after effect of an earthquake which will be more threatening than the normal landslide.

(ii) Consequences of Landslide:

a) Collapse of Built Structure: Structures constructed on extreme slopes are liable to damage from landslide. Weak and

unstable strata also contribute to the slipping of structures which could cause damage to or collapse of building,

infrastructure and utilities.

b) Debris: The buildings, infrastructure or the utilities may also be threatened by mudslide or debris.

c) Blockage of Roads and Paths: After landslide it is possible that important highways or internal roads/paths get

blocked. It is important to develop a mechanism to open these important paths at the earliest to ensure the smooth

transportation for search and rescue, medical response and relief operations.

d) Evacuation and Early Warnings: Due to unavailability of proper information of city regarding landslides or micro-

zonation maps containing information regarding landslides it is impossible to provide early warnings to communities for

evacuation.

4.3 RISK RELATED TO SINKING ZONE

(i) Probability of Sinking of Shimla:

The core area of central Shimla Ridge is gradually sinking over the period and this sinking is on. Administration

interventions have proved futile.

(ii) Consequences of Sinking:

a) Threat to Ridge and Heritage Buildings: Continuous sinking in core area is causing threat to the historical Ridge. It is

also possible that one day this area will get collapsed and Shimla people will lose the historical buildings situated at

Ridge including the Ridge itself.

b) Pressure over Water Supply System: The underground water supply system is also getting pressure due to the

sinking. Getting cracks in water supply pipes is now a common feature in this area as sinking area causing pressure over

old supply lines which are situated towards sinking side.

c) Threat to Water Tank: A water supply tank is also located at Ridge due to seepage the tank could be a reason for

sinking of this area. Also if this tank got collapsed any way it will cause big threat in its vicinity.

4.4 RISK RELATED TO SEVERE STORMS, INCLUDING LIGHTNING AND HIGH WINDS (THUNDERSTORMS)

(i) Probability of Severe Storms, Lightning and High Winds:

The probability of this hazard of changing into disaster is very high. It is one of the most frequent phenomenon which

Shimla faces every year.

(ii) Consequences of Storms, lightning and high winds:

a) Tree falling: Falling trees is one of the most common consequence of storms and high winds. Weak trees are more

vulnerable to get affected by the high winds. If not identified and cut down in advance these trees could cause loss to

assets and lives.

b) Clarity of Roles: Another risk is clarity of roles among the forest department and Municipal Corporation Shimla which

cause delay in taking corrective action.

49

c) Electricity and Communication Network: Due to severe storms every year Shimla faces loss of communication

network and damage to electricity supply.

d) Accidents: Due to storms, lightning and high winds the trees collapse which cause many accidents.

4.5 RISK RELATED TO FLASH FLOOD/CLOUD BURST

(i) Probability of Flash Floods/ Cloud Burst:

The probability of Flash Flood/ Cloud Burst can not be predictable. But increase in hydro meteorological events could be

a possible hazard for the town.

(ii) Consequences of Flash Flood/ Cloud Burst:

a) System Failure: The capacities of administration and communities to face cloud burst are very low hence there are

high chances that the system gets disrupted due to any such eventuality.

b) Lack of Scientific Projections: As it is rare phenomenon and there are no projections available to develop a vision for

the floods it becomes more difficult to develop a mechanism to respond it.

c) Built Structure: The built up structures in Shimla may not be strong enough to face floods or cloud burst events and it

could face huge losses due to this.

4.6 RISK RELATED TO HEAVY SNOW FALL

(i) Probability of Heavy Snow Fall:

Shimla town receives snowfall regularly. In the recent years the snow fall has decreased considerably. However, with the

changing climatic conditions the snowfall may escalate.

(ii) Consequences of Heavy Snow fall:

a) Mobility Interruption: Due to heavy snow fall the biggest consequence is interruption of mobility which could further

delay other emergency response.

b) Interruption in Basic Supply: Due to heavy snowfall the basic services get disturbed due to burst of water supply

pipes, snapping in electric supply lines, etc.

c) Accidents: Frozen snow at roads and paths leads to accidents.

d) Capacities Failure: Gradually the amount of snow fall in the city is decreasing and also the capacities of the people to

deal with snowfall. If in such case there will be heavy snowfall it will create a disaster like situation which may be beyond

the capacities of administration and communities to manage.

e) Lack of Information: After snowfall there is huge information gap among the citizens regarding the condition of paths

and transportation.

4.7 RISK RELATED TO ACCIDENTS & TRAFFIC JAMS- TRAIN, ROAD, AIR

(i) Probability of Accidents:

With increasing population pressure, tourists and vehicles and increase in traffic congestion the probability of accidents

is very high.

(ii) Factors increasing the Risk of Accidents:

a) Traffic Master Plan: With increase traffic pressure on Shimla it is urgently required to have traffic master plan for

Shimla City for de-congestion of the roads and paths.

b) Congestion in Core Area: Increasing congestion in core are of Shimla- Mall Road, Lakkar Bazar, Lower Bazar, Ram

Bazar, etc. due to tourists, poor traffic plans and increased road side vendors.

c) Lack of Alternate Paths: In Shimla there is lack of alternate paths due to congested & narrow roads coupled with high

lead of traffic.

d) Number of Vehicles: There is no control over the number of vehicles coming into the city with the result in peak

seasons there is big traffic jams in Shimla.

e) Parking Places: The number of vehicles increasing but not the parking places in same proportion.It is another reason

behind traffic congestion in Shimla.

50

4.8 RISK RELATED TO MONKEY MENACE

(i) Probability of Monkey Menace:

The risk is very high and it is the most common disaster which Shimla people face every day.

(ii) Factors Increasing the Risk of Accidents:

a) Growth of Monkeys: With the deterioration of forest area over decades the monkey population has shifted to

populated area in search of food and shelter. They are rapidly increasing in numbers and now a big challenge and

nuisance for human community.

b) Religious Believes: The Religious believe of communities is not allowing to control the population of monkeys in

Shimla.

4.9 RISK RELATED TO TREE FALLING

(i) Probability of Tree falling:

Very high

(ii) Factors increasing the risk of Tree Falling:

a) Apathy of Departments: Departments are not clear about their roles and there is no mechanism to identify the

vulnerable trees and providing quick response. In such cases it takes long time to respond.

b) Advance Equipment: The non-availability of advance equipment required to cut the tree is another issue which cause

delay in response.

4.10 RISK RELATED TO FIRES: (HOUSEHOLD; FOREST)

(i) Probability of Fire:

Very high

(ii) Consequence of Fire:

a) Fire in Core area: There is big chance of fire in the core area of Shimla- Lakkar Bazar, Lower Bazar, Ram Bazar etc.

these areas are highly likely to be hit by some big fire incident. It is one of the most congested areas in Shimla having old

wooden structure. It is not possible to move fire services vehicle in this area which increases the response time.

b) Delayed Response: Because of multiple factors like mountanious terrain unavailability of emergency paths, road

congestio etc. it is a big risk that in case of fire incident the response time got delayed.

4.11 RISK RELATED TO LIFT DISORDER

(i) Probability of Lift Disorder:

Moderate

(ii) Factors increasing the risk of Lift Disorder:

a) Overloading of Passengers

b) Servicing of Lift

4.12 RISK RELATED TO STAMPEDE

(i) Probability of Stampede:

Very High

(ii) Consequence of Stampede:

a) Deaths and injuries

4.13 RISK RELATED TO UTILITIES FAILURE

(i) Probability of Utility failure:

Very high

(ii) Consequences of Utility Failure:

a) Chaos among the people

b) Held up of interdependent services

c) Interruption in Business and Official work

51

CHAPTER CHAPTER CHAPTER CHAPTER –––– 6666

MITIGATION PLAN OF SHIMLA CITYMITIGATION PLAN OF SHIMLA CITYMITIGATION PLAN OF SHIMLA CITYMITIGATION PLAN OF SHIMLA CITY

Mitigation Plan for Various Hazards in Shimla is given Below:

5.1) Mitigation Plan for Earthquake Risk

I. STRUCTURAL MEASURES:

a) Seismic Retrofitting: Retrofitting refers to the addition of new technology or features to older systems. Whereas

seismic retrofitting is the process of strengthening older buildings in order to make them earthquake resistant. Seismic

retrofitting is a cost and time intensive process and it cannot be opted for each and every building of the city but it is

required to identify such buildings which are crucial in order to response during the earthquake.

I. Hospitals: During the time of Earthquake the need of health increases by many folds but because the hospitals

are not prepared for the earthquake the health facilities go below the normal time many times. It creates a

huge gap between the need and supply of health facilities. Hence, it is very much required to identify the most

crucial health care centres and do the retrofitting of those buildings at the priority basis. IGMC, DDU and KNH,

the 3 major hospitals in the city would require to be examined critically from earthquake safety point of view

and wherever needed retrofitting should be carried out on priority.

II. Shelters: The other most important requirement after the earthquake is shelter to keep the displaced people.

Keeping into consideration the climatic conditions and terrain of Shimla it is urgently required to identify the

places which could be used as shelters. These buildings could be schools, dharamshalas, community centres,

religious institutions (Kalibari, Gurudwara, Sankat Mochan, Jakhu Temple) etc. It is important that these

buildings should survive after an earthquake and for this purpose retrofitting of these buildings is urgently

required.

III. Life Line Buildings: The buildings of District Administration, Government

IV. Offices, Secretariat, Fire Services, Municipal Corporation, PWD, etc. are important to provide response after an

earthquake and it is important these buildings should be safe at any cost.

V. Critical Infrastructure: Critical infrastructure such as water supply, sewerage, telecommunication, power supply

etc. should also be evaluated from seismic risk point of view and must be strengthened to withstand

earthquake threat.

VI. Heritage Structures: Shimla is known for its heritage value and if the heritage buildings get harm due to the

earthquake Shimla will loose its value. Hence it is required to do the retrofitting wherever required of

important heritage structures such as Church, Advanced Studies, Railway Board Building, AG Office, and Hotel

Clark etc.

VII. Phases for Retrofitting: Retrofitting cannot be done for all the building at common time. It is required that

there should be a city wide phase wise plan for doing the retrofitting of buildings based on priority.

b) Decongestion of Road Network: It is very important that the road connectivity remains intact during disasters. In the

present scenario it is a likelihood that all the roads would be cut off at various locations due to collapse of structures

constructed very close to the roads. The uprooting of trees will also lead to blockage of roads. The landslide is another

hazard which will affect roads. A comprehensive plan needs to be worked out for Shimla to achieve the target. Most of

the critical facilities such as hospitals, important offices are located in congested localities and there is a likelihood that

52

the roads leading to these facilities would be blocked and access will cut off. As a first priority the roads leading to

hospitals, Annadale Helipad etc. should be examined from this point of view and decongestion action plan should be

prepared. There are many traffic bottlenecks in the town. There is need to look at these points and prepare an action

plan to improve them. Road connecting Chhota Shimla to Panthaghati, Road connecting DC Office needs to be widened

on priority.

C) Power Supply: Power supply is going to play critical role in post disaster situation. In the present scenario there is

very likelihood that the overhead power lines are likely to be snapped to the collapsing structures or the falling trees.

The power lines need to be laid underground. To begin with the supply lines connecting the hospitals,

telecommunication facilities and critical buildings can be laid underground. The HPSEB Ltd. needs to work out a schedule

for this action.

(d) Open Spaces: Lack of adequate open spaces is one of the major drawbacks of this hill town. Open spaces are

required to be created in all the localities so that the same can be utilised for evacuation and emergency response.

These spaces can be created by removal of encroachment or re-location of government infrastructure/facilities.

(e) Removal of Dilapidated Structures: One of the reason contributing to the seismic vulnerability of the town is the old

and dilapidated structures. The structures which cannot be strengthened needs to be demolished so that they don’t

collapse during earthquakes and cause avoidable loss of life. The building which can be strengthened must be ordered

to do so.

(f) Completion of Unfinished Structures: A typical phenomenon which can be seen in Shimla town is large number of

structures constructed using pillar construction and most of the stories awaiting completion. These unfinished stories

act as soft stories and attract large earthquake forces. A deadline may be given to all such owners to complete the

construction within stipulated time frame.

II. NON-STRUCTURAL MEASURES:

a. Seismic Micro-Zonation: Seismic Micro-zonation will provide a technical and scientific insight into seismic

vulnerability of city in detail which will further provide guidelines and recommendation which would be

location specific. For this purpose it is required to hire any technical agency which could perform the seismic

micro-zonation.

b. Training and Capacity Building:

I. Awareness: General awareness generation among the communities regarding earthquake risk mitigation,

preparedness and response should be carried out on regular intervals.

II. Training: Training of volunteers on First Aid, Search and Rescue, Health Care, medical first response etc. is

required. It is also important that the CBOs ward disaster management teams are formed and trained in various

aspects of disaster management so that emergencies can be handled locally. Trainings should focus of hands on

methods.

III. Mock Drills- To conduct regualr Mockdrills at city level in coordination with DDMA.

53

c) Earthquake Safety Plans:

(i) Household Plans: Each household should have their own earthquake management plan which is properly shared with

the family members.

(ii) School Safety Plans: Each school should have earthquake management plan and regular mock drills are required to

be conducted to institutionalize the system.

(iii) Institutional Plans: Each private and government institution should have their own earthquake management plans

which are properly shared with all the staff of the organisation.

(iv) Hospital Safety Plans: Each hospital should have their own earthquake management plan and plan to deal with

mass casualties. All the above Plans need to be shared with the District Administration, Municipal Corporation and

Emergency Services such as Fire, and Police so that they are aware of the arrangement.

Emergency Support Functions:

I. All the departments which have role in emergency support functions (ESFs) for them ESFs should be designed

in advance so that departments know their role and responsibilities and they make preparations in advance.

II. Regular coordination meetings are required with the District Administration, MC and the ESF departments to

have clarity about the ESFs.

Amendment in Building Bye Laws:

I. There is urgent need of doing amendments in Building Bye Laws and TCP Act. This will help to have safe

development in future.

II. BIS Codes should be made applicable for new construction forthwith.

III. Risk sensitive land use planning and development control regulations should be enforced.

IV. City Development should be re-visited and re-drafted on the basis of HRVA of the city. All the stakeholders should

be involved in this process.

Community Networking:

(i) Community is both the victim and first responders in disasters. It is therefore needed that networking with all the

community based organisations such as CBO, NGO, Market Organisations, Faith based organisation, etc. should

be done and their database created.

(ii) Ward wise response plans and committees should be constituted to look into various aspects of disaster

management. (iii) The government functionaries at ward level should also be made a part of the core committee

at the ward level and the core committee should be delegated authority to take decisions in emergencies.

(iii) The committees so formed should be trained and equipped to handle emergencies.

Emergency Operation Centre (EOC):

(i) City level EOC would be established at the MC level.

(ii) To improve the inter-departmental coordination and response mechanism it is important to have a centralised

command system which coordinates with various departments both for mitigation and response work.

(iii) The EOC would act as central focus point for information gather, dissemination and coordination.

(iv) It would be a nerve centre for emergency response.

(v) During the normal time the EOC would work for awareness and preparedness for emergency response.

Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be mitigated must be transferred by way of risk

insurance. Insurance coverage is available against all the major hazards and this need to be promoted amongst the

stakeholders.

54

5.2) Mitigation Plan for Landslide/Sinking Zones/Storm Waters etc.

Land slides: Geological Survey of India issue warning to The GOI and state govts forlandslides in the following formats:-

1. C ategory IV: _Landslides of small dimensions that occur away from habitations and do not affect either the

human or their property.

2. Category III:- Landslides which are fairly large and affect the infrastructure like roads, water supply installations ,

electricity etc

3. Category II: - Landslides which occurs on the fringes of the inhabitations and affects human life and property to

small extent in addition to the infrastructural losses.

4. Category I: - Landslides of the large extent which can affect the human life and property to the large extent.

I. STRUCTURAL MEASURES:

(a) Tree Plantations: The areas which are vulnerable to this hazard requires tree plantation to reduce the phenomenon

of landslides. Suitable varieties of species need to be identified and planted. The old Devdar trees of Shimla have also

become aged. An action plan also needs to be prepared to replenish the dwindling forest wealth of the town.

(b) Regulation for Construction: It is required to have strong laws for regulating the construction at steep and unstable

slopes.

(c) Drainage Improvement: It is important to have proper drainage system to cater to the storm water. All the

encroachment on the drainage system needs to be removed so that storm water flows down smoothly causing least

damage to the soil, infrastructure and property. The existing water ways also needs channelization wherever needed to

reduce soil erosion. This activity would also reduce the pace of landslides and reduce the impact of heavy

rains/cloudburst etc.

(d) Proper land use measures: Adopt effective land-use regulations and building codes based on scientific research.

Through land-use planning, discourage new construction or development in identified hazard areas without first

implementing appropriate remedial measures.

II. NON-STRUCTURAL MEASURES:

a. Land Slide Micro-Zonation: Landslide micro-zonation is needed for further planning for the city.

b. Cutting of Hill Slopes: One of the major reasons of landslides is unscientific cutting of slopes and construction in

high steep slopes. There is need to enforce the development control regulations for such areas.

c. Awareness: There is a need of community awareness regarding landslide and associated threat so that

communities could be sensitised.

d. Mock Drill- To conduct regualr Mockdrills at city level in coordination with DDMA.

5.3) Mitigation Plan for Fire Hazards

I. STRUCTURAL MEASURES:

(a) Strengthening of Fire Department: The staff strength of fire department is inadequate keeping in view the fire

vulnerability of the town. Also the department has special needs to match the requirement of the town.

Firefighting equipment and vehicle capable of moving in the narrow lanes of the town needs to be added to the

fleet of the Fire Department.

(b) Decongestion of Critical Locations: Areas such as Lower Bazar, Ram Bazar and other such locations which are

vulnerable to fire hazard need decongestion. The temporary structures need to be removed at these locations.

55

(c) Identification of Vulnerable Buildings: Shimla Town has very old and important structures which have

generally a lot of wood in the shape of building content. Fire safety concerns of these building should be

addressed.

(a) Mockdrill- To conduct regualr Mockdrills at city level in coordination with DDMA and fire department.

III NON-STRUCTURAL MEASURES:

(a) Enforcement of Building Codes on Fire Safety: Building Codes on Fire Safety (BIS

(b) Codes) must be made compulsory and strictly enforced. No structures complying with these codes housing

large number of occupants such as offices, hospitals, schools etc. should be allowed to function till it adheres to

these codes. Regular mock drills on fire safety should be held in all building housing large number people.

(c) Hands on Training on Fire Equipment: The school children, government functionaries should be given hands-on

training to handle fire-fighting equipment.

(d) Community Awareness and Preparedness: The community at large should be educated about dos and don’ts of

fire hazard.

(e) Risk Transfer: Entire risk cannot be mitigated. Whatever risk cannot be mitigated must be transferred by way of

risk insurance. Insurance coverage is available against all the major hazards and these needs to be promoted

amongst the stakeholders.

(f) To conduct regualr Mockdrills at city level in coordination with DDMA.

5.4 Common Efforts Required to Mitigate Hazard in Shimla

a. At each ward level Buildings and Open spaces will be identified and list will be prepared for probable shelter

and later these buildings could be retrofit.

b. The community has traditional wisdom to cope up with natural hazards. The best practices should be

documented and promoted.

c. The people of Shimla are traditionally capable of dealing with natural phenomenon such as snowfall. The

traditional practices and administrative preparation need to be revived and put on alert during the winter

season.

d. The Urban Search and Rescue is a specialized job. The existing network of Fire and Emergency Services needs to

be strengthened to perform this job. Fire & Emergency set up also needs to be equipped with modern

equipment for SAR.

e. The capacity of MC Shimla also needs improvement to deal with role and responsibility vis a vis disaster

management in terms of trained manpower and equipment and machinery.

f. The blind curves and accident prone area’s need to be identified and improved in a phased manner.

g. Monkey menace needs to be tackled in a scientific way.

h. In order to promote culture of safety local leadership should be motivated and roped in.

5.5 Capacity Building:

Assess the training requirements of the personnel involved in Disaster Management in the city

Need of capacity building and trainings of the personnel involved in Disaster Management are as follows:

56

TABLE: 25 Need of capacity building and trainings of the personnel involved in disaster management

Sr. No Target Group Issues of Training

Needed

Training Institute

1 Members of Disaster

Management

Cell

• Need and Importance of Disaster Risk

Management.

• Mainstreaming Mitigation and

• Preparedness measures in

development and ongoing

programmes.

• Reducing Vulnerabilities through

Disaster Management.

• Handling of EOC.

• Preparation of Plans.

• Preparation of Mitigation Projects.

• National Institute of

• Disaster Management

(NIDM).

• UNDP

• Himachal Institute of

Public Administration(HIPA)

• Civil Defense College

• Nagpur for management of

EOC.

2 Architects,

Engineers,

Masons, Labours

• Safe Construction Practices.

• Building Bye Laws and Hazard Safety

issues.

• Development of mechanisms for

proper implementation of Building Bye

Laws.

• Central Building Research

Institute (CBRI), Roorkee

• National Institute of

• Technology (NIT), Hamirpur

• School of Planning and

Architecture (SPA)

3 Socially Vulnerable

Groups, Volunteers,

NGOs, CBOs, etc.

• Community based Disaster

Management

• First Aid

• Evacuation,

• Search and Rescue

• During and post disaster response

• Trauma Management during disaster

• Post Counseling

• National Institute of Mental

Health and Neuro Sciences

(NIMHANS), Banglore

• SEEDS India/HIPA

• Civil Defence Training

Institute Junga, Shimla

• Red Cross Society, Shimla

4 Doctors and

Paramedics

• Mass causality Management

• Post Disaster Counseling

• National Institute of Mental

Health and Neuro Sciences

(NIMHANS), Banglore

• National Institute of Disaster

Management (NIDM), New

Delhi

5 Teachers • School Safety

• TOT on Mock drills

• Psycho-Social Care for Children

• National Institute of Disaster

Management (NIDM), New

Delhi

• National Institute of Mental

Health and Neuro Sciences

(NIMHANS), Banglore

• Himachal Pradesh Institute of

Public Administration (HIPA)

6 Councilors • Community based Disaster

Management

• Disaster Mitigation and Response

• Ward Disaster Management Plan

• Trauma Care

• National Institute of Disaster

Management (NIDM), New

Delhi

• National Institute of Mental

Health and Neuro Sciences

(NIMHANS), Banglore

• Himachal Pradesh Institute of

Public Administration (HIPA)

7 Youth Groups – NCC, • SAR and First Aid • Civil Defence Training

57

NSS, Scout Guide,

Community Volunteers

Institute Junga, Shimla

TABLE : 26 Training needs of the urban institutions involved in Disaster Management Trainings :

Sr. No Institution Issues of Training Needed Training Institute

1 Shimla Municipal

Corporation

• Mainstreaming Mitigation and

Preparedness measures in

development and regular programmes

and city master plan

• Vulnerability reduction through

Disaster Mitigation

• EOC Management

• National Institute of Disaster

• Management (NIDM)

• Himachal Institute of Public

• Administration (HIPA)

• National College of Civil

Defense, Nagpur

2 Construction Agencies • Safe Build Constructions for natural

and human induced disasters

• Safety & Structural Audit of Buildings

• Law enforcement mechanisms

• Central Building Research

• Institute (CBRI), Roorkee

• National Institute of

Technology (NIT),

• Hamirpur School of Planning

and Architecture (SPA)

3 Hospitals • Mass casualty management

• Disaster Response

Himachal Institute of Public

Administration (HIPA)

4 City School Safety

Advisory Committee

• Basics of disaster management

• Institutional set up for Disaster

management Guidelines for School

Safety Plan.

• Developing School Safety Education

Material

• Himachal Institute of Public

Administration (HIPA)

• National Institute of Disaster

Management (NIDM)

5 Civil Defence

and Fire Services

Advance Disaster Response Techniques in

SAR

Multiple Hazard

Management

• National College of Civil

Defence, Nagpur

• National Fire Service

College,

• Nagpur

6 NGOs and other

development

agencies

Basic safety Integration of disaster

mitigation in development programmes

Community based disaster management

• Red R India, Pune

• SEEDS, India

7 HIPA Training of Trainers on Disaster

Management

Designing and development of Training

modules and manuals

• National Institute of Disaster

Management (NIDM)

58

CHAPTERCHAPTERCHAPTERCHAPTER----7777

GOGOGOGO----NGO COORDINATIONNGO COORDINATIONNGO COORDINATIONNGO COORDINATION

Institutional and Legal Framework

The DM Act 2005 recognizes that sometimes the development patterns that do not recognize disaster risk and

vulnerability in the specific geographic areas may induce disasters. The proactive approach in the DM Act 2005 to

address disaster risk and vulnerability through pre-disaster preparedness and mitigation activities also envisions

accountability and multi stakeholder participation, including coordination of the activities of the NGOs at various levels.

Sections 30 (2) (xix) of the Act mandates for collaboration with stakeholder agencies including NGOs for the purpose of

improving the effectiveness of DM. Similarly the Act mandates NGOs to act in an equitable and non-discriminatory

manner for the purpose of assisting or protecting the disaster affected communities or for providing relief to the

affected communities or while dealing with any effects of threatening disaster situations and has fixed the responsibility

to monitor this on DDMAs vide section 34 (l). The above provisions ensure that the concerned DM interventions being

addressed are supported and facilitated by the civil society organizations working at the grass roots and also takes care

of the ground realities. Section 30 (2) (xix) of the Act stipulates that the DDMA shall “advise, assist and coordinate the

activities of the Departments of the Government at the district level, statutory bodies and other governmental and non-

governmental organizations in the district engaged in disaster management” and Section 24 (l) lays down that the

Municipal Corporation, Shimla shall “ensure that the non-governmental organizations carry out their activities in an

equitable and non-discriminatory manner”. The Act also directs the State Government under Section 38 (2) (a) to

coordinate “actions of different departments of the Government of the State, the State Authority, District Authorities,

local authority and other nongovernmental organizations”. Sections 35 and 38 specifically emphasize the coordination

of actions with NGOs. The National Policy on Disaster Management (NPDM) also states the national vision for

community mobilization and participation in DM and aims to provide momentum and sustenance through the collective

efforts of all government agencies and NGOs. There is emphasis on community based disaster management, including

last mile integration of the policy, plans and execution and early warning dissemination. Promoting a productive

partnership with NGOs is a prominent thrust area in the NPDM.

There is a large scope for improving the engagement of NGOs in DM and on efficiently utilizing their unique advantages

and core competencies by strengthening humanitarian coalitions, alliances and NGO networks. There is also need to

strengthen public awareness, capacity building and knowledge management through CBOs and NGOs. Institutional

mechanisms for the advocacy and engagement of NGOs with government agencies on DM concerns require to be

strengthened. Replication and scaling up of community level good practices has to be promoted.

Advantages of Involving NGOs

NGOs can play a very important role in mobilizing communities and in linking PRIs/ULBs with corporate sector entities

for initiating DRR related activities.

The strong linkages which NGOs have with grassroot communities can be effectively harnessed for creating greater

public awareness on disaster risk and vulnerability, initiating appropriate strategies for strengthening the capacity of

stakeholder groups to improve disaster preparedness, mitigation and improving the emergency response capacities of

the stakeholders.

In addressing the emerging concerns of climate change adaptation and mitigation, NGOs can play a very significant role

in working with local communities and introducing innovative approaches based on good practices followed in other

countries.

NGOs can bring in the financial resources from bi-lateral and multilateral donors for implementing pragmatic and

innovative approaches to deal with disaster risk and vulnerability, by effectively integrating and converging the various

59

government programmes, schemes and projects to create the required synergy in transforming the lives of at-risk

communities.

Actions to be taken by the Municipal Corporation, Shimla

• Developing a database of NGOs, CBOs and Faith Based Organizations at all levels working in the field of disaster

management and emergency response and other others focusing on geographic outreach and thematic

capacities of the organizations.

• Developing the capacity of identifying NGOs, CBOs and organizations in disaster management and emergency

response.

• Constitution of Inter-Agency Group (IAG) for the district with an objective to:

- Promote and institutionalize unified response strategy in humanitarian crisis.

- Mainstreaming the emergency preparedness as in integrated development strategy.

- Systematize the emergency response mechanism.

- Bringing in the culture of “working together” in emergencies and normalcy.

- Engagement in activities that will build the capacities of stakeholders and local communities to cope

with calamities.

• Development of Criteria for membership of IAG: Any of the following criteria is proposed to become a member

of the Shimla City IAG:

- City Level agencies working in emergency response and preparedness for minimum of five years.

- International and national funding agencies supporting emergency preparedness and community led

risk reduction initiatives for a minimum period of three years.

- Academic and /or research institutions actively involved on disaster related knowledge management

and practices.

• Membership claim may be scrutinized by a committee of the City IAG for authentication of the prospective

member organization.

TABLE: 27 Action Points Sr. No Issues Actions Points

1 Geographic spread of

NGOs

Develop a database of NGOs at all levels working on disaster management

focusing on geographic outreach and thematic capacities of the organizations.

(Action: Municipal Corporation, Shimla with the help of NGOs)

2 Volume of support

provided by NGOs

Compile statistics on quantum of support provided by NGOs at all levels, both

international and national.

(Action: Municipal Corporation, Shimla)

3 Coordination Establishing inter agency mechanisms for coordination and networking activities

(information and knowledge management, training and capacity building,

collaborative advocacy, quality and accountability) at all levels.

(Action: Municipal Corporation, Shimla)

4 Accessibility Establish protocols for cooperation and ensure access to the affected areas with

support from government agencies at respective levels like NDRF and SDRF that

have good logistics base to reach inaccessible areas.

(Action: Municipal Corporation, Shimla, NGOs, CBOs)

5 Hazard and vulnerability

based planning

Conduct community centric hazard and vulnerability analysis at all levels, and

develop disaster management plans in accordance.

(Action: Municipal Corporation, Shimla, NGOs)

6 Community

participation

Ensure community participation in assessment, planning, implementation and

monitoring of activities at all levels.

60

(Action: Municipal Corporation, Shimla, NGOs, CBOs)

7 Mainstreaming of

Disability Issues in DM

Support the most vulnerable groups through mitigation activities as well as

disaster preparedness and response, with a particular focus on the special needs

of the Persons with Disabilities (PWDs).

(Action: Municipal Corporation, Shimla, NGOs)

8 Gender Mainstreaming Make women’s as well as men’s concerns and experiences an integral dimension

in the design, implementation, monitoring and evaluation of policies and

programs such that inequalities between men and women are not perpetuated

through the routine operations of DM.

(Action: Municipal Corporation, Shimla)

9 Focus on most

vulnerable rather

than only on

Epicenter

National level: Advocate with all actors to reach out to gap areas State level:

Coordinate among actors to identify gap Areas District and Local level: Ensure

targeting with equity and outreach to all excluded areas.

(Action: District NGO Task Forces in DM)

10 Rural-urban diversity Develop the capacities of NGOs or specialized civil society agencies at all levels to

manage urban as well as rural disasters and accordingly make investments.

(Action: Municipal Corporation, Shimla)

11 Adherence to standards National level: Develop minimum standards for India State level: Develop

minimum standards for the state District and Local level: Develop capacities for

adherence to minimum standards through collective and coordinated efforts of

all stakeholders

(Action: Municipal Corporation, Shimla, NGOs, CBOs)

12 Transparency and

accountability

Develop an agreed framework of accountability for all levels and mechanisms to

bring in transparency.

(Action: Municipal Corporation, Shimla )

13 Do No Harm Advocacy at all levels on Do No Harm through disaster response and

development interventions.

(Action: Municipal Corporation, Shimla NGO Task

Forces in DM)

14 Exit strategy Ensure that the NGO programmes have an exit strategy to link with long term

recovery/rehab/development programs of other NGOs or the government.

(Action: Municipal Corporation, Shimla NGO Task

Forces in DM)

(Source: NDMA Guidelines on the Role of NGOs in Disaster Management)

Coordination of Actions of Other Actors Disasters affect all aspect of human life and all aspects of development. Therefore, Disaster Management is a multi-

agency function. It involves actions by all departments, organization and agencies. In short, it involves all departments of

the State Government, Central Government, Armed Forces, Civil Society and Commercial Organization (NGOS, CBOs,

Faith Based Organization, Traders Organizations and Corporate Sector), International Organizations working in the field

of disaster response, UN Agencies etc. It is therefore, important that roles and responsibilities of each stakeholder are

laid down during normal time and coordination mechanism worked out so that the same works during emergencies. It is

must that regular meetings with all the stakeholders are held at least once in six months or a year. And all stakeholders

are also associated in the mock drills to test their preparedness and clarity of roles and responsibility.

61

CHAPTER CHAPTER CHAPTER CHAPTER –––– 8888

TRIGGER MECHANISMTRIGGER MECHANISMTRIGGER MECHANISMTRIGGER MECHANISM

The Trigger Mechanism prescribes the manner in which the disaster response system shall be automatically activated

after receiving early warning signals of a disaster happening or likely to happen or on receipt of information of an

incident. Activities envisaged in this SOP under the response Phase shall be initiated simultaneously without loss of time

to minimize the loss, damage and mitigate the impact of disaster.

The objective of having a trigger mechanism for natural disasters is to have a suo- motto activation mechanism for

spontaneous response to set in motion command, control and management of the situation. There shall be two types of

situation with different trigger mechanisms for natural disasters:

Table: 28 Situation I – Where Early Warning signals are available Information flow chart in Case I

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TABLE: 29 Situation II- Where Disaster occurs without early warning Information Flow Chart in Case II

63

CHAPTERCHAPTERCHAPTERCHAPTER----9999

DISASTER SPECIFIC RESPONSE PLANDISASTER SPECIFIC RESPONSE PLANDISASTER SPECIFIC RESPONSE PLANDISASTER SPECIFIC RESPONSE PLAN

Earthquake Response Plan for Shimla City

The damage and loss scenario could be more disastrous now as the population of the State and built-up environment

has increased many times since 1991. Present estimate of devastation in a repeat hypothetical earthquake is that (a)

loss of more than 1,20,000 lives may occur; (b) the urban facilities particularly hospitals, schools, communication

buildings, transportation routes in the hilly region and water supply facilities will be badly damaged.

The fragility of the present situation was amply demonstrated by the rather small earthquake of M=5.7 occurring on

April 26, 1986 causing economic loss of about Rs. 66.00 crore.

There are four levels of disasters. These levels are derived through intensive research studies in various fields. Details of

the levels are as under:-

a) Measures to be taken in case of earthquake disaster by the City Disaster Management Authority, Municipal

Corporation, Shimla :-

1. Real Time Information on Earthquake: - Throughout the county the Indian Meteorological Department is designated

as earthquake monitoring agency. The IMD notifies the responsible agencies about the occurrence of earthquakes. The

disaster management authority and city EOC shall obtain information related to the earthquake, its magnitude,

epicenter etc. Online information can also be gathered directly through the website of IMD.

L0 level disaster: This level indicates a normal time situation i.e. when there is no disaster. At this point of time

the nodal agency concentrate on the first phase of disaster management and i.e. the proactive approach. Various

preparedness activities should be carried out to be fully prepared at the time of actual disaster situation. In this

level the earthquake which is less than 5.0 magnitudes can occur. Such earthquakes with zero damage do not

require much attention. However, the local authorities should not ignore such events and try to find out the

losses if anyand make future plans to minimize the damage or the losses.

L1 level disaster: When the magnitude of earthquake is greater than 5.0 and less than 6.0 than the level of

disaster is considered as L1. This level is more intensive than the previous level i.e. L0 level. As soon as such

earthquakes are reported or occurred the nodal agency and the concerned line departments should take

appropriate actions as soon as possible. The nodal agency should also alert the authorities. The City

administration should be able to manage earthquake at this level.

L2 level disaster: The magnitude of earthquake ranging between more than 6.0 and less than 6.7 than it’s a L2

level disaster. This level can lead towards lot of destruction and therefore requires some basic initial

management response steps. In the beginning the response steps should be prompt and therefore it should

avoid formal orders from any quarters. The City Disaster Management Authority should activate the search and

rescue operations immediately.

L3 level disaster: When the magnitude of earthquake is greater than 6.7 than it is considered as L3 level disaster.

It leads to massive destruction of both lives and properties. The normal pace of life disturbed. In such situation

the city level disaster management authority cannot tackle the situation on its own and thus requires the outside

assistance which includes the assistance of Central Government etc.

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Impact Assessment

i) The City Disaster Management Authority, City EOC would be fully activated and pre-designed response

plan shall immediately be triggered according to the magnitude and epicenter of the earthquake.

ii) The Municipal Corporation/City Administration will gather information regarding the damages in respect of

deaths, injuries and damages to the buildings/infrastructures.

iii) If required the Municipal Corporation will conduct an aerial survey to determine the scope of the damage,

casualties, and the status of key facilities.

iv) City administration/City EOC/Municipal Corporation will identify areas and assess the requirement of

police, armed forces, volunteer etc for search and rescue operations. The priority of conducting these

operations will be established by the City Disaster Management Authority, Municipal Corporation, Shimla.

Deployment of Search and Rescue Teams

I. As an immediate measure City Administration would deploy local SAR teams of Civil Defence/Home Guards,

Police and Local Volunteers etc.

II. The police force will also be deployed to undertake different types of search and rescue activities.

III. Requirement of Armed Forces – Army, Air Force, CPMFs, NDRF etc. would be worked out and demand for the

same shall be placed with the DDMA Shimla and SDMA.

IV. The ESF Department/City Administration shall arrange for local transportation (from airport/railway station to

affected site) of NDRF teams and supplies POL etc. for their equipment/vehicles of NDRF.

V. The police department shall control traffic to ensure that NDRF teams/other SAR and relief teams could reach

the earthquake affected areas without delay.

VI. ESF Department/City Administration shall provide access routes for transportation of NDRF, other SAR and

Relief Teams to the affected sites. If needed, roads and bridges will be repaired or reinforced even on a

temporary basis or emergency detours be provided.

Emergency Medical Relief

i) The City Hospitals – IGMC, DDU etc., primary health centers, health department etc. would activate their

respective emergency medical plan forthwith.

ii) NDRF teams are also trained in Emergency Medical Services (EMS) such as Medical First Response

techniques with basic knowledge of life saving of disaster victims. Each NDRF battalion has 9 Doctors and

90 paramedics. NDRF teams shall provide EMS to the areas of their deployment during post disaster phase.

iii) If needed Ministry of Defence through DDMA Shimla and State Government would be requested to

provide mobile field hospitals, Heli-ambulances. They will be activated to reach the earthquake affected

areas immediately along with dressing material, splints, portable X-ray machines, mobile operation

theatres, resuscitation equipment and life-saving drugs, etc.

iv) The Department of Health and Family Welfare at the City Level would coordinate with its counterpart at

District and State level for medical assistance required for the State.

Supply of Relief Materials to affected States

i) The City Disaster Management Authority would assess requirement of relief items and material required

for the affected areas. It would also project its demand to the District and State Government.

ii) The ESF departments both city and district level would arrange to supply relief material to the affected

locations.

iii) The MC Shimla would consolidate demands received from the city and would coordinate with Deputy

Commissioner for State assistance, if any.

iv) The City Disaster Management Authority/Municipal Corporation would appoint Nodal Officers at

airports/helipads to coordinate, receipt and channelization of relief material. Adequate arrangement

would be made for the transportation of relief material to different parts of the affected areas of city.

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v) A mechanism would be put in place for proper accounting for and distribution of the relief material

received in the city.

Establishment and Running of Relief Camps

i) Municipal Corporation/City administration would establish relief camps as per requirement.

ii) ESF departments would arrangement for all basic amenities in these camps.

iii) These relief camps would be run and managed by the ward level DM Committees.

iv) Temporary shelters would be constructed as per requirement by the MC.

Repair and Restoration of Roads, Communication, Electricity and Water Supply

i) The Public Works Department would undertake repair, build temporary bridges, access ways and other

temporary structures for restoration of National and State Highways and other roads.

ii) The PWD would also repair damaged helipads and make temporary helipads as per requirement.

iii) Communication network would invariably be damaged in an earthquake. The BSNL and other service

providers would take immediate steps to restore communication in the affected areas. Secondary ESF

departments/agencies for communication would also provide communication facilities for disaster

communication and relief.

Earthquake Damage Assessment of Public Building and Infrastructure and Individual Houses

i) All Departments would constitute teams of officers/technical persons to:-

a. Inspect buildings and structures that are critical to emergency service operations and mass care

activities. Designate those that may be occupied and identify/mark those that are unsafe.

b. Inspect buildings and structures that may threaten safety. Identify/mark those that are unsafe and

may not be occupied.

c. Inspect less critical damaged structures. Designate those that may be occupied and indentify/mark

those that are unsafe to occupy.

ii) Municipal Corporation/City Administration shall constitute teams of qualified technical personnel for

damage assessment of individual houses. These teams shall also identify/certify those houses that are

unsafe and may not be occupied.

iii) The Disaster Management Authority under Municipal Corporation and city administration in consultation

with the IITs and NITs develop guidelines for assessment of damaged individual housing units.

Information Management and Helpline

i) Municipal Corporation, Disaster Management authority and City Administration shall set up Emergency

Information Centre (EIC) at the City EOC level or other suitable location for release of consolidated

information to all stakeholders including Media at the City Level.

ii) Helpline would be established at City EOC or other suitable location for providing information about

victims to the next of kin, friends and others.

iii) EIC shall maintain all records and document of all major actions taken in managing the incident.

Prevention of Human Trafficking of Widows/Orphans

Human trafficking is a common phenomena of the aftermaths of disaster. To combat it the

Department of Women Empowerment and Child Development shall set-up monitoring and coordination mechanism in

the affected area for prevention of human trafficking of women and children.

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Identification and Disposal of Dead Bodies

The Home Department shall deploy forensic teams and equipment for DNA Finger printing of victims in mass casualty

cases. The Department would also coordinate with MHA for central assistance as per requirement. While disposing of

unclaimed/unidentified dead bodies NDMA Guidelines shall be followed.

Psycho-social Support

i) The Health and Family Welfare Department shall arrange to provide psycho-social support to the victims of

disaster and train volunteers for this job.

ii) The Health and Family Welfare Department shall assess the requirement of central assistance for providing

psycho-social support to the victims.

Financial Assistance to the Victims of Disaster

i) The victims/dependants of victims shall be provided disaster relief assistance as per the HP DM and Relief

Manual, 2012 and as per additional assistance guidelines issued by the Government in such cases.

ii) The damage and needs assessment carried out by the State Government shall be sent to the Central

Government for seeking grants under NDRF or Prime Minister’s Relief Fund.

TABLE: 30 STANDARD OPERATING PROCEDURES (SOPs)

Real Time Information on Earthquake received from IMD to

City Emergency Operation Centre

Impact Assessment through Ward Level Committees

Deployment of Search and Rescue Teams

Emergency Medical Relief

Supply of Relief Materials to affected Wards

Repair and Restoration of Roads, Communication, Electricity and Water Supply

Earthquake Damage Assessment of Public Building and

Infrastructure and Individual Houses

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8.2 Fire Response Plan for Shimla City

Fire is a common occurrence in Shimla especially both during summer and winter season and results into multiple losses

of life and large property damage. Some of the reasons behind the outbreak of fires in the city are high summer

temperature, lightning, short circuit, negligence, accidental fire and kitchen-fires, cooking fire etc.

a) MEASURES TO BE TAKEN BY CITY DISASTER MANAGEMENT AUTHORITY IN CASE OF FIRE

1. Real Time Information of Fire

i) The Fire Department is the Nodal Agency which is designated to monitor the fire incidents which include both natural

and human-induced fires. The Fire Department can detect fire at its own level or the incident of fire is reported to the

department.

The local people, media and environmental agencies can also report about any fire incident to the fire stations or to the

City EOC which can further alert the key responders and vulnerable population.

ii) Forest Department shall notify the forest fire incident at the nearest fire station or to the City Emergency Operation

Centre and key responders along with some preliminary information on location, damage caused, reason behind the fire

outbreak etc.

Impact Assessment :

i. The Fire Department (Shimla) would be fully activated and the pre-designed response plan should

immediately be triggered.

ii. The Municipal Corporation, Shimla and City EOC shall gather information about the deaths, injuries and

damages to the infrastructure and property.

iii. The City Administration, if needed, will conduct a survey to determine the scope of damage, causalities, and

the status of key facilities.

Information Management and Helpline

Information Management and Helpline

Identification and Disposal of Dead Bodies

Prevention of Human Trafficking of Widows/Children

Financial Assistance to the Victims of Disaster

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Emergency Response

i. The Fire Department shall rush its fire tenders to the site of fire.

ii. The Police department shall control traffic and crowd and provide free access to the fire tenders and its

personnel. The police shall further ensure that the crowd does not cause any hindrance in the functioning of

the fire department.

iii. The Electricity Department shall disconnect power supply to the affected area.

iv. Irrigation and Public Health Department shall provide water through pipelines, hydrants, sprinklers etc. to

control the fire.

v. Municipal Corporation, Shimla along with the Fire Department shall work out, if needed and same shall be

coordinated.

Deployment of Search and Rescue (SAR) Teams

i. At the time of a fire incident to minimize the losses, the Disaster Management Cell, Municipal Corporation will deploy

local Search and Rescue teams of Civil Defence, Home Guards, persons from fire department and local volunteers etc. to

rescue people from the immediate area of smoke and/or fire.

ii. The personnel’s of the Police Department will be deployed by the City Administration for search and rescue

operations as per assessment of the situation.

iii. Municipal Corporation, Shimla and the entire City Administration along with Fire

Department will mobilize local response and will identify areas and access the requirements for the urban search and

rescue operations. Requirement of outside response, if need be, shall be worked out and coordinated.

Emergency Medical Relief

i. The SDRF and the personnel’s of city disaster management cell, Municipal Corporation, Shimla, local

volunteers who are also trained in the emergency medical response shall be deployed for first medical

response immediately.

ii. The Hospitals/CMO/Department of Health and Family Welfare will dispatch a team of medical specialists

with adequate medicine to the disaster site with medicines etc. and also alert the hospital to be prepared to

receive the victims. 108 medical responses will also be activated.

Emergency Logistics

iii. The firefighting equipments like fire extinguisher, fire blankets, foam fire buckets, etc. will be required

during a fire incident to control and stop the fire. The Fire Department shall arrange the same.

iv. The necessary equipment will also be mobilized for search and rescue of the trapped people in fire and in

thick smoke.

v. The Irrigation and Public Health Department will move its resources – men and material to help douse the

fire.

vi. The equipment available with City Disaster Management Cell /City EOC, Municipal Corporation, Shimla, Fire

Department will also be mobilized as per requirement.

Repair and Restoration of Road, Power, Water and Telecommunication etc.

i. The Public Works Department will repair and restore the affected roads. The department may take

assistance of ESF agencies, if required.

ii. The damaged water supply, electricity and telecommunication lines will be restored by the respective

departments forthwith.

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iii. The I & PH Department would restore water supply to the affected areas and would also ensure supply of

water through other means till water supply is not fully restored through pipelines.

iv. HP SEB Limited would take immediate steps for restoration of electricity supply to the affected areas.

v. During a fire incident the communication network may be destroyed. The BSNL and other service providers

would take immediate steps to restore communication in the affected areas. The ESF departments for

communication would also provide communication facilities for disaster communication and relief.

Supply of Relief Material to the Affected Areas

vi. The City Disaster Management Authority, M.C., Shimla would assess requirement of relief material and

mobilize the local reserves to the affected area. It will also place its requirement for relief material to the

District and the State authorities.

vii. The ESF departments at city level would arrange to supply relief material to the affected locations.

viii. Provision of temporary shelter will be made for those persons whose houses have been affected severely

and for those whose houses have been damaged completely.

Environment Impact Assessment

Department of Environment and Forest will get the environment impact assessment carried out for the affected area.

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CHAPTER CHAPTER CHAPTER CHAPTER –––– 10101010

INCIDENT RESPONSE SYSTEM FOR DISASTERS IN SHIMLA CITYINCIDENT RESPONSE SYSTEM FOR DISASTERS IN SHIMLA CITYINCIDENT RESPONSE SYSTEM FOR DISASTERS IN SHIMLA CITYINCIDENT RESPONSE SYSTEM FOR DISASTERS IN SHIMLA CITY

Need of Incident Response System:

The DM Act 2005 has heralded a paradigm shift in DM from a post-event response to one of pre-event prevention,

mitigation and preparedness. In view of the paradigm shift towards improved pre-disaster preparedness, there is an

urgent need for a proper and a well prepared response system which would have:

The response mechanism during emergencies works with close connection of ward and city level EOCs. In this system

each 24 wards will have 01 incident command centre and these centers will connect with the City Emergency Center

based at Municipal Corporation Shimla. The City EOC will coordinate with different departments who are having the

Emergency

Support Functions. There will be Standard Operating Procedures for each action that will provide guidelines to each

department. During emergency, Commissioner M.C. Shimla will be the nodal officer of the City EOC. He/ She will provide

instructions to every department and coordinate with different agencies.

Definition and Context:

The Incident Response System (IRS) is an effective mechanism for reducing the scope foradhoc measures in response. It

incorporates all the tasks that may be performed during DM irrespective of their level of complexity. It envisages a

composite team with various Sections to attend to all the possible response requirements. The IRS identifies and

designates officers to perform various duties and get them trained in their respective roles. If IRS is put in place and

stakeholders trained and made aware of their roles, it will greatly help in reducing chaos and confusion during the

response phase. Everyone will know what needs to be done, who will do it and who is in command, etc. IRS is a flexible

system and all the Sections, Branchesand Units need not to be activated at the same time. Various Sections, Branches

and Units need to be activated only as and when they are required.

Incident Response System (IRS) Organization

The IRS organisation functions through Incident Response Teams (IRTs) in the field. Inline with the administrative

structure and DM Act 2005, Responsible Officers (ROs) have been designated at the State, District and City level as

overall in charge of the incident response management. The RO may however delegate responsibilities to the Incident

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Commander (IC), who in turn will manage the incident through IRTs. The IRTs will be pre-designated at all levels; State,

District, City and Ward Levels. On receipt of Early Warning, the RO will activate them. In case a disaster occurs without

any warning, the local IRT will respond and contact RO for further support, if required. A Nodal Officer (NO) has to be

designated for proper coordination between the District, State and National level in activating air support for

response.Apart from the RO and Nodal Officer (NO), the IRS has two main components:

(a) CommandStaff and

(b) General Staff

Figure 19 Incident Response System organization

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Figure 20 Structure of ward level response plan at Shimla city

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City Emergency Operation Center:

The City Emergency Operation Center will be the physical location to coordinate the Incident Command System in

Shimla City. An emergency operation center has been established at Rain Basera, Near SBI Bank, Bharari Shimla. Disaster

Management Information Center works as the nerve center for all emergency events and disasters, and is the hub of all

activities. The principal role involves collection of data, analysis and dissemination of information to relevant

organisation. Thus control can also be called as information center. The Disaster Management Information Center/

Emergency Operations Center (E.O.C.) are the City's coordination center for emergency services during any major

emergency affecting the City. It acts as DMIC in normal time and activated as E.O.C. is when ordered by the Municipal

Commissioner or one of his designated representatives. When there will be any major emergency or disaster strikes,

centralized emergency management is needed. This facilitates a coordinated response by the Commissioner M.C. Shimla

and Emergency Management Staff and representatives from City and non-City organizations which are assigned specific

emergency management responsibilities. The EOC operate under the guidelines provided by NDMA/ HPSDMA and State

EOC and provide a central location of authority and information and allows for face-to-face coordination among

personnel who must make emergency decisions. The purpose of City Emergency Operation Centre is to mitigate the

disaster risk in the city and provide quick and centralised response during emergency followed by better recovery. In the

City Emergency Operation Centre, all the major activities will be distributed among different government officials to

ensure accountability, proper information, assimilation and record keeping. This will also help in easy coordination and

reporting to the District and State Disaster Managers.

Officer In Charge under City IRS:

Following officers will be Incharge under City IRS are mentioned below. The detail of roles and responsibilities of each

IRS Officer is mentioned at Annexure: 1 and forms to collect the information during any incident took place is mentioned

at Annexure-2

Table 31 Officer’s in charge under city incident response system

IRS Position Officer In charge

RESPONSIBLE OFFICER DC, Shimla

INCIDENT COMMANDER Commissioner, M.C. Shimla

Deputy IC ADM (P)

Information & Media Officer DPRO

Liaison Officer Assistant Commissioner, M.C. Shimla

Safety officer Divisional Fire Officer,

DSP, MS-IGMC

Operations Section CHIEF SP-City

Staging Area Manager DRO

Response Branch Director SDM (U) & (R)

Municipal Engineer: Water Supply, Operation of Fire Hydrants

XEN (R&B): Maintenance of Roads leading to: major hospitals-

IGMC, KNH, DDU, DC Office, Secretariat

CHO: Sanitation, Casualty Disposal

Division Supervisor / Group-incharge SHOs of the concerned areas

Task Force / Strike Team Representatives from Army, Civil Defence, Home Guards, NCC,

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NSS, ITBP

Single Resources Health- Dy. CMO

Electricity- City XEN

Stray Cattle: VPHO

Transportation Branch DFO (M.C.Shimla), RM HRTC

Road Group

Group-in-charge Police Inspector, RM HRTC

Vehicle Coordinator

Loading-in-charge /

Unloading-in-charge

Inspector Incharge

PLANNING SECTION CHIEF ADM (P), Assistant Commissioner

Resource unit SDM (U) & (R)

Check-in-status Recorder DRO

Situation unit

Display Processor DPRO

Field Observer Kanoon Go, Patwari, Nayab Tehsildar

Weather Observer MD IMD

Documentation unit DRO

Demobilisation Unit DSP

Technical Specialist DFO (Fire)

Logistics Section CHIEF ADM (P)

Service Branch Director DFSC

Communication unit I/c Police Wireless

Medical Unit MS Rippon Hospital

Food Unit DFSC

Support Branch Director DRO

Resource Provisioning Unit XEN (PWD) Division I

Facilities Unit Tehsildar (U) & (R)

Ground Support Unit RMHRTC

Finance Branch Director District Nazarat

Time Unit Sadar Kanoon go, D.C. Office

Compensation / Claim Unit SDM (U) & (R)

Procurement Unit SDM (U) & (R)

Zones Ward Name & number Incident Commander

Zone I Annadale Ward Councilors

Kaithu Ward Councilors

Zone II Summer Hill (5) Ward Councilors

Totu (6) Ward Councilors

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Boileuganj (7) Ward Councilors

Zone III Dhalli (18) Ward Councilors

Chamyana (19) Ward Councilors

Malyana (20) Ward Councilors

Zone IV Kasumpati (21) Ward Councilors

Chhota Shimla (22) Ward Councilors

Patyog (23) Ward Councilors

Khalini (24) Ward Councilors

Zone V Tutikandi (8) Ward Councilors

Nabha (9) Ward Councilors

Phagli (10) Ward Councilors

Krishna Nagar (11) Ward Councilors

Zone VI Ram Bazar (12) Ward Councilors

Lower Bazar (13) Ward Councilors

Jakhoo (14) Ward Councilors

Banmore (15) Ward Councilors

Zone VII Bharari (1) Ward Councilors

Roldu Bhatta (2) Ward Councilors

Sanjauli (17) Ward Councilors

Engine Ghar (18) Ward Councilors

Note: Directory of contacts of the all incident Response System Officer will be prepared and will be updated on monthly

basis to make it functional.

9.6 Steps and Actions for Incident Response:

Management of every incident needs an action plan and proper briefing of all personnel. The purpose of the action

plan and briefing is to provide all concerned personnel with appropriate directions for the various tasks in hand. Before

taking up response activities, the RO/IC will need to take stock of the situation, availability and mobilisation of resources

for listing out the various tasks and to provide proper briefing to the responders. For this, he will need to hold a proper

briefing meeting at the beginning of each operational period. At the end of the operational period, he will take a

debriefing meeting where he will be able to again review whether the objectives were achieved or not and then decide

what further steps need to be taken in the next operational period. Both the briefing and debriefing meetings are the

basis on which the IAP will be prepared and tasks assigned. For the convenience of the IC, a briefing form 001 has also

been prepared and placed at Annexure-II. The briefing form - 001 can also be used for briefing of senior officers who

arrive on the scene.

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Figure 21 Steps and actions for incident response

IAP can be written or oral depending on the duration and magnitude of the incident. The incident may be of low,

medium or large levels. Low level incident would be of less than 24 hours, medium would be of more than 24 hours and

less than 36 hours and a large incident would be of more than 36 hours of emergency operations. In low or medium

level incidents, oral action plan may suffice. The directions given orally may be jotted down by the

Command Staff and handed over to the PS to be integrated in the IAP. At times there may be sudden disasters without

warning and the IC may have to respond immediately. In such cases also the Command Staff will jot down the decisions

taken for response and hand it over to the PS when it is activated and it should be incorporated in the IAP.

In larger incidents when there is adequate early warning, a written IAP will be required. IAP may consist of incident

objectives, organisation assignment and division assignment list, incident communication plan, traffic plan, safety plan

and incident map etc.

9.7 Ward level Disaster Management Committee:-

To eradicate disaster vulnerabilities from grass root level it’s crucial to have separate ward level disaster management

committee which will focus on their respective needs and different vulnerability conditions and further the committees

will adopt the disaster management aspects applicable to them. The main aim of WDMC is look prevent, mitigate and to

be prepared for disaster emergency situations. There are 25 wards in Shimla city and therefore 25 different committees

are formulated in each ward.

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Roles and responsibilities of Ward Disaster Management Committee:-

1. To Co-ordinate with the government agencies regarding identifying potential hazards, risks and vulnerabilities.

The timely communication and proper planning can help in improving ward level resilience.

2. To organize and monitor awareness and training activities for pro-active disaster management activities like

prevention, preparedness and mitigation.

3. To maintain a proper ward wise resource inventory data base and other important information of their

respective wards.

4. To identify specific roles and responsibilities of all the members of the committee.

5. To provide timely guidance to the members of the committee.

6. To check the proper functioning of “Emergency Preparedness and Response Plan”.

Structure of Ward Disaster Management Committee:-

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CHAPTER CHAPTER CHAPTER CHAPTER –––– 11111111

RECOVERY PLANRECOVERY PLANRECOVERY PLANRECOVERY PLAN

Once the response process is in place the recovery process is activated by resorting to the following actions:

� Providing and erecting temporary housing to the victims and displaced persons by the MC.

� Facilitating and providing claims and grants as per the relief manual by the district administration.

� Providing counseling to the victims by the Health Department.

� Providing and facilitating medical support for the victims requiring long term care by the Health Department.

� Clearing and disposing off the debris created as a result of collapse of physical infrastructure and elements –

PWD, house owners and MC.

� Initiating the process of reconstruction by adapting improvised technologies for safe construction.

Reconstruction and Resettlement

The approach to the reconstruction process will be aimed at converting adversity into opportunity. Incorporating

disaster resilient features to ‘build back better’ will be the guiding principal. This phase requires the most patient and

pains taking effort by all concerned. The choice of technology will be based on its likely impact on physical, sociocultural

or economic environment of the communities in the affected areas or in their neighborhood. Systems for providing

psycho-social support and trauma counseling need to be developed for implementation during the reconstruction and

recovery phase.

Owner Driven Construction:

Reconstruction plans and designing of houses will be a participatory process involving the government, affected

community, NGO’s and the corporate sector. After the planning process is over, owner driven construction will be

preferred. Reconstruction programmes will be within the confines and the specification as laid down by the

government. Essential services, social infrastructure and intermediate shelters/camps will be established in the shortest

possible time. For permanent reconstruction, the work including the construction of houses will be completed within

two to three years. Dedicated project teams will be constituted to speed up the reconstruction process.

Rehabilitation

Provision of emergency relief will be provided by mobilizing human and material resources on a war footing. It would

comprise food, temporary shelters and other basic requirements. Rehabilitation of all the displaced people, restoration

of basic and alternative means of livelihood; and initiation of long-term sustainable community-based actions and

development interventions will be carried out on priority. The rehabilitation would comprise housing and infrastructure,

economic and social rehabilitation besides psychological rehabilitation. For housing rehabilitation, the existing inhabited

settlements may be completely reconstructed at a new site for which, if required, land acquisition will be done. Housing

rehabilitation would also be carried out by way of up gradation of existing damaged houses through repairs and

retrofits. Infrastructure such as roads, water supply, sewerage, school, health centers will be rehabilitated on priority.

Medical Rehabilitation

The persons who have witness the disaster might have been passing through the trauma or agony of loosing their near

and dear ones as well as the wounds they have received and the mental stress through which they are passing through

can’t be imagined by the other persons. Therefore their physiological and psychological rehabilitation is must.

a. Physiological Rehabilitation:- The Chief medical officer Shimla shall constitute the appropriate teams which will

visit the specific areas and regularly medically examine the persons so affected and will give the treatment.

79

b. Psycho-social interventions:-The another intervention required on behalf of the CMO shall be the psychological

treatment to the affected persons who have witnessed the trauma of the disaster.

Financial Grants and Provision

For restoration of the damaged buildings /houses either the sate govt. has to make provisions for financial grants or the

following strategy can be adopted :-

i) Insurance of the Buildings :- Either the houses or the buildings should be insured in the district Shimla either by the

owner or through the sate govt. and on damage the return so received from the Insurance companies shall be utilized

for reconstruction.

ii) Short Term Loans:- The govt. should extend the facility of short term loans to the affected families on subsidized

interest rates.

iii) Assistance/financial aid:- The govt. may provide the assistance /aid to the affected families may be through the

existing schemes like Indira A Was Yojna/ Rajiv Awas Yojna /Atal Awas Yojna etc or another special aid to the affected

families schemes so the families under stress can be helped out in the reconstruction their houses.

iv) Grants :- Another grants can be given to the affected families so that the person in distress can be helped out.

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ANNEXURE- 1 Role and Responsibilities of IRS Officers

(a) Command Staff

The Command Staff consists of Incident Commander (IC), Information & Media Officer (IMO), Safety Officer (SO) and

Liaison Officer (LO). They report directly to the IC and may have assistants. The Command Staff may or may not have

supporting organisations under them. The main function of the Command Staff is to assist the IC in the discharge of his

functions.

� Roles and Responsibilities of Incident Commander

The IC will:-

Obtain information on:

a) Situation status like number of people and the area affected etc.;

b) Availability and procurement of resources;

c) Requirement of facilities like ICP, Staging Area, Incident Base, Camp, Relief Camp, etc.;

d) Availability and requirements of Communication system;

e) Future weather behavior from IMD; and

f) Any other information required for response from all available sources and analyse the situation.

• Determine incident objectives and strategies based on the available information and resources;

• Establish immediate priorities, including search & rescue and relief distribution strategies;

• Assess requirements for maintenance of law and order, traffic etc. if any at the incident site, and make

arrangements with help of the local police;

• Brief higher authorities about the situation as per incident briefing form – 001 enclosed in Annexure-II and

request for additional resources, if required;

• Extend support for implementation of AC and UC if considered necessary by the RO;

• Establish appropriate IRS organisation with Sections, Branches, Divisions and/or

• Units based on the span of control and scale of the incident;

• Establish ICP at a suitable place. There will be one ICP even if the incident is multi jurisdictional. Even a mobile

van with complete communication equipment and appropriate personnel may be used as ICP. In case of total

destruction of buildings, tents, or temporary shelters may be used. If appropriate or enough space is not

available, other sections can function from a different convenient location. But there should be proper and fail

safe contact with the ICP in order to provide quick assistance;

• Ensure that the IAP is prepared;

• Ensure that team members are briefed on performance of various activities as per IAP;

• Approve and authorise the implementation of an IAP and ensure that IAP is regularly developed and updated as

per debriefing of IRT members. It will be reviewed every 24 hours and circulated to all concerned;

• Ensure that planning meetings are held at regular intervals. The meetings will draw out an implementation

strategy and IAP for effective incident response. The decision to hold this meeting is solely the responsibility of

the IC. Apart from other members, ensure that PSC attend all briefing and debriefing meetings;

• Ensure that all Sections or Units are working as per IAP;

• Ensure that adequate safety measures for responders and affected communities are in place;

• Ensure proper coordination between all Sections of the IRT, agencies working in the response activities and

make sure that all conflicts are resolved;

• Ensure that computerised and web based IT solutions are used for planning, resource mobilisation and

deployment of trained IRT members;

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• Consider requirement of resources, equipment which are not available in the functional jurisdiction, discuss

with PSC and LSC and inform RO regarding their procurement;

• Approve and ensure that the required additional resources are procured and issued to the concerned Sections,

Branches and Units etc. and are properly utilised. On completion of assigned work, the resources will be

returned immediately for

• utilisation elsewhere or to the department concerned;

• If required, establish contact with ULBs, CBOs, NGOs etc. and seek their cooperation in achieving the objectives

of IAP and enlist their support to act as local guides in assisting the external rescue and relief teams;

• Approve the deployment of volunteers and such other personnel and ensure that they follow the chain of

command;

• Authorize release of information to the media;

• Ensure that the record of resources mobilised from outside is maintained so that Prompt payment can be made

for hired resources;

• Ensure that Incident Status Summary (ISS) is completed and forwarded to the RO (IRS form-002 is enclosed at

Annexure-II);

• Recommend demobilisation of the IRT, when appropriate;

• Review public complaints and recommend suitable grievance redressal measures to the RO;

• Ensure that the NGOs and other social organisations deployed in the affected sites are working properly and in

an equitable manner;

• Ensure preparation of After Action Report (AAR) prior to the demobilisation of the IRT on completion of the

incident response.

• Perform any other duties that may be required for the management of the incident;

• Ensure that the record of various activities performed (IRS Form-004 enclosed in Annexure-II) by members of

Branches, Divisions, Units/Groups are collected and maintained in the Unit Log (IRS Form-003) enclosed at

Annexure-II; and

• Perform such other duties as assigned by RO.

� Roles and Responsibilities of Information and Media Officer (IMO)

The IMO will:

• Prepare and release information about the incident to the media agencies and others with the approval of IC;

• Jot down decisions taken and directions issued in case of sudden disasters when the IRT has not been fully

activated and hand it over to the PS on its activation for incorporation in the IAP;

• Ask for additional personnel support depending on the scale of incident and workload;

• Monitor and review various media reports regarding the incident that may be useful for incident planning;

• organise IAP meetings as directed by the IC or when required;

• Coordinate with IMD to collect weather information and disseminate it to all concerned;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and

• Perform such other duties as assigned by IC.

� Roles and Responsibilities of Liaison Officer (LO)

The LO is the focal point of contact for various line departments, representatives of NGOs, PRIs and ULBs etc.

participating in the response. The LO is the point of contact to assist the first responders, cooperating agencies and line

departments. LO may be designated depending on the number of agencies involved and the spread of affected area.

The LO will:

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• Maintain a list of concerned line departments, agencies (CBOs, NGOs, etc.) and their representatives at various

locations;

• Carry out liaison with all concerned agencies including NDRF and Armed Forces and line departments of

Government;

• Monitor Operations to identify current or potential inter-agency problems;

• Participate in planning meetings and provide information on response by participating agencies;

• Ask for personnel support if required;

• Keep the IC informed about arrivals of all the Government and Non Government agencies and their resources;

• Help in organising briefing sessions of all Governmental and Non Governmental agencies with the IC;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II); and

• Perform such other duties as assigned by IC.

� Roles and Responsibilities of Safety Officer (SO)

The SO’s function is to develop and recommend measures for ensuring safety of personnel and to assess and/or

anticipate hazardous and unsafe situations. The SO is Incident Commander and authorised to stop or prevent unsafe

acts. SO may also give general advice on safety of affected communities.

The SO will:

• Recommend measures for assuring safety of responders and to assess or anticipate hazardous and unsafe

situations and review it regularly;

• Ask for assistants and assign responsibilities as required

• Participate in planning meetings for preparation of IAP;

• Review the IAP for safety implications;

• Obtain details of accidents that have occurred within the incident area if required oras directed by IC and

inform the appropriate authorities;

• Review and approve the Site Safety Plan, as and when required;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in

Annexure-II); and

• Perform such other duties as assigned by IC.

(b) General Staff

The General Staff has three components which are as follows;

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Figure 22 Components of general staff

i. Operations Section (OS)

The OS deals with all types of field level tactical operations directly applicable to the management of an incident. This

section is headed by an Operation Section Chief (OSC). In addition, a deputy may be appointed to assist the OSC for

discharging his functions depending on the magnitude of the work load. OS is further sub-divided into Branches,

Divisions and Groups which assist the OSC / IC in the execution of the field operations. The OS comprises Response

Branch (RB), Transportation Branch (TB) and Staging Area (SA) and is headed by the Operation Section Chief (OSC). The

activation of the RB and TB is situational.

i.i Operations Section Chief (OSC)

On activation of the OS, the OSC will assume command of all the field operations and will be fully responsible for

directing all tactical actions to meet the incident objectives. The OSC will report to the IC. He will be responsible for

activation, deployment and expansion of his Section as per IAP. As the operational activities increase and because of

geographical reasons, the OSC will introduce or activate and expand the Branch into Divisions for proper span of control

and effective supervision.

Roles and Responsibilities of Operations Section Chief (OS)

The OSC will:

• Coordinate with the activated Section Chiefs;

• Manage all field operations for the accomplishment of the incident objectives;

• Ensure the overall safety of personnel involved in the OS and the affected communities;

• Deploy, activate, expand and supervise organisational elements (Branch, Division, Group, etc,) in his Section in

consultation with IC and in accordance with the IAP;

• assign appropriate personnel, keeping their capabilities for the task in mind and

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• maintainOn Duty Officers list (IRS Form-007) for the day as enclosed in Annexure-II;

• Request IC for providing a Deputy OSC for assistance, if required;

• Brief the personnel in OS at the beginning of each operational period;

• Ensure resolution of all conflicts, information sharing, coordination and cooperation between the various

Branches of his Section;

• Prepare Section Operational Plan in accordance with the IAP; if required; suggest expedient changes in the IAP

to the IC;

• Consult the IC from time-to-time and keep him fully briefed;

• Determine the need for additional resources and place demands accordingly and ensure their arrival;

• Ensure record of various activities performed (IRS Form-004 enclosed in Annexure-II)

• By members of Branches, Divisions, Units/Groups are collected and maintained in the Unit Log IRS Form-003

(enclosed in Annexure-II); and Perform such other duties as assigned by RO / IC.

Staging Area Manager (SAM)

The SA is an area where resources are collected and kept ready for deployment for field operations. These may include

things like food, vehicles, equipments and other materials. The SA will be established at a suitable area near the affected

site for immediate, effectiveand quick deployment of resources.More than one SA may be established if required. If

resources are mobilised at other locations to be ultimately despatched to the affected areas, these locations are also

known as SAs. The overall incharge of the SA is known as Staging Area Manager (SAM) and he needs to work in close

liaison with both the LS and PS through the OSC.School and college playgrounds, community halls, cyclone shelters,

Panchayat Offices and stadia etc. may be used as SA.

In case of total destruction of buildings in an incident, tents or temporary shelters may be used for such purposes.

For Air Operations, open space of Airport Authority of India (AAI) may be used for loading and unloading of relief

materials. If area of AAI is not available, other suitable places near Helipads, Helibases etc. will have to be selected for

such purpose. For parking of vehicles, playgrounds of the schools or any large plain areas may be used.

Such parking area will preferably have separate entry and exit points. The SAM will arrange for separate entry and exit

points to avoid and reduce traffic jam in an emergency.

Roles and Responsibilities of the Staging Area Manager (SAM)

The SAM will:

• Establish the SA with proper layout, maintain it in an orderly condition and ensure that there is no obstruction

to the incoming and outgoing vehicles, resources etc;

• Organise storage and despatch of resources received and despatch it as per IAP;

• Report all receipts and despatches to OSC and maintain their records;

• Manage all activities of the SA;

• Utilise all perishable supplies expeditiously;

• Establish check-in function as appropriate;

• Request maintenance and repair of equipment at SA, as needed;

• Ensure that communications are established with the ICP and other required locations e.g. different SAs,

Incident Base, Camp, Relief Camp etc;

• Maintain and provide resource status to PS and LS;

• Demobilise SA in accordance with the Demobilisation Plan IRS Form-010 as enclosed in Annexure-II;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in

• Annexure-II) and send to Sections concerned; and perform any other duties as assigned by OSC.

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Response Branch Division

Response Branch is the main responder in the field dealing with the situation and performing various functions.

Depending on the scale of disaster, the RBD may have to expand the numberof Groups which in turn may require

creation of Division. This structure is meant for closesupervision by the OSC in the management of a large incident.

The RBD will:

• Work under the supervision of the OSC and is responsible for the implementation of IAP as per the assigned

role;

• Attend planning meetings as required by the OSC;

• Review assignment lists IRS Form-005 (enclosed in Annexure -II) for Divisions or

• Groups under his Branch;

• Assign specific tasks to Division and Groups-in-Charge;

• Supervise Branch functions;

• Resolve conflicts reported by subordinates;

• Report to OSC regarding modifications required if any in the IAP, need for additional resources, availability of

surplus resources and when hazardous situations or significant events occur, etc.

• Provide Single Resource, Strike Team and Task Force support to various operational areas;

• Ensure that all team leaders maintain record of various activities performed as per

• IRS Form-004 (enclosed in Annexure-II) relating to their field Operations and send to OSC;

• Perform any other duties assigned by the OSC;

Division Supervisor and Groups-in-charge

As the operational activity increases because of the largeness and magnitude of the disaster, the OSC who is responsible

for directing all tactical actions to meet the incident objectives will have to deploy more and more functional teams.

There may be such locations which are distant, isolated and difficult to reach. There may also be a situation when

simultaneously different types of incidents occur requiring different specialized handling. For example while a lot of

building may have collapsed in case of earthquake, gas leaks may also have occurred resulting in fire at a number of

places. The OSC may create a Division for close and proper supervision, when the span of control becomes larger or

when some locations are very distant and difficult to reach. Except for the hierarchical difference, the roles and

responsibilities of the Division Supervisors and the Groups-in-charge are the same. Divisions are activated when there

are supervisory equirements in an isolated and distant geographical area or for the purpose of a proper span of control

when the number of functional Groups increases or for various specialised response. While Groups-in-charge are

assigned to accomplish specific functions within the Branch, Divisions are created for effective supervision over a large

number of Groups.

Roles and Responsibilities of Division Supervisor and Groups-in-charge

The DS and Groups-in-charge-

• Implement Division or Group assignment list;

• Assign resources within the Division or Group under them;

• Report on the progress of Operations, and the status of resources within the Divisionor Group;

• Circulate Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II to the

leaders of the Group, Strike Team and Task Force;

• Review assignments and incident activities with subordinates and assign tasks as per the situation;

• Coordinate activities with adjacent Divisions or Groups, if required;

• Submit situation and resource status to the RBD and the OSC;

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• Report all hazardous situations, special occurrences or significant events (e.g., accidents,sickness, deteriorating

weather conditions, etc.) to the RBD and the OSC; resolve problems within the Division or Group;

• Participate in the development of IAP for next operational period, if required;

• Ensure that record of various activities performed (IRS Form-004 enclosed in Annexure- II) are collected and

sent to the RBD and OSC; and

• Perform any other duties as assigned by the RBD/OSC.

i.ii Transportation Branch (TB)

The TB in the OS supports the response effort by transporting different resources, relief materials, personnel to the

affected site and also transportation of victims if necessary.

Though there is a Ground Support Unit (GSU) in the LS which is responsible for providing all transportation and other

related resources, the TB in the OS manages the actual deployment and utilisation of the transport at ground zero

according to the needs of the IRT and the IAP.

The TB may comprise four operational Groups such as Road, Rail, Water and Air. These Groups may be activated as and

when required. Air Operations is an important transportation activity during disasters which requires coordination at the

National, State and District level. For coordination of Air Operations, the RO of the State and District will identify and

designate a NO.

Roles and Responsibilities of Transportation Branch (TB)

All functional Groups (Road, Rail, Water and Air) of the TB are managed by the TBD. Since the air transportation is to be

coordinated at the State and District levels, the TBD also needs tofunction in close coordination with RO, IC and NO for

Air Operations. He will collect the details of all related flights from the concerned NO and organise the

ground support requirement. The TBD will also be responsible for the activation and expansion of various functional

Groups as per the IAP.

The TBD will:

Activate and manage different Operations Groups like Road, Rail, Water and Air;

• Coordinate with the LS for required resources, and activate Groups of his Branch;

• Coordinate with railways, road transport, waterways and airport authorities for supports required;

• Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II is

circulated among the Group-in-charge(s) and other responders of his Branch;

• Provide ground support to the air operations and ensure appropriate security arrangements;

• Provide road transport support to the Rail and Water Operations Group as required;

• Ensure safety of all personnel of his Branch involved in the Incident Response activities;

• Ensure that all units moving in the area are familiarised with route with the help ofroad maps or local guides;

• Report to the OSC and IC about progress of the TB;

• Prepare transportation plan as per the IAP, if required;

• Determine the need for additional resources, their proper and full use and placedem and accordingly in

advance;

• Resolve problems and conflicts, if any;

• Ensure the maintenance of the status of hired resources, their full utilisation and timely release;

• Ensure that the record of various activities performed (IRS Form-004 enclosed in

• Annexure-II) by different operational groups (Road, Rail, Water and Air) are collected and sent to the Section

concerned; and

• Perform any other duties assigned by the IC or OSC;

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ii. Planning Section (PS)

The PS deals with all matters related to the planning of the incident response. It is headed by the Planning Section Chief

(PSC). This section helps the IC in determining the objectives andstrategies for the response. It works out the

requirements for resources, their allocation and subsequent utilisation. It maintains up-to-date information about the

ongoing response and prepares IAP. For the closing phase of the Operations, this Section also prepares the Incident

Demobilisation Plan (IDP). PS comprises Resource Unit, Situation Unit, Documentation Unit and Demobilisation Unit. The

Section is headed by a chief known as Planning Section Chief.

ii.i Planning Section Chief (PSC)

The PSC is responsible for collection, evaluation, dissemination and use of information. It keeps track of the developing

scenario and status of the resources. In case of need, the PS may also have Technical Specialist for addressing the

technical planning matters in the management of an incident.A list of such specialists will be kept available in the PS.

The PSC reports to the IC and will be responsible for the activation of Units and deployment of personnel in his Section

as per requirement.

Roles and Responsibilities of PSC

The PSC will:

• Coordinate with the activated Section Chiefs for planning and preparation of IAP in consultation with IC;

• Ensure that decisions taken and directions issued in case of sudden disasters when the PS had not been

activated are obtained from the IMO (Command Staff) and incorporated in the IAP;

• Ensure collection, evaluation, and dissemination of information about the incidents including weather,

environment toxicity, availability of resources etc. from concerned departments and other sources. The PS

must have a data bank of available resources with their locations from where it can be mobilised;

• Coordinate by assessing the current situation, predicting probable course of the incident and preparing

alternative strategies for the Operations by preparing the IAP. The IAP contains objectives reflecting the overall

incident strategy and specific tactical actions and supporting information for the next operational period (24

hours is considered as one operational period). The plan may be oral or written. Written plan may have a

number of attachments, including incident objectives, organization assignment list IRS Form-005 (enclosed in

Annexure-II), incident communication plan IRS Form-009 (enclosed in Annexure-II), demobilisation plan IRS

Form-010 (enclosed

• in Annexure-II), traffic plan, safety plan, and incident map etc. The major steps for preparing IAP areas follows:

- Initial information and assessment of the damage and threat;

- Assessment of resources required;

- Formation of incident objectives and conducting strategy meetings;

- Operations briefing;

- Implementation of IAP;

- Review of the IAP; and

- Formulation of incident objectives for the next operational period, if required;

- Ensure that Incident Status Summary (IRS Form-002) enclosed in Annexure-II is filled and

incorporated in the IAP;

- Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in

Annexure – V is circulated among the Unit leaders and other responders of his Section;

- Plan to activate and deactivate IRS organisational positions as appropriate, in consultation with

the IC and OSC;

- Determine the need for any specialised resources for the incident management;

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- Utilise IT solutions for pro-active planning, GIS for decision support and modeling capabilities for

assessing and estimating casualties and for comprehensive response management plan;

- Provide periodic projections on incident potential;

- Report to the IC of any significant changes that take place in the incident status;

- Compile and display incident status summary at the ICP;

- Oversee preparation and implementation of Incident Demobilisation Plan (IRSForm- 010)

enclosed in Annexure-II;

- Assign appropriate personnel, keeping their capabilities for the tasks in mind and maintain on

Duty Officers List (IRS Form-007) for the day as enclosed in Annexure-II;

- Ensure that record of various activities performed (IRS Form-004 enclosed in

- Annexure-II) by members of Units are collected and maintained in the Unit Log (IRS

- Form-003) enclosed at Annexure-II

- Perform any other duties assigned by IC.

Roles and Responsibilities of Resource Unit Leader (RUL)

The Resource Unit Leader will:

• Maintain and display the status of all assigned resources (Primary and Support) at the incident site by

overseeing the check-in of all resources, and maintaining a resource status-keeping system. Primary resources

are meant for responders and support resources are meant for affected communities;

• Compile a complete inventory of all resources available. He will also access information about availability of all

required resources at other locations and prepare a plan for their mobilisation, if required. IDRN, CDRN and

IDKN facilities will also be used for this purpose;

• Ensure and establish Check-in function at various incident locations;

• Update the PSC and IC about the status of resources received and dispatched fromtime to time;

• Coordinate with the various activated Branches, Divisions and Groups of OS for checking status and utilisation

of allotted resources;

• Ensure quick and proper utilisation of perishable resources;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

Section concerned

• Perform any other duties assigned by PSC.

Roles and Responsibilities of Check-in/Status Recorder

The Check-in and Deployment Status Recorder will:

• Report to the RUL;

• Ensure that all resources assigned to an incident are accounted for at each check-in point;

• Obtain required work materials, including Check-in Lists, Resource Status display boards showing different

locations for deployment of resources, collection of resources with time of arrival and type of resources etc.

The status of resources would be displayed through T card board or through a computerised programme on the

computers;

• Establish communications with the EOC and Ground Support Unit (GSU) of LS;

• Ensure displays of check-in locations on signboard so that arriving resources can easily locate the Check-in

location(s);

• Enter or record information on Incident Check-in and deployment list as per the IRS Form-006 enclosed at

Annexure - II;

• Transmit Incident Check-in and deployment information to Resource Unit on a regular and prearranged

schedule or as needed;

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• Forward completed Check-in Lists to the Resource Unit;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

Sections concerned; and

• Perform any other duties as assigned by PSC.

Roles and Responsibilities of Situation Unit Leader (SUL)

The SUL will:

• Collect, process and organise all incident information as soon as possible for analysis. For such purposes, he can

take the help of members of the Single Resource, Task Forces,Strike Teams, field level Government officers and

members of PRIs, CBOs, NGOs etc;

• Prepare periodic future projections of the development of the incident (along with maps if required) and keep

the PSC and IC informed;

• Prepare situation and resource status reports and disseminate as required;

• Provide authorised maps, photographic services to responders, if required;

• attend IAP Meeting with required information, data, documents and Survey of India maps etc;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

Section concerned; and

• Perform such other duties assigned by SUL or PSC.

Roles and Responsibilities of Display Processor (DP)

The DP is responsible for the display of incident status information obtained from Field Observers (FOs), Single Resource,

Strike Teams, Task Forces, and through other sources.

The DP will:

• Display incident status obtained from Field Observers (FOs), Single Resource, Strike Teams, Task Forces, aerial

photographs and other data received from technical sources;

• Report to the SUL;

• Ensure timely completion of display chart;

• Obtain necessary equipment and stationery;

• Assist in analysing and evaluating field reports;

• Maintain records of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the

SUL Perform such other duties as assigned by SUL or PSC.

Roles and Responsibilities of Field Observer (FO)

The FO is responsible for collecting situation information from personal observations of the incident and provides this

information to the SUL. He may be a local private individual or a member of any of the operational Units / Groups. The

PSC will specially designate the individuals for such purpose.

The FO will:

• Report to SUL immediately on any situation observed which may cause danger and safety hazard to responders

and affected communities. This should also include local weather conditions;

• Gather intelligence that may facilitate better planning and effective response;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the

SUL

• Perform such other duties as assigned by SUL or PSC.

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Roles and Responsibilities of Documentation Unit Leader (DUL)

The DUL will:

• Ensure that all the required forms and stationery are procured and issued to all the activated Sections,

Branches, Divisions, Groups and Units;

• Compile all information and reports related to the incident;

• Review and 112crutinize the records and various IRS forms for accuracy and completeness;

• Inform appropriate Units of errors or omissions in their documentation, if any, and ensure that errors and

omissions are rectified;

• Store files properly for post-incident analysis;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

Sections concerned

• Perform any other duties as assigned by the PSC.

Roles and Responsibilities of Demobilisation Unit Leader (Demob. UL)

In the management of a large incident, demobilisation can be quite a complex activity and requires proper and separate

planning. When the disaster response is nearing completion, the resources mobilised for response need to be returned.

This should be done in a planned and phased manner. Demobilisation requires organizing transportation of both

equipment and personnel to a large number of different places both near and far away. The Demob. Unit will prepare

the demobilisation plan in consultation with RO, IC and PSC. The plan should include the details of the responders to be

demobilised, the date, mode of transport, location from where they will be demobilsed, the destination where they

have to finally reach etc. There will be a similar plan for out of service equipment and sick personnel also.

The Demobilization UL will:

• Prepare Incident Demobilisation Plan (IDP) as per IRS Form-010 given in Annexure-II;

• Identify surplus resources and prepare a tentative IDP in consultation with the PSC and give priority to

demobilisation of surplus resources;

• Develop incident check-out functions for Sections, Branches, Divisions and units inconsultation with all Sections

and send to the PS;

• Plan for logistics and transportation support for Incident Demobilisation in consultation with LS;

• Disseminate IDP at an appropriate time to various stakeholders involved;

• Ensure that all Sections, Units, Teams and Resources understand their specific Incident Demobilisation

responsibilities and avail Demobilisation facilities;

• Arrange for proper supervision and execution of the IDP;

• Brief the PSC on the progress of Demobilisation;

• Request the PSC for additional human resources, if required;

iii. Logistics Section (LS)

LS provide all logistic support for effective response management. The Units under different Branches of the LS are

responsible not only for the supply of various 'kinds' and 'types' of resources, but also for the setting up of different

facilities like the Incident Base, Camp, ICP and Relief Camp etc. This would entail the involvement of several line

departments of Government and other agencies. It would require a proper and smooth coordination at the highest level

of the administration. The LS will work closely with the RO, EOC and the IC. The District and City DM plans will have

comprehensive details like where the required resources can be procured from and manpower mobilised, etc. IDKN,

IDRN and CDRN may also be useful for the mobilisation of equipment and manpower.

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iii.i Logistics Section Chief (LSC)

The LS comprises Service, Support and Finance Branches. The Section is headed by a chief known as the LSC. The

activation of various Branches of the LS is context specific and would depend on the enormity and requirements of the

incident. The Finance Branch (FB) constitutes an important component of the LS to specially facilitate speedy

procurement, and proper accounting following financial procedures and rules.

Roles and Responsibilities of LSC

The LSC will:

• Coordinate with the activated Section Chiefs;

• Provide logistic support to all incident response effort including the establishment of SA, Incident Base, Camp,

Relief Camp, Helipad etc.;

• Participate in the development and implementation of the IAP;

• Keep RO and IC informed on related financial issues;

• Ensure that Organisational Assignment List (Divisional / Group) IRS Form-005 as enclosed in Annexure – II is

circulated among the Branch Directors and other responders of his Section;

• Request for sanction of Imprest Fund, if required;

• Supervise the activated Units of his Section;

• Ensure the safety of the personnel of his Section;

• Assign work locations and preliminary work tasks to Section personnel;

• Ensure that a plan is developed to meet the logistic requirements of the IAP with the help of Comprehensive

Resource Management System;

• Brief Branch Directors and Unit Leaders;

• Anticipate over all logistic requirements for relief Operations and prepare accordingly;

• Constantly review the Communication Plan, Medical Plan and Traffic Plan to meet the changing requirements

of the situation;

• Assess the requirement of additional resources and take steps for their procurement in consultation with the

RO and IC;

• Provide logistic support for the IDP as approved by the RO and IC;

• Ensure release of resources in conformity with the IDP;

• Ensure that the hiring of the requisitioned resources is properly documented and paid by the FB;

• Assign appropriate personnel, keeping their capabilities for the tasks to be carried out and maintain On Duty

Officers List (IRS Form-007) for the day as enclosed in Annexure-II;

• Ensure that cost analysis of the total response activities is prepared;

• Ensure that record of various activities performed (IRS Form-004 enclosed in Annexure- II) by members of

Branches and Units are collected and maintained in the Unit Log IRS Form 003 as enclosed at Annexure-II; and

• Perform any other duties as assigned by RO or IC.

Roles and Responsibilities of Service Branch Director (SBD)

The SBD will:

• Work under the supervision of LSC, and manage all required service support for the incident management;

• Manage and supervise various Units of the Branch like Communication Unit, Medical Unit, Food Unit and any

other activated Unit;

• Discuss with activated Unit leaders for the materials and resources required and procure the same through LS;

• Ensure proper despatch of personnel, teams, resources etc as per the IAP; prepare an assignment list, if

required;

92

• Keep the LSC informed about the progress of Service Branch, from time-to-time;

• Resolve Service Branch problems, if any;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

sections concerned; and

• Perform any other duties assigned by the IC and LSC.

Roles and Responsibilities of Communication Unit Leader (Com. UL)

The Com. UL will:

• Work under the direction of the SBD;

• Provide communications facility as and when required;

• Ensure that all communication equipments available are in working condition and that the network is

functional;

• Supervise Communication Unit activities;

• Maintain the records of all communication equipments deployed in the field;

• Recover equipment provided by Communication Unit after the incident is over.

• Ensure that it is properly linked with the IDP;

• Ensure setting up of a message centre to receive and transmit radio, telephone and other messages from

various activated Sections, Branches, Units and higher authorities and maintain their records;

• Prepare an alternative communication plan for execution in case of possible failure of the normal

communications network. The alternative communications network may have wireless, satellite phones, cell

phones, HAM radios etc;

• Prepare a plan for integration of the communications set up of the central teams

• (NDRF, Armed Forces) with the local communications set up for the management of large scale disasters when

they come to assist in the response effort;

• Ask for and ensure adequate staffing support;

• Ensure that the communications plan is supporting the IAP;

• Demobilise Communications Centre in accordance with the IDP;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD;

and

• Perform any other duties assigned by the SBD or LSC.

Roles and Responsibilities of Medical Unit Leader (MUL)

The MUL will:

Work under the direction of the SBD;

prepare the Medical Plan and procurement of required resources as per IAP, provide medical aid and ambulance for

transportation of victims and maintain the records of the same, as given in IRS Form 008 (Annexure-II), obtain a road

map of the area from the PS for the ambulance services, transportation of medical personnel and victims;

Respond to requests of the OS for medical aid, transportation and medical supplies etc. under intimation to the SBD and

LSC;

Maintain the list of medical personnel who could be mobilised in times of need; requisition more human resources as

and when required to meet the incident objectives;

Prepare and circulate list of referral service centres to all the medical team leaders;

Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD; and

Perform any other duties assigned by the SBD and LSC.

93

Roles and Responsibilities of Food Unit Leader (FUL)

The FUL will:

• Work under the direction of the SBD;

• Supply resources to various activated Sections, Branches, Units and Groups of IRT as per direction of the SBD;

• Supply food to: a) Personnel of IRT(s) at ICP, Camps, Incident Base, SA, etc., and b) Victims at the temporary

shelters, relief camps etc.;

• Request for assistants if the task become very large. The FUL may request the LSC to split the unit into two

groups—one to supply food for personnel and another for victims. Requisition transport for supply of food to

incident base, relief camp and other facilities;

• Determine food and drinking water requirements and their transportation, and brief the SBD and LSC;

• Maintain an inventory of receipt and despatch of resources;

• Supervise the Unit activities;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to SBD;

and

• Perform any other duties assigned by the SBD and LSC.

Roles and Responsibilities of Support Branch Director (Sup. BD)

The Sup. BD will:

• Work under the supervision of LSC, and supervise the function of Resource Provisioning Unit, Facility Unit and

Ground Support Unit;

• Procure and despatch required tactical materials and resources for Operations with the concurrence of the

Section Chief;

• Participate in the planning meeting of the LS;

• Ensure that organisation assignment list concerning the Branch is circulated to all Units under him;

• Coordinate various activities of the Support Branch;

• Keep the LSC informed about the progress of work;

• Resolve problems within his unit, if any;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to

Section concerned; and

• Perform any other duties assigned by the LSC.

Roles and Responsibilities of Resource Provisioning Unit Leader (RPUL)

The RPUL will:

• Work under the supervision of Sup.BD;

• Organise movement of personnel, equipment and supplies,

• Receive and store safely all supplies required for the incident response,

• Maintain the inventory of supplies and equipment;

• Maintain the records of receipt and despatch of supplies including equipment and personnel;

• Organise repair and servicing of non-expendable supplies and equipment;

• Participate in the planning meeting of LS;

• Monitor the 'Kind', 'Type' and quantity of supplies available and despatched;

• Receive and respond to requests for personnel, supplies and equipment from the activated Sections, Branches,

Divisions, Units and Groups of the IRS organization under intimation to Sup. B.D.;

• Requisition additional human resource assistance, if needed. These assistants may be deployed for different

functional activities such as Resource Ordering, Resource Receiving and Tool & Equipment maintenance;

94

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-IV) and send to

Sup.BD;

• Perform any other duty as assigned by LSC or Sup.BD.

Roles and Responsibilities of Facilities Unit Leader (Fac. UL)

The Fac. UL will:

• Prepare the layout and activation of incident facilities, e.g., Incident Base Camp(s), Relief Camp(s), ICP, etc., and

provide basic amenities to the responders;

• Report to the Sup.BD;

• Locate the different facilities as per the IAP;

• Participate in the planning meeting of the Section, prepare list for each facilities and its requirements in

coordination with the LSC;

• Ask for additional personnel support if required to monitor and manage facilities at Incident Base and Camp

etc;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to Sup.

BD; and

• Perform such other duties as assigned by the Sup. BD.

Roles and Responsibilities of Ground Support Unit Leader (GSUL)

The GSUL will:

• Work under the supervision of the Sup. BD;

• Provide transportation services for field operations to TBD;

• In case Air Operations are activated, organise and provide required ground support through TBD;

• Provide maintenance and repair services for all the vehicles and related equipment used for incident

management as per proper procedures and keep the concerned line departments informed through the Sup.

BD and LSC;

• Develop and implement the Incident Traffic Plan;

• Inform Resource Unit about the availability and service ability of all vehicles and equipment;

• Arrange for and activate fuelling requirements for all transport including Aircrafts inconsultation with the Sup.

BD;

• Maintain inventory of assigned, available and off road or out of service resources;

• Ensure safety measures within his jurisdiction;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to the

Sup. BD; and

• Perform any other duties as assigned by the Sup. BD.

Roles and Responsibilities of Finance Branch Director (FBD)

The FB is responsible for managing all financial aspects of response management. The FB has been kept under the LS for

quick and effective procurement. Due diligence is very important in all financial transactions and proper procedure

needs to be followed. Special precautions will be taken in selecting knowledgeable and experienced personnel

conversant with the financial rules for functioning in this Branch.

The FBD will:

• Work under the LSC;

• Attend planning meetings;

95

• Prepare a list of resources to be mobilised, procured or hired in accordance with the IAP. Obtain orders of the

competent authority as per financial rules and take steps for their procurement without delay;

• Ensure that time records of hired equipment, personnel and their services are accurately maintained as per

Government norms for payment;

• Examine and scrutinize cost involved in the entire response activity including the demobilisation, analysis the

cost effectiveness and keep the LSC informed;

• Ensure that all obligation documents initiated at the incident are properly prepared,completed, verified and

signed by the appropriate Section Chief and BD;

• Brief the LSC or IC on all incident related financial issues needing attention or followup;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in

• Annexure-II) and send to Sections concerned; and

• Perform any other duties as assigned by the LSC or IC.

Roles and Responsibilities of Time Unit Leader (TUL)

The TUL will:

• Maintain time recording of hired equipment and personnel and ensure that it is

• Maintained on a daily basis and according to government norms; examine logs of all hired equipment and

personnel with regard to their optimal utilisation;

• Ensure that all records are correct and complete prior to demobilisation of hired resources;

• Brief the FBD on current problems with recommendations on outstanding issues, and any follow-up required;

• Ask for additional support of human resources for assistance, if required;

• Maintain record of the activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD; and

• Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Compensation / Claims Unit Leader (Com./CUL)

DM Act 2005, Section 65 and 66 provides for payment of compensation. Payments are also to be made for requisitioned

premises, hired services, resources and vehicles for the purpose of disaster response and rescue operations etc. The

Government may also decide to makeex-gratia payments depending upon the magnitude and the quantum of damage.

There are some bench marks for quantifying the level of loss in different scenarios like flood, drought, etc. While some

states may have their own norms for such purposes the GoI has also laid down the CRF Norms which should be

followed.

If the incident is such that there may be a requirement of making payments concerning compensations and claims, the

IC in consultation with the RO will activate a Compensation/ Claims Unit and appoint a leader to collect and compile

figures of loss of life and property etc. as provided by the relevant Government norms and directions.

The leader in such cases should be advised to get photographs taken of the damages that may have occurred and even

get the photographs of the dead victims and animals. He will also compile details of premises requisitioned, services and

resources hired for which payments have to be made. These details should be sent to RO through IC for further

necessary orders and payments.

The Com./CUL will:

• Collect all cost data and provide cost estimates;

• Prepare and maintain a list of requisitioned premises, services, resources and vehicles,etc. with correct date

and time of such requisition;

• Follow appropriate procedures for preparation of claims and compensation;

• Requisition additional human resources, if required;

96

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD;

and

• Perform any other duties as assigned by the FBD.

Roles and Responsibilities of Procurement Unit Leader (PUL)

The PUL will:

• Attend to all financial matters pertaining to vendors and contracts;

• Review procurement needs in consultation with the FBD;

• Prepare a list of vendors from whom procurement can be done and follow proper procedures;

• Ensure all procurements ordered are delivered on time;

• Coordinate with the FBD for use of imprest funds, as required;

• Complete final processing of all bills arising out of the response management and send documents for payment

with the approval of the FBD, LSC and IC;

• Brief FBD on current problems with recommendations on outstanding issues and follow-up requirements;

• Maintain record of activities performed as per IRS Form-004 (enclosed in Annexure- II) and send to FBD; and

• Perform any other duties as assigned by the FBD.

Roles and responsibilities of Cost Unit Leader (CUL)

The CUL is responsible for collecting all cost data, and providing cost estimates. At the end of the response the CUL

provides cost effectiveness analysis.

The CUL will:

• Develop incident cost summaries in consultation with the FBD on the basis of

• Cost Analysis Report;

• Make cost-saving recommendations to the FBD;

• Complete all records relating to financial matters prior to demobilisation;

• Maintain record of various activities performed as per IRS Form-004 (enclosed in Annexure-II) and send to FBD;

and

• Perform any other duties as assigned by the FBD.

97

ANNEXURE-1 IRS (INCIDENT RESPONSE SYSTEM) FORMS (001-010)

IRS Form 001 Attach a separate sheet under each heading in case space is not sufficient

1. Incident Name

2. Map Sketch (Give details of the affected site)

Date Prepared Time Prepared

3. Summary of Current Actions

a. Action already taken

b. Action to be taken

c. Difficulties if any in response including mobilization of resources and manpower

4. Current Organisation (Brief about activated section of IRT)

Highlight the activated Sections / Branches / Units

5. Resources Summary

Resources Source ETA Site of Deployment Assignments

________________________

Prepared by (Name and Positiont):

__________________

Signature

98

Incident Status summary (ISS) – IRS Form 002 (Major Components) Attach a separate sheet in case space is not sufficient

1. Name of the incident:

________________________

2. Name of the IRT: _______________

_______________________________

3. Operational Period

______________________

4. Prepared

Date:

Time:

5. Name of the IC: __________________ 6. Phone No: _____________________________________________

7. Current Situation (Nos. of Casualty)

(a) (b) (c) (d) (e) Dead

Identified and

cremated /

buried dead

bodies

Un identified

dead bodies

Locations Injured Treated Discharged Patients referred (Specify

Hospitals with locations)

8. Status of Infrastructure (Put tick mark) 9. Threats, if any which may be increase severity of

incident may be indicated (a) (b) (c) (d)

Infrastructure Not Damaged Partially Damaged Completely Damaged

Road

Railways

Airport

Water Supply

Electricity Supply

Communication Network

Communities / Critical Infrastructure

99

Residence

Any Other (Specify)

10. Resources deployed for response with descriptions

(a) (b) (c) (d)

Locations Human Resources Equipments ESF involved

Kind Type Quantity Gov.

Non

Gov. Activities

11. Need for additional resources

(a) (b)

Resource Details

Source of

Mobilization Kind Type Quantity

12. Remarks if any:

13. Name and designation of officer Prepared by _____________________________________________

100

Unit Log – IRS Form 003 (Major Components) Attach a separate sheet if space is not sufficient

1. Name of the incident:

_________________________

2. Name of the Section:

______________

3. Operational Period: 4. Prepared

Date:

Time:

5. Name of the Units 6. Works Assigned with Resources 7. Name of the Site

8. Status of work

(a) (b)

Completed Not completed

9. specify accident / incident / weather conditions which may increase severity of incident

(a) (b) (c)

Time Location

Action taken or suggested

10. Name and designation of officer Prepared by

101

Record of Performed Activities – IRS Form 004 (Major Components) (Attach a separate sheet, if space is not sufficient)

1. Name of the Incident:

________________________

2. Operational period: ________________________ 3. Prepared

Date:

Time:

4. Name of the Section: ______________________

Branch / Division / Unit: __________________

5. Name of the Facilities where (ICP/Incident Base/ Camp/ Staging Area, Medical Camp/ Helibase / Helipad / Any other ) division or

Unit is deployed (Specify with exact location).

6. Work Assigned 7. Status of work (Put tick mark)

(a) (b)

Completed Not completed

8. Any incident / accident during the response and action taken

(a) (b)

Incident / Accident (Specify, if any) Action taken

9. Name and designation of officer Prepared by (Specify name Position and Section):

_______________ _______________ _________________

(Prepared by all responders bellow the Section)

10. Despatch:

Date: _______________

Time: ______________

__________________________

11. Signature of Receiving Officer

102

Organization Assignment List – IRS Form 005 (Major Components) (Attach a separate sheet if space is not sufficient) This assignment list will be prepared as

per IAP and will be circulated among all the responders and supervisor staff at the beginning of each operational period by the respective Section chiefs.

1. Name of the Incident:

________________________

2. Operational Period:

________________________

3. Prepared:

Date:

Time:

4. name of the Section to whom work assigned: ___________________________________

5. Name of the Supervisory Officer concerned: ____________________________________

6. name of the responder: _____________________________________________________

7. List of task assigned

(a) ___________________________________________________________________

___________________________________________________________________

(b) ___________________________________________________________________

___________________________________________________________________

(c) ___________________________________________________________________

___________________________________________________________________

(d) ___________________________________________________________________

___________________________________________________________________

(e) ___________________________________________________________________

___________________________________________________________________

8. Name and designation of officer Prepared by: 9. Approved by:

Annexure – VI Incident Check-in and Deployment list – IRS Form 006 (Major Components) (Attach a separate sheet if space is not sufficient)

103

1. Name of the Incident:

___________

________________

2. Name of the Section / Branch / Division / Unit and Facility:

_______________ _______________

3. Operational Period:

__________________

4. Prepared

Date:

Time:

5. Resource Check-in Information 6. Source of Mobilisation 7. Check-in 8. Status of Resources

(a) (b) (a) (b) (a) (b) (a) (b) (c) (d) (e)

Personal Equipment

Kind Type

9. Name and designation of officer Preparation by: ____________________________________________________

104

On Duty Officer List – IRS Form 007 (Major Components) (Attach a separate sheet if space is not sufficient) This will be aintained by all the Section and sent to

RO through IC

1. Name of the incident:

_______________

2. Name of Section / Branch/ Division / Unit (Specify) :

______________________________________

3. Operational Period:

______________________

4. Prepared

Date:

Time:

Sl 5. Name of Officer 6. Designation in

Normal Period

7. Phone No./ E-

mail ID

8. IRS Position for

the Incident

9. Location of

Deployment

10. Location of

Camp with Contact

Details

11. Any other

Information

12. Name and designation of officer Prepared by 13. Signature of the Section Chief

14. Dispatch

Date:

Time:

105

Medical Plan – IRS Form 008 (Major Components) Attach a separate sheet if space is not sufficient

1. Name of the Incident:

__________________________

2. Operational Period:

___________________________

3. Prepared 4. Total Nos. of medical aid camp

to be established:

Date:

Time:

4.1 Sl.No. 4.2 Location

(s)

4.3 Resources Available in the Medical camp

(a) (b) (c) (d) (e) (f)

No. of

Medical

Officers

No. of

Paramedics

staff

Others (ANM

& trained

volunteers)

Specify

Life saving drugs

/ Appliances

Facilities of

referral services

and Blood Banks

Any other (Specify)

Yes No Yes No

(a) (b) (c) 6.1 Govt

6.2 Private

Paramedics (a) (b) (c) (d) (e) (a) (b) (c) (d) (e) (f)

Name of No Locations Sub Centre PHC Hospitals Medical

College

Locations Clinic Nursing

Home

Hospital

s

Me

dic

als

RMP

7. road map of the area circulated among the ambulance service 8 Referral medical Facilities in the neighborhood

(a) (b) (a) (b) (c)

Yes No Location Address Specialization

9. Name and designation of officer Prepared by (Medical Unit) __________________________

10. Approved by

106

Communication Plan – IRS Form 009 (Major Components) (Attach a separate sheet if space is not sufficient)

1. Name of the Incident: _______________

_________________________________________

2. Operational Period: _____________

___________________________________

3. Prepared

Date:

Time:

3. List of locations where communication is available

(a) (b) (c) (d)

Name of

location

Organisation Requirement of Backup

Power Supply Type of communication

Yes No Wireless Telephone HAM

Radio

Web

HF VHF Morse Land

line

Mob

ile

Satellite E-mail Skype

4. List of locations where communication has to be setup

(a) (b) (c) (d) (e)

Name of

location

Organization

responsible

Requirement of

Backup Power Supply

Personnel

requirement

(Specify Nos. if

required)

Type of communication

Yes No Yes No Wireless Telephone HAM

Radio

Web

HF VHF Morse Land

line

Mobile Satelite E-

mail

Skype

7. Road map of the area circulated among the ambulance service 8. Referral Medical Facilities in the Neighborhood

(a) (b) (a) (b) (c)

9. Name and designation of officer Prepared by (Medical Unit)

_________________________________________

______________________

10. Approved by

107

Demobilisation Plan – IRS Form 010 (Major Components) (Attach a separate sheet if space is not sufficient)

1. Name of the Incident:

_________________________

2. Name of Section / Branch / division / Unit to be

demobilized (Specify): _______________

3. Operational Period:

_______________________

4. Prepared

Date:

Time:

5. Name of responder

(s) / details of

resources to be

demobilized

6. Location

from where

demobilization

will take place

7. Date &

Time

8. Mode of

Transport

9. Transit

destination, if

any

10. Final Destination &

name of agency to

whom returned

11. Ultimate

destination

agency notified

or not

Yes No

12. Demobilization plan for out of service equipments and sick personnel

(a) (b) (c) (d) (e) (f) (g)

Name of sick

personnel / out of

service

equipments

Location from

where

demobilisation will

take place

Date & Time Mode of

transport

Transit destination, if

any

Final Destination &

name of agency to

whom returned

Ultimate

destination

agency notified

or not

Yes No

13. Name and designation of officer Prepared by

__________________________ 15. Issued by __________________

_____________________________________ 14. Approved by

108

Annexure-3: Emergency Support Functions

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

1. Communication BSNL

Police

Units of Armed

Forces in the

area

• Responsible for coordination of

national actions to assure the

provision of

telecommunication support the

state and city response

elements;

• Coordinate the requirement of

temporary telecommunication

in the affected areas.

• Coordination of national

actions to assure the

provision of

telecommunication

support to the state and

city;

• Coordinate the

requirement of

temporary

telecommunication in

the affected areas.

• Make available police wireless

network at the affected

locations;

• Coordinate for the other

networks available such as Ham

Radios or HPSEB network etc.;

• The units of armed forces in the

area would provide

communication network on the

request of the competent

authority.

2 Public Health

Department of

Health and Family

Welfare

I.G.M.C.

• Provide systematic approach to

patient care;

• Perform medical evaluation

and treatment as needed;

• Maintain patient tracking

system to keep record of all

patients treated;

• Mobilization of the private

health services providers for

emergency response.

• In the event of CNBR disaster

to provide for mass

decontamination of the

affected population;

• To coordinate, direct

and integrate City level

response;

• Direct activation of

medical personnel,

supplies and equipment;

• Coordinate the

evacuation of patients;

• Provide human services

under the Dept of

health;

• To prepare and keep

ready Mobile Hospitals

and stock;

• To network with private

• To perform the same functions

as assigned to the primary

agency;

• Provide manpower to the

primary agency wherever

available and needed;

• Make available its resources to

the primary agency wherever

needed and available.

109

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

• Maintain record of dead and

arrange for their post mortem.

health service providers;

• To provide for mass

decontamination;

• Check stocks of

equipment and drugs.

3.

Sanitation/

Sewerage

Disposal

M.C. Shimla Irrigation and

Public Health

• Ensure cleanliness and hygiene

in their respective areas;

• To arrange for the disposal of

unclaimed bodies and keeping

record thereof;

• Hygiene promotion with the

availability of mobile toilets;

• To dispose off the carcass.

• Make arrangement for

proposal disposal of

waste in their respective

areas;

• Arrange adequate

material and manpower

to maintain cleanliness

and hygiene.

• Repair the sewer leakages

immediately;

• Provide bleaching powder to

the primary agencies to check

maintain sanitation.

4. Power HPSEB Ltd. M.C. Shimla,

Himurja

• Support to Local

Administration;

• Review the total extent of

damage to the power supply

installations by a

reconnaissance survey;

• To provide alternative means

of power supply for emergency

purposes;

• Dispatch emergency repair

teams equipped with tools,

tents and food;

• Hire casual labour for the

clearing of damaged poles etc.

• Provide and coordinate

State support until the

local authorities are

prepared to handle all

power related problems;

• Identify requirements of

external equipment

required such as DG sets

etc;

• Assess damage for

national assistance.

• Make arrangement for and to

provide the alternative sources

of lighting and heating to the

affected populations and for

the relief camps.

110

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

5. Transport HRTC Department of

Civil Aviation

• Coordinate arrangement of

vehicles for transportation of

relief supplies from

helipads/airports to the

designated places;

• Coordinate arrangement of

vehicles for transportation of

SAR related activities.

• Overall coordination of

the requirement of

transport;

• Make an inventory of

vehicles available for

various purposes;

• Coordinate and

implement emergency

related response and

recovery functions,

search and rescue and

damage assessment.

• Make available its fleet for the

purpose of SAR, transportation

of supplies, victims etc;

• Act as stocking place for fuel for

emergency operations;

• Making available cranes to the

Distt. Administration;

• GAD and Civil aviation will

coordinate for helicopter

services etc. required for

transportation of injured, SAR

team, relief and emergency

supplies.

6. Search and

Rescue

• Civil Defence,

Home Guards,

Fire and

Emergency

Services

• NDRF, SDRF,

Armed and

Para military

forces,

• Police, Red

Cross, VOs,

Volunteers and

108.

• GIS is used to make an estimate

of the damage area and the

deployment of the SAR team in

the area according to the

priority;

• Discharge all ambulatory

patients for the first aid which

has the least danger to health

and others transported to safer

areas.

• Establish, maintain and

manage state search and

rescue response system;

• Coordinate search and

rescue logistics during

field operations;

• Provide status reports of

SAR updates throughout

the affected areas.

• 108 and Red Cross to make

available ambulances as per

requirement;

• SDRF, VOs and Volunteers to

assist the primary agency in

SAR;

• NDRF, Armed and para military

forces to provide assistance to

civil authorities on demand;

• Police to arrange for the

transportation and postmortem

of the dead.

7. Public Works and

Engineering HP PWD

CPWD, National

Highways

Authority of

• Establish a priority list of roads

which will be opened first;

• Emergency clearing of

debris to enable

reconnaissance;

Making machinery and manpower

available to the PWD and to

keep national highways and

111

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

India, MES, BRO • Constructing major temporary

shelters;

• Connecting locations of

transit/relief camps;

• Adequate road signs should be

installed to guide and assist the

relief work;

• Clearing the roads connecting

helipads and airports;

• Restoring the helipads and

making them functional;

• Rope in the services of private

service providers and

secondary services if the

department is unable to bear

the load of work.

• Clearing of roads;

• Assemble casual labour;

• Provide a work team

carrying emergency tool

kits, depending on the

nature of disaster,

essential equipment

such as

• Towing vehicles

• Earth moving

equipments

• Cranes etc.

• Construct temporary

roads;

• Keep national and other

main highways clear

from disaster effects

such as debris etc.;

• Networking with private

services providers for

supply of earth moving

equipments etc.

other facilities in functional

state.

8. Information and

Communication

Department of

Revenue through

City EOC

Department of

IT/NIC

• Documentation of response/

relief and recovery measures;

• Situation reports to be

• Operate a Disaster

Welfare Information

(DWI) System to collect,

receive, and report and

• Render necessary assistance in

terms of resources, expertise to

the primary agency in

performing the assigned task.

112

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

prepared and completed every

3-4 hours.

status of victims and

assist family

reunification;

• Apply GIS to speed other

facilities of relief and

search and rescue;

• Enable local authorities

to establish contact with

the state authorities;

• Coordinate planning

procedures between

district, the state and

the centre;

• Provide ready formats

for all reporting

procedures as a standby.

9. Relief Supplies Department of

Revenue

Department of

Food and Civil

Supplies

• Support to Local

Administration;

• Allocate and specify type of

requirements depending on

need;

• Organize donation (material)

for easy distribution before

entering disaster site.

• To collect, process and

disseminate information

about an actual or

potential disaster

situation to facilitate the

overall activities of all

responders in providing

assistance to an affected

area in consultation;

• Coordinate activities

involved with the

emergency provisions;

• Temporary shelters;

• To assist the primary agency in

arranging and supplying relief

supplies;

• To assist the primary agency in

running the relief camps.

113

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

• Emergency mass

feeding;

• To coordinate bulk

distribution of

emergency supplies;

• To provide logistical and

resource support to local

entities;

• In some instances,

services also may be

provided to disaster

workers;

• To coordinate damage

assessment and post

disaster needs

assessment.

10. Food& Supplies

Department of

Food and Public

Distribution

Department of

Cooperation,

M.C. Shimla,

Ward

Councillors

• Make emergency food and

clothing supplies available to

population;

• Ensure the provision of specific

nutrients and supplementary

diet for the lactating, pregnant

women and infants.

• Requirement of food

and clothing for affected

population;

• Control the quality and

quantity of food,

clothing and basic

medicines;

• Ensure the timely

distribution of food and

clothing to the people;

• Ensure that all food that

is distributed is fit for

human consumption.

• Ensuring the distribution of

food supplies to the affected

population through the PDS

network etc.

114

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

11. Drinking water M.C. Shimla Department of I

& PH

• Support to local

Administration;

• Water purification installation

with halogen tablets etc.

• Procurement of clean

drinking water;

• Transportation of water

with minimum wastage;

• Special care for women

with infants and

pregnant women;

• Ensure that sewer pipes

and drainage are kept

separate from drinking

water facilities.

• To assist the primary agency

wherever ULB is associated in

the distribution of potable

water.

12. Shelter M.C. Shimla District

Administration

• Support to Local

Administration;

• Locate adequate relief camps

based on survey of damaged

houses;

• Develop alternative

arrangements for population

living in structures that might

be affected even after the

disaster.

• Provide adequate and

appropriate shelter to all

population;

• Quick assessment and

identifying the area for

the establishment of the

relief camps;

• Identification of public

buildings as possible

shelters;

• Identifying the

population which can be

provided with support in

their own place and

need not be shifted

reallocated;

• Locate relief camps close

to open traffic and

• HIMUDA and HP PWD would

assist the primary agency in

establishing temporary shelters

of larger dimensions;

• Department of Panchayati Raj

through local Panchayats would

assist the primary agency in

establishing shelters of smaller

dimensions.

115

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

transport links.

13. Media Department of

Public Relations

Local DD and

AIR

• Use and place geographical

Information to guide people

towards relief operation;

• Use appropriate means of

disseminating information to

victims of affected area;

• Curb the spread of rumours;

• Disseminate instructions to all

stakeholders.

• To Provide and collect

reliable information on

the status of the disaster

and disaster victims for

effective coordination of

relief work at state level;

• Not to intrude on the

privacy of individuals

and families while

collecting information;

• Coordinate with DOCs at

the airport and railways

for required information

for international and

national relief workers;

• Acquire accurate

scientific information

from the ministry of

Science and Technology;

• Coordinate with all TV

and radio networks to

send news flashes for

specific needs of

Donation;

• Respect the socio-

cultural and emotional

state of the disaster

victims while collecting

information for

dissemination.

To assist the primary agency in

discharge of its role.

116

ESF

No. ESF

Primary

Agency

Secondary

Agency Activities for Response

Responsibilities of

Primary Agency Role of Secondary Agency

14. Law and Order Police Home Guards

• To maintain law and order;

• To take measure against

looting and rioting;

• To ensure the safety and

security of relief workers and

material;

• To take specific measure for

the protection of weaker and

vulnerable sections of the

society;

• To provide safety and security

at relief camps and temporary

shelters.

• Having sound

communication and

security plan in place to

coordinate law and

order issues;

• Training to security

personnel in handling

disaster situations and

issues related to them.

• To assist the primary agency by

making available manpower.

15. Removal of trees

and fuel wood M.C. Shimla

Forest

Department

• Arrange for timely removal of

trees obstructing the

movement of traffic;

• Arrange for timely removal of

tress which have become

dangerous;

• Make arrangement for fuel

wood for the relief camps and

for general public;

• Provide fuel wood for mass

cremation etc.

• Removal of fallen trees;

• To provide fuel wood for

the relief camps and

public;

• Have adequate storage

of fuel wood and make

arrangement for

distribution thereof;

• To provide fuel wood for

cremation.

• To support and supplement the

efforts of the primary agency.

16 Debris Removal M.C.Shimla PWD

• To provide funds for debris

clearance.

• To properly dispose the

damaged property

• To appoint peole to

clear, remove and

dispose the items like

trees, vehicles, damaged

building structures etc.

• To clean the streets

• To remove the blockage

due to collection of

debris

• To support and assist primary

agency to carry out the work

properly

117

Annexure-4: Standard Operating Procedures

1. FOREST DEPARTMENT

(a) Normal Time Situation:

• There is no substitute for maintaining standards of services and regular maintenance during normal times. This

affects the response of the department to any disaster situation.

• The department is required to adopt appropriate measures to ensure that community participates substantially.

• For effective preparedness, the department must have a disaster response plan or disaster response procedures

clearly defined in order to avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercise will keep

the department prepared for such eventualities. Special skills required during emergency operations need to be

imparted to the officials and the staff. Selected personnel can be deputed for training as “NODAL OFFICER –

Forest” at city level.

(b) Disaster Situation:

• Protection of Forest within city area and removal of damage trees.

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• Within the affected part of the city all available personnel will be made available to the City Disaster Manager. If

more personnel are required, then out of station officer or those on leave may be recalled.

• All personnel required for Disaster Management should work under the overall supervision and guidance of City

Disaster Manager.

• Establish communications with City control room and your departmental offices within the division.

• Appoint one officer as “NODAL OFFICER – Forest” at City level.

• Review and update precautionary measures and procedures and review with staff the precautions that have been

taken to protect equipment and the post-disaster procedures to be followed.

• Fill departmental vehicles with fuel and park them in a protected area.

• Check available stocks of equipments and materials which are likely to be most needed after disaster.

• Provide information to all concerned departments, about disasters, likely damages,and information about ways to

protect the same.

• All valuable equipments and instruments should be packed in protective coveringand stored in room the most

damage-proof

• Establish work schedules to ensure that the adequate staffs are available.

Relief and Rehabilitation:

• Assess the extent of damage to forests, nurseries and storage facilities and the requirements to salvage or

replantation.

• Establish contact with remote sensing department to assess damage.

• Afforestation measures should be coordinated with M.C. Shimla to ensure employment assurance to disaster hit

people, with Soil Conservation Officer to ensure stabilization of slopes and city control room.

• Ensure that the adequate conditions through cleaning operations are maintained to avoid water-logging and

salinity in low lying areas.

• A pests and disease monitoring system should be developed to ensure that a full picture of risks is maintained.

• Plan for emergency accommodations for forest staff from outside the area.

• Information formats and monitoring checklists should be used for programme monitoring and development and

for reporting to DCR. This is in addition to existing reporting system in the department.

118

• Establishment of a public information centre with a means of communication, to assist in providing an organized

source of information. The department is responsible for keeping the community informed of its potential and

limitations in disaster situations.

• The NGOs and other relief organizations should be aware of the resources of the department.

• Ensure availability of fuel and fodder for disaster affected people.

2. POLICE DEPARTMENT

(a) Normal Time Situation:

• For effective preparedness the need is for the disaster response procedures to be clearly defined.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercises will keep

the department prepared for such eventualities. Special skills required during emergency operations need to be

imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL OFFICER – Police”

at the City level.

• Assess preparedness level and report the same as per the format to City Control Room every six months

• Maintain a list of disaster prone areas in the City

• Organise training on hazardous chemicals for police officers to facilitate handling of road accidents involving

hazardous materials

• Designate an area, within police station to be used as public information center

(b) Disaster Situation:

Maintain Law and order.

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• Within the city, all available personnel will be made available to the City Disaster Manager. If more personnel are

required, then out of station officers or those on leave may be recalled.

• All personnel required for disaster management should work under the overall supervision and guidance of City

Disaster Manager.

• Establish radio communications (and assist in precautionary evacuation activities) with :-

• State Emergency Operations Center

• District control room

• City EOC

• Departmental offices

• All city level officials of the department would be asked to report to the DM.

• Appoint one officer as “Officer–in-Charge – Police” at the city level.

• The CDM shall provide “Officer-in-Charge - Police” or the field staff as the need be, with all needed authorizations

with respect to:-

• Recruiting casual labourers.

• Procuring locally needed emergency tools and equipment and needed materials.

• Expending funds for emergency needs.

• The “Officer-in-Charge - Police” will ensure that all field staff and other officers submit the necessary reports and

statement of expenditure in a format as required by CDM.

• Provide guards as needed for supply depots such as cooperative food stores and distribution centers.

• Identify anti-social elements and take necessary precautionary measures for confidence building.

119

Evacuation:

• All evacuations will be ordered only by the DC, SP, Fire Brigade.

• For appropriate security and law and order, evacuation should be undertaken with assistance from community

leaders.

• All evacuations should be reported to DC or District Superintendent of Police immediately.

Relief and Rehabilitation:

• Immediately after the disaster, dispatch officers to systematically identify and assist people and communities in

life threatening situations.

• Help identify the seriously injured people, and assist the community in organizing emergency transport of

seriously injured to medical treatment centers.

• Ensure that the police stations are functioning immediately after the disaster at all required locations, as may be

requested by the district control room, and that staff are available for the variety of needs that will be presented.

• Assist and encourage the community in road-clearing operations.

• Identify roads to be made one-way, to be blocked, alternate routes, overall traffic management and patrolling on

all highways, and other access roads to disaster site.

• Provide Security in transit and relief camps, affected villages, hospitals and medical centres and identify areas to

be cordoned off.

• Transport carrying transit passengers (that is, passengers travelling through buses and passing through the

district), should be diverted away from the disaster area.

• Provide security arrangements for visiting VVIPs and VIPs.

• Assist district authorities to take necessary action against hoarders, black marketers and those found

manipulating relief material.

• In conjunction with other government offices, activate a public information centre to:-

• Respond to personal inquiries about the safety of relatives in the affected areas.

• Compile statistics about affected communities, deaths, complaints and needs.

• Respond to the specific needs that will be presented.

• Serve as a rumour control centre

• Reassure the public.

• Make officers available to inquire into and record deaths, as there is not likely to be time or personnel available,

to carry out standard post-mortem procedures.

• Monitor the needs and welfare of people sheltered in relief camps.

• Coordinate with military service personnel in the area.

3. HEALTH DEPARTMENT

(a) Normal Time Situation

• There is no substitute for maintaining standards of services and regular maintenance during normal times. This

affects the response of the department to any disaster situation.

• For effective preparedness, the department must have disaster response procedures clearly defined in order to

avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures, accompanied by simulated exercises, will

keep the department prepared for such eventualities. Special skills required during disaster situations need to be

imparted to the officials and the staff.

• Selected personnel can be deputed for training as “NODAL OFFICER”.

120

(b) Disaster Situation:

• Providing efficient and quick treatment.

• Preventing outbreak of epidemics.

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• Within the affected district all available personnel will be made available to the City Disaster Manager. If more

personnel are required, then out of station officers or those on leave may be recalled.

• All personnel required for disaster management should work under the overall supervision and guidance of City

Disaster Manager.

• Ensure that personnel working within the district come under the direction and control of the CDM.

• Appoint one person as “NODAL OFFICER”.

• Review and update precautionary measures and procedures, and review with staff, the precautions that have

been taken to protect equipment and the post-disaster procedures to be followed.

• Stock emergency medical equipment which is required after a disaster.

• Determine type of injuries/illnesses expected and drugs and other medical items required, and accordingly ensure

that extra supplies of medical items be obtained quickly.

• Provide information to all hospital staff about the disasters, likely damages and effects, and information about

ways to protect life, equipment and property.

• Discharge all ambulatory patients whose release does not pose a health risk to them. If possible, they should be

transported to their home areas.

• Non–ambulatory patients should be relocated to the safest areas within the hospital. The safest rooms are likely

to be:

• On Ground Floor.

• Rooms in the center of the building away from windows.

• Rooms with concrete ceilings.

• Equipment supplies such as candles, matches, lanterns and extra clothing should be provided for the comfort of

the patients.

• Surgical packs should be assembled and sterilized. A large enough number should be sterilized to last four to five

days. The sterilized surgical packs must be stored in protective cabinets to ensure that they do not get wet.

Covering the stock with polythene is recommended as an added safety measure.

• All valuable instruments, such as surgical tools, opthalmoscopes, portable sterilizers, CGS, dental equipments,

etc., should be packed in protective coverings and store rooms considered to be the most damage-proof.

• Protect all immovable equipment, such as x-ray machines, by covering them with tarpaulins or polythene.

• All electrical equipments should be unplugged when disaster warning is received.

• Check the emergency electrical generator to ensure that it is operational and that a buffer stock of fuel exists. If

an emergency generator is not available at the hospital, arrange for one on loan.

• All fracture equipment should be readied.

• If surgery is to be performed following the disaster, arrange for emergency supplies of anaesthetic gases.

• Check stocks of equipments and drugs which are likely to be most needed after the disaster. These can be

categorized generally as:

• Drug used in treatment of cuts and fractures, such as tetanus toxoid, analgesics and antibiotics.

• Drugs used for the treatment of diarrhoea, water-borne diseases and flu (including oral rehydrating supplies).

• Drugs required treating burns and fighting infections.

• Drugs needed for detoxification including breathing equipments.

• Assess the level of medical supplies in stock, including :

• Fissure materials

121

• Surgical dressings

• Splints

• Plaster rolls

• Disposable needles and syringes

• Local antiseptics.

• Prepare an area of the hospital for receiving large number of casualties.

• Develop emergency admission procedures (With adequate record keeping).

• Orient field staff with CDMAP, standards of services, procedures including tagging.

• Hospital administrators should:-

• Establish work schedules to ensure that adequate staff is available for inpatient needs.

• Organise in-house emergency medical teams to ensure that adequate staff are available at all times to handle

emergency casualties.

• Set up teams of doctors, nurses and dressers for visiting disaster sites.

Relief and Rehabilitation:

• Transport should be arranged for the transfer of seriously injured patients from villages and peripheral hospitals

to general hospitals. If roads are blocked, a method should be established to request helicopter transport.

• Establish health facility and treatment centres at disaster sites.

• The provision of medical services should be coordinated by the CMO with district control room.

• Procedures should be clarified between :-

• Peripheral hospitals

• Private hospitals

• Blood banks

• General hospitals and

• Health services established at transit camps, relief camps & affected villages.

• Maintain check posts and surveillance at Transport depots and all entry and exit points from the affected area,

especially during the threat/ existence of an epidemic.

• An injury and disease monitoring system should be developed to ensure that a full picture of health risks is

maintained.

• Monitoring should be carried out for epidemics, water and food quality and disposal of waste in transit and relief

camps, feedings centers and affected villages.

• Plan for emergency accommodations for auxiliary staff from outside the area.

• Information formats and monitoring checklists should be used for programme monitoring and development and

for reporting to Emergency Operations Center.

• This is in addition to existing reporting system in the department.

• Seek security arrangements from district police authorities to keep curious persons from entering hospital area

and to protect staff from hostile actions.

• Establishment of a public information centre with a means of communication to assist in providing an organized

source of nformation. The hospital is responsible for keeping the community informed of its potential &

limitations in disaster situations.

• The Local Police, rescue groups, and ambulance teams should be aware of the resources of each hospital.

122

Standards of Service:

Tagging: Tagging is the process of prioritizing transfer of injured, based on first hand assessment of the medical officer

on the disaster site. It is based on the medical criterion of chance of survival. Decision is made regarding cases which

can wait for treatment, these which should be taken to more appropriate medical units, and these which have no

chances of surviving. The grouping is based on the benefit that the casualties can expect to derive from medical care,

not on the seriousness of the injuries. Whenever possible, the identification of patients should be accomplished

concurrently with triage. This is done by attaching a tag to each patient, usually color-coded to indicate a given degree

of injury and the priority for evacuation.

Red Tag - This tag signifies that the patient has a first priority for evacuation. Redtagged patients need immediate care

and fall into one of the following categories:

(1) Breathing problems that cannot be treated at the site.

(2) Cardiac arrest (witnessed).

(3) Appreciable loss of blood (more than a litre).

(4) Loss of consciousness.

(5) Thoracic perforations or deep abdominal injuries

(6) Certain serious fractures: -

a) Pelvis

b) Thorax

c) Fractures of cervical vertebrae

d) Fractures or dislocations in which no pulse can be detected below the site of the fracture or dislocation

e) Severe concussion.

f) Burns (Complicated by injury to the air passages)

Green Tag - This tag identifies those patients who receive second priority for evacuation. Such patients need care, but

the injuries are not life-threatening. They fall into the following categories:-

(1) Second-degree burns covering more than 30 per cent of the body.

(2) Third-degree burns covering 10 percent of the body.

(3) Burns complicated by major lesions to soft tissue or minor fractures.

(4) Third –degree burns involving such critical areas as hands, factor face but with no breathing problems present.

(5) Moderate loss of blood *(500-1000cc)

(6) Dorsal lesions, with or without injury to the spinal column.

(7) Conscious patients with significant craniocerebral damage (serious enough to cause a subdural hematoma or

mental confusion). Such patients will show one of the following signs:-

a) Secretion of spinal fluid through ear or nose

b) Rapid increase in systolic pressure

c) Projective vomiting

d) Change in respiratory frequency

e) Pulse below 60 ppm

f) Swelling or bruising beneath the eyes

g) Anisocoric pupils

h) Collapse

i) Weak or no motor response

j) Weak reaction to sensory stimulation (Profound stupor)

123

Yellow Tag - Used on patients who are given third priority for evacuation and who fall into the following categories:-

(1) Minor Lesions

(2) Minor fractures (fingers, teeth, etc).

(3) Other minor lesions, abrasions, contusions.

(4) Minor burns:

a. Second-degree burns covering less than 15% of the body.

b. Third degree burns covering less than 2% of the body surface

c. First-degree burns covering less than 20% of the body, excluding hands, feet, and face.

(5) Fatal Injuries

a) Second and third-degree with burns over more than 40 percent of the body with death seeming reasonably

certain.

b) Second and third-degree burns over more than 40% of the body with other major lesions, as well as major

craniocerebral lesions etc.

c) Cranial lesions with brain tissue exposed and the patient unconscious.

• Cranio-cerebral lesions where the patient unconscious and has major fractures.

• Lesions of the spinal column with absence of sensitivity and movement.

• Patients over 60 years old with major lesions.

It should be noted that the line separating these patients from red-tag casualties is very tenuous. If there are any red-

tag patients, this system will have to be followed. If there are none, the yellow-tag patients with apparently fatal

injuries become red-tag candidates. The reason is simple: If there are many red-tag patients who apparently cannot

be saved because of there injuries, the time spent on the dying wounded could be better spent on the patients with

chance to survive.

Black Tag - Black tags are placed on the dead, i.e. casualties without a pulse or respiration who have remained in that

condition for over 20 minutes, or whose injuries render resuscitation procedures impossible.

Evacuation Procedure under the Following Conditions:

(1) Casualties not trapped or buried. Evacuate in the following order:

a. Red-tag casualties.

b. Green-Tag casualties.

c. Yellow-Tag casualties.

(2) Casualties not trapped or buried. Evacuate in the following order:

a. Red-tag casualties.

b. Green-Tag casualties.

c. Yellow-Tag casualties.

d. Black-tag casualties not trapped or buried.

e. Trapped black-tag casualties.

Vector Control Standards:

Vector control programmes should be planned so as to cope with two distinct situations:

• The initial phase immediately following the disaster, when control work should concentrate on the destruction,

by a physical or chemical process, of vermin on persons, their clothing, bedding and other belongings and on

domestic animals. An emergency sanitation team should be available from the beginning for carrying out these

disinfestations.

• The period after the disaster subsided, control work should be directed towards proper food, sanitation, safe

disposals of wastes, including drainage, and general personal cleanliness.

124

Suggested Vector Surveillance Equipment and Supplies:

• Collecting Bags

• Collecting forms

• Mouth or battery powered aspirations

• Tea strainer

• Flashlight and spare batteries

• Grease pencil

• Memo pad

• Sweep net

• Pencil

• Tweezers

• White enameled dipper

• Keys and other references

• Labels

• CDC light traps (Optional)

• Collecting vials

• Aedes aegypti Ovitrap (Optional)

• Bulb syringe or medicine dropper

• Fly grill

• Mirror

Suggested Rodent Surveillance Equipment and Supplies:

• Teaching aids

• Transfer bags

• Plastic bags

• Vials

• Plastic cups

• Alcohol

• Rubber bands

• Forceps

• Scissors

• Insecticide dusting pan

• Snap traps

• Formaldehyde

• Live Traps

• Acute rodenticides

• Gloves

• Anti Coagulant rodenticides

• Flashlights and batteries.

Materials and equipment:

In the absence of clear indication from field, a minimum kit comprising of the following materials and equipments

should be carried y the advance party to the disaster site:-

125

Table: Kit for Medical Team

S. No. Item Quantity

1. Equipment for pediatric intravenous use 36

2. Tensiometers for children and adults 12

3. Assorted ferrules Boxes 2

4. Tracheal cannulae 36

5. Set of laryngoscopes for infants, children And adults 1 Each

6. Endotracheal tubes, No. 7 Murphy 36

7. Endotracheal tubes, No. 8 36

8. Nasogastric probes 36

9. Oxygen masks, for adults and children 2

10. Large scissors for cutting bandages 3

11. Plastic linings 60

12. Phonendoscopes 15

Table: Sterilization Unit Supplies

S. No. Item Quantity

1. Tracheotomy set 6

2. Thorachotomy set 6

3. Venous dissection set 6

4. Set for small sutures 12

5. Bottles for drainage of thorax 10

6. Hand scissors No. 4

7. Syringes (disposables) x 2cc 60

8. Syringes (disposables) x 10cc 90

9. Syringes (disposables) x 50cc 60

Table: Ambulance Fleet

S. No. Item

1. Oxygen, Oxygen Mask, and manometer.

2. Stretchers and blankets

3. Emergency first aid kit

4. Suction equipment

5. Supplies for immobilizing fractures

6. Venoclysis equipment

7. Drugs for emergency use

8. Minimal equipment for resuscitation maneuvers

126

The ambulances will carry the above mentioned equipments. Each ambulance should be staffed by at least a

physician, a nurse, a stretcher-bearer and a driver. The medical and paramedical personnel should be experienced in

procedures for the management of patients in intensive care units.

Table Equipments and Supplies required for Vermin control for a population of 10,000

S. No. Item Quantity

1. Power sprayers 2

2. Hand-pressured sprayers, capacity 20-30 litres 50

3. Dusters (hand-operated, plunger type) 50

4. Dusters (power-operated) 2

5. Space sprayer 1

Adequate supply of accessories and spare parts for the above equipment:

Table: Insecticides (Quantity depends on availability on distribution points)

S. No. Item Quantity

1. DDT, technical powder 0.5 tons

2 DDT, 75% water wettable 1-2 tons

3 DDT, 10% powder 1 ton

4 Dieldrin, 0.625 – 1.25% emulsifiable concentrate / wettable powder 100 Kg

5 Lindane, 0.5% emulsifiable concentrate or wettable powder 100 Kg

6 Chlordane, 2% emulsifiable concentrate or wettable powder 100 Kg

7 Malathion, 1% emulsifiable concentrate or wettable powder 100 Kg

8 Dichlorvos emulsion 100 litres

9 Rodenticides, anticoagulant type (warfarin, etc.) 1-2 Kg

10 Rodent traps 100

11 Screen for fly control 10 rolls

12 Garbage cans, capacity 50-100 litres 300-500

Insecticides (Quantity depends on availability on distribution points)

IRRIGATION AND PUBLIC HEALTH DEPARTMENT

Normal Time Activity:

• There is no substitute for maintaining standards of services and regular maintenance during normal times.

This affects the response of the department to any disaster situation.

• Operating procedures for mobilizing community participation during various stages of disaster

management. The department is required to adopt appropriate measures to ensure that community

participates substantially.

• For effective preparedness, the department must have a disaster response plan or disaster response

procedures clearly defined in order to avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercise will

keep the department prepared for such eventualities. Special skills required during emergency operations

127

need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL

OFFICER – Water supply” and “Officer-in-Charge – Water supply” at state and district level respectively.

• To the extent possible, preventive measures as recommended in the preparedness and mitigation

document of DDMAP should be undertaken to improve departmental capacity to respond to a disaster.

• Assess preparedness level and report the same as per the format to the District Control Room every six

months.

• Identify flood prone rivers and areas and activate flood monitoring mechanisms.

• Mark water level gauges on rivers, dams, and reservoirs.

• Establish disaster management tool kits with at sub-divisional levels consisting of ropes, pulley blocks, jungle

knives, shovels, cement in bags, concrete pans, gunny bags, cane baskets.

Disaster Situation:

• Restoration of water supply to the affected area

• Monitor flood situation

• Monitor and protect irrigation infrastructure

• Restore damaged infrastructure

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• Within the affected district/sub-division all available personnel will be made available to the District Disaster

Manager. If more personnel are required, then out of station officer or those on leave may be recalled.

• All personnel required for Disaster Management should work under the overall supervision and guidance of

District Disaster Manager.

• Establish communications with Emergency operations Centre at State HQ, District Control Room and your

departmental and field offices within the division.

• Appoint one officer as “Officer-in-Charge – Water Supply and Irrigation” at district level.

• Review and update precautionary measures and procedures and review with staff the precautions that have

been taken to protect equipment and the post-disaster procedures to be followed.

• Fill departmental vehicles with fuel and park them in protected area.

• Make sure that the hospital storage tank is full and hospital is conserving water.

• Inform people to store an emergency supply of drinking water.

• Organize on the receipt of disaster warning continuous monitoring of:

� Wells

� Intake structures

� Pumping stations

� Buildings above ground

� Pumping mains

� The treatment plant

� Bunds of Dams

� Irrigation Channels

• The inlet and outlet to tanks should be inspected to ensure that waterways are unobstructed by trees and

vegetation.

• Any repairs/under construction activity should be well secured with sandbags, rockfalls, etc.

Relief and Rehabilitation:

• Carry out emergency repair of all damages to water supply system

• Assist health authorities to identify appropriate source of potable water.

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• Identify unacceptable water sources and take necessary precautions to ensure that no water is accessed

from such sources, either by sealing such arrangements or by posting department guards.

• Arrange for alternate water supply and storage in all transit camps, feeding centers, relief camps, cattle

camps, and also the affected areas, till normal water supply is restored.

• Ensure that potable water supply is restored as per the standards and procedures laid down in “Standards of

Potable Water”.

• Continue round the clock inspection and repair of bunds of dams, irrigation channels, control gates and

overflow channels.

• Continue round the clock inspection and repair of pumps, generators, motor equipment and station

building.

• Plan for emergency accommodations from staff from outside the area.

• Report all activities to the head office.

• On the recommendations of “NODAL OFFICER – “Water Supply”/ Deputy Commissioner/District Control

Room

• Provide for sending additional support along with food, bedding, tents

• Send vehicles and any additional tools and equipments needed.

• Standby diesel pumps or generators should be installed in damage proof buildings.

• A standby water supply should be available in the event of damage.

• Establish procedures for emergency distribution of water if existing supply is disrupted.

• Make provisions to acquire tankers and establish other temporary means of distributing water on and

emergency basis.

• Make provisions to acquire containers and storage tanks required for storing water on an emergency basis.

• Prepare plan for water distribution to all transit and relief camps, affected villages and cattle camps and

ensure proper execution of these plans.

• A minimum level of stock should be maintained for emergencies, and should include extra lengths of pipe,

connections, joints, hydrants and bleaching powder. Adequate tools should be on hand to carry out

emergency repair.

• Make sure auxiliary generators and standby engines are in good working order.

• Acquire a buffer stock of fuel for the motors and store in a protected place.

• Establish emergency work gangs for immediate post-disaster repair.

Standards of Services:

Water Supply

Piped Water

• After any repair on the distribution system, the repaired main should be flushed and disinfected with a

chlorine solution of 50 mg/litre for contact period of 24 hours, after which the main is emptied and flushed

again with potable water.

• If the demand for water is urgent, or the repaid main cannot be isolated, the concentration of the

disinfecting solution may be increased to 100mg/litre and the contact period reduced to 1 hour.

• At the end of disinfection operations, but before the main is put back into service, samples should be taken

for bacteriological analysis and determination of chlorine residue.

• When a water treatment plant, pumping station, or distribution system is so badly damaged that operation

cannot be restored for some time, other methods described in the following paragraphs must be used.

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Private System (Open well or tube)

• Water from these sources, with adequate chlorination as necessary, can be connected to a distribution

system or hauled to points of consumption.

• Springs and wells (non-private)

• Ground water originating from deep aquifers (such as is obtained from deep wells and certain springs) will

be free from contamination if certain simple protective measures are taken.

• When springs are used as a source of water supply for disaster area, careful attention must be paid to

geological formations. Limestone and certain rocks are liable to have holes and cracks, especially after

earthquake, that may lead to the contamination of ground water.

• A sanitary survey of the area surrounding a well site or spring is of utmost importance. This survey, which

should be carried out by a qualified professional environmental health worker, should provide information

on source of contamination, geological structures (with particular reference to overlying soil and rock

formations) quality and quantity of ground water, direction of flow etc.

• The well selected as a source of water, should be at least 30m away from any potential source of

contamination, and should be located higher than all such sources. The upper portion of the well must be

protected by an external impervious casing, extending at least 3m below and 30cm above ground level. The

casing should be surrounded by a concrete platform at least 1m wide, that slope to allow drainage away

from the well; it should connect to the drain that will carry the spilled water away. The opening for drop

pipes should be sealed to prevent outside water from entering the well. The rim of manholes should project

at least 8cm above the surrounding surface, and the manhole cover must overlap this rim.

• Immediately after construction or repair, the well should be disinfected. First the casing and lining should be

washed, and scrubbed with strong chlorine solution containing, 100mg of available chlorine per litre. A

strong solution is then added to produce concentration of 50-100 mg/litre in the water stored in the well.

After adequate agitation, the well water is left to stand for at least hours, then pumped out. The well is then

allowed to refill. When the residual chlorine of the water drops below 1 mg/litre the water may be used.

• Most of water is stated above applies also to the location and protection of springs. The following points

may be added:

� The collection installation should be so built as to prevent the entrance of light.

� The overflow should be so located as to prevent the entrance of surface water at times of heavy

rainfall.

� The manhole cover and gates should be locked.

� Before using the water, the collection chamber should be disinfected with a chlorine solution.

� An area within a radius of 50m around the spring should be fenced off to prevent ground surface

contamination.

Surface Water

• Surface water should be used as source of water supply only as a last resort.

• Measures should be taken to protect the watershed from pollution by animals and people. As it is usually

difficult to enforce control regulations, the point of intake for water supply should be located above any

tributary carrying grossly contaminated water. The pump intake should be screened and placed so that it

will not take in mud from the stream bed or floating debris. The device can be something extremely simple,

such as perforated drum fixed in the middle of the stream.

Treatment:

• Water should be tested for the presence of Escherchia coli and unsafe concentrations of nitrate as soon as

possible. Detection of E. coil indicates contamination by human waste and therefore requires immediate

protective and corrective measures.

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• Monitoring of water quality should be restored or initiated immediately. During the disaster, daily

determination of the chlorine residual in public water supply is sufficient.

Disinfection:

• Chlorine and chlorine-librating compounds are the most common disinfectants. Chlorine compounds for

water disinfectation are usually available in three forms:

� Chlorinated lime or bleaching powder, which has 20% by weight of available chlorine when fresh. Its

strength should always be checked before use.

� Calcium hypochlorite, a more stable compound sold under various proprietary names. This

compound contains 70% by weight of available chlorine. If properly stored in tight container and in

dark cool place, it preserve its chlorine contents for considerable period.

� Sodium hypochlorite, usually sold as solution of approximately 5% strength under a variety of

proprietary names. Its use in water disinfectation is limited to small quantities and special

circumstances.

Methods of chlorination:

Gas chlorinator

• These machines draw chlorine gas from a cylinder containing liquid chlorine, mix it in water and inject into

supply pipe. Mobile gas chlorinators are made for field use.

Hypochlorinators

• These are less heavy than gas chlorinator and more adaptable to emergency disinfection. Generally, they

use a solution of calcium hypochlorite or chlorinated lime in water and discharge it into a water pipe or

reservoir. They can be driven by electric motors or petrol engines and their output can be adjusted.

• Hypochlorinators are small and easy to install. They consists usually of a diaphragm pump and standard

accessories, including one or more rubber-lined, solution tanks and a chlorine residual testing set. The usual

strength of solution is 0.1% and it seldom rises above 0.5%

The Batch Method

• In the absence of the chlorinators, water is disinfected by batch method. This method is more likely to be

used in emergencies. It involves applying a predetermined volume of chlorine solution of known strength to

a fixed volume of water by means of some gravity arrangements. The strength of the batch solution should

not be more than 0.65% of chlorine by weight as this is about the limit of solubility of chlorine at ordinary

temperatures. For example 10g of ordinary bleaching powder (25% strength) dissolved in 5 litres of water

gives a stock solution of 500mg/litre. For disinfection of drinking water, one volume of the stock solution

added to 100 volumes of water gives a concentration of 5mg/litre. If after 30 minutes contact the chlorine

residual is more than 0.5mg/litre this dosages could be reduced.

• After the necessary contact period, excess chlorine can removed to improve the taste by such chemicals as

sulphur dioxide, activated carbon, or sodium thiosulphate. The first two are suitable for permanent

installations, whereas sodium thiosulphate is more suitable for use in emergency chlorination. One tablet

containing 0.5g of anhydrous sodium thiosulphate will remove 1mg/litre of chlorine from 500 litres of water.

Continuous Chlorination

• This method, in which porous containers of calcium hypochlorite or bleaching powder are immersed in

water, in use mainly for wells and springs but is also applicable to other types of water supply. A free

residual chlorine level of 0.7 mg/litre should be maintained in water, treated for emergency distribution. A

slight taste and odor of chlorine after half an hour gives an indication that chlorination is adequate. In

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flooded areas where the water distribution system is still operating, higher chlorine residual should be

maintained. Occasionally, an unpleasant taste develops from the reaction of chlorine with phenolic or the

other organic compounds. This taste should be accepted, as it is an indication of safe disinfection.

Filtration-Disinfection

• In this method water is mixed with diatomaceous earth, then passed through the filter unit in which filtering

partitions (septa) are installed. Mobile purification units using this process have been produced with

capacities up to 50,000 litres per hour. They consist essentially of:

� A centrifugal pump driven by a rope-started gasoline engine.

� A filter (diatomic)

� A hypochlorinator

� A slurry feeder and an air compressor.

� A precoat and recirculating tank.

� A chlorine solution tank.

� Hose adapters

� Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and

� A tool box. Instructions in the manuals supplied with such units must be followed.

Physical Protection:

• In disaster situation, physical protection of water supplies for use, is a major consideration. In addition to

such barriers as walls and fences, guards may be necessary to prevent mobs from overrunning and

damaging treatment units, pumping stations, tankers, distribution stations, and temporary collection

facilities. Intake structures, wells and springs should also protected against misuse. The character and extent

of such protection will depend on the local situation.

Ice Supply:

• Required ice should be supplied from a commercial manufacturing plant where it is made from safe water

and where sanitary regulations are observed.

• It should be distributed in trucks designed for the purpose, equipped with tools for the safe handling of ice.

• After drinking water is secured within stricken areas, making water available for domestic use (such as

leaning and washing) should be considered.

Coagulation-Disinfection:

• Removal of the organic matter greatly lessens the amount of chlorine needed for disinfection. There are

many factors that govern the coagulation process. These include:

1. Hydrogen-ion concentration. The optimum pH value for coagulation is the value that the best floe

formation and setting. The pH value of water changes when coagulants are used and has to be

adjusted to its optimum value by addition of alkali or acids.

2. Mixing. Coagulants must be thoroughly mixed with the water to give satisfactory results. This may be

accomplished by (a) pump action, whereby the coagulant solution is added to the suction pipe of the

pump and pump does the mixing; (b) the drip bottle method i.e. hanging a drip-bottle over the

discharge pipe or hose of raw water that feeds the tank and letting the coagulant solution drip on to

the water jet; or (c) dissolution, i.e. allowing the discharge of raw water to splash on to a basket

containing solid coagulant.

3. Coagulant dosage. The amount of the coagulant and chemicals required to adjust the pH value of

water may be calculated when the pH and the type of alkalintiy are known. However the optimum

dosage for a given water may be determined approximately using the jar test.

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Coagulation-Filtration-Disinfection:

• In this method filtration is added to the procedures described above. If temporary reservoir can be

arranged, it is preferable to let the water settle before filtering it. In mobile purification units, however the

water is filtered through a pressure filter without setting. They usually have a capacity of 4000-7000 litres

per hour, and consist essentially of:

� A centrifugal pump directly coupled to a gasoline engine.

� A filter (pressure, rapid and filter)

� A hypochlorinator

� A chemical solution tank

� (one for alum and one for soda ash)

� A chlorine solution tank.

� Hose adapters

� Valves (pump suction, inlet, drain, outlet, flow control air release, etc) and

� A tool box. Instructions in the manuals supplied with such units must be followed.

PUBLIC WORK DEPARTMENT

Planning Assumptions:

• There is no substitute for maintaining standards of services and regular maintenance during normal times.

This affects the response of the department to any disaster situation.

• The department is required to adopt appropriate measures to ensure that the community participates

substantially.

• For effective preparedness, the department must have a disaster response plan or disaster response

procedures clearly defined in order to avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercise will

keep the department prepared for such eventualities. Special skills required during emergency operations

need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL

OFFICER – PWD” at district level respectively.

• To the extent possible, preventive measures as recommended in the preparedness and mitigation

document of DDMAP, should be undertaken to improve departmental capacity to respond to a disaster.

Disaster Situation:

• Restoration of roads to their normal condition.

• Repair/reconstruction of public utilities and buildings.

Activities on Receipt of Warning or Activation of CDMAP:

• Within the affected district all available personnel will be made available to the District Disaster Manager. If

more personnel are required, then out of station officer or those on leave may be recalled.

• All personnel required for Disaster Management should work under the overall supervision and guidance of

District Disaster Manager.

• Establish communications with District control room and your departmental offices within the division.

• All district level officials of the department would be asked to report to the Deputy Commissioner/DDM.

• Appoint one officer as “Nodal Officer - PWD” at district level.

• The “Nodal Officer - PWD” will be responsible for mobilizing staff and volunteers to clear the roads in his

section, should a disaster strike.

• The “NODAL OFFICER – PWD” should be familiar with pre-disaster precautions and post disaster procedures

for road clearing and for defining safe evacuation routes where necessary.

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• All officers3 should be notified and should meet the staff to review emergency procedures.

• Review and update precautionary measures and procedures and review with staff the precautions that have

been taken to protect equipment and the post-disaster procedures to be followed.

• Vehicles should be inspected, fuel tanks filled and batteries and electrical wiring covered as necessary.

• Extra transport vehicles should be dispatched from HQ and stationed at safe and strategic spots along

routes likely to be effected.

• Heavy vehicles should be moved to areas likely to be damaged and secured in a safe place.

• Inspection of all roads, bridges, government buildings and structures must be done and structures which are

endangered by the impending disaster identified.

• Emergency tool kits must be made available and should include

� Crosscut saws

� Axes

� Power chain saw

� Sharpening Files

� Chains and tightening wrenches

� Pulley block with chain and rope

• The designation of routes strategic to evacuation and relief should be identified and marked in close

coordination with the DCR.

• Establish a priority listing of roads which will be opened first, the most important being roads to hospitals

and main trunk routes.

• Give priority attention to urgent repair works in disaster affected areas.

• Identify locations for setting up transit and relief camps, feeding centers and quantity of construction

materials required and inform the DCR accordingly.

Relief and Rehabilitation:

• All works teams should be issued two-way communication link.

• Provide a work team carrying emergency tool kits, depending on the nature of the disaster, essential

equipments such as

� Towing vehicles

� Earth moving equipments

� Cranes etc.

• Each unit should mobilize a farm tractor with chain, cables and a buffer stock of fuel.

• Adequate road signs should be installed to guide and assists the drivers.

• Begin clearing roads. Assemble casual labor to work with experienced staff and divide into work gangs.

• Mobilise community assistance for road clearing by contacting community organizations.

• Undertake clearing of ditches, grass cutting, burning, removal of debris and the cutting of dangerous trees

along the roadside in the effected area through maintenance engineer’s staff.

• Undertake repair of all paved and unpaved road surfaces including edge metalling, potholes patching and

any failure of surface, foundations in the affected areas by maintenance engineer’s staff and keep

monitoring their conditions.

• Undertake construction of temporary roads to serve as access to temporary transit and relief camps and

medical facilities for disaster victims.

• As per the decision of the district control room, undertake construction of relief camps, feeding centres,

medical facilities, cattle camps.

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• An up-to-date report of all damages and repairs should be kept in the district office report book and

communicate the same to the district control room.

• If possible, review of the extent of damage (by helicopter) should be arranged for the field Officer-in-Charge,

in order to dispatch most efficiently road clearing crews, and determine the equipments needed.

Standards for Relief Camps:

Tent Camps

• The layout of the site should meet the following specifications.

1. 3-4 hectares of land/1000 peoples

2. Roads of 10 meters width

3. Minimum distance between edge of roads and tents of 2 mtrs.

4. Minimum distance between tents of 8 mtrs.

5. Minimum floor area/tent of 3 square meters per person.

• Water distribution in camp sites consists of

1. Minimum capacity of tanks of 200 litres

2. Minimum capacity per capita of 15 liters/day

3. Maximum distance of tanks from farthest tent of 100 meters.

• Solid waste disposal containers in tent camps should be

1. Waterproof

2. Insect-proof and

3. Rodent-proof

4. The waste should be covered tightly with a plastic or metallic lid

5. The final disposal should be by incineration or by burial.

• The capacities of solid waste units should be, 1 litre/4-8 tents; or 50-100 litres/25-50 persons.

• Excreta and liquid waste should be disposed in bore-holed or deep trench latrines in tent camps.

Specifications for these are:

1. 30-50 meters from tents.

2. 1 seat provided/10 persons

3. Modified soakage pits should be used for waste water by replacing layers of earth and small pebbles

with layers of straw, grass or small twigs. The needs to be removed on a daily basis and burned.

Buildings:

Buildings used for accommodating disaster victims should provide the following:

1. Minimum floor area of 3.5 sq. meters/person

2. Minimum air space of 10 sq. meters/person

3. Minimum air space circulation of 30 cubic meters/person/hour and

4. There should be separate washing blocks for men and women.

5. Washing facilities to be provided are:

• 1 hand basin/10 persons

• 1 wash bench of 4-5 meters/100 persons and 1 shower head/50 persons in temperate climates

6. Toilet accommodation in buildings housing displaced persons, should meet these requirements:

� 1 seat/25 women

� 1 seat plus 1 urinal/35 men

� Maximum distance from building of 50 meters.

7. Refuse containers are to be plastic or metallic and should have closed lids. To be provided are:

• 1 container of 50-100 litres capacity/25-50 persons.

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HIMACHAL PRADESH STATE ELECTRICITY BOARD

Planning Assumptions:

• There is no substitute for maintaining standards of services and regular maintenance during normal times.

This affects the response of the department to any disaster situation.

• The department is required to adopt appropriate measures to ensure that community participates

substantially.

• For effective preparedness, the department must have a disaster response plan or disaster response

procedures clearly defined in order to avoid confusion, improve efficiency in cost and time.

• Orientation and training for disaster response plan and procedures accompanied by simulated exercise will

keep the department prepared for such eventualities. Special skills required during emergency operations

need to be imparted to the officials and the staff. Select personnel can be deputed for training as “NODAL

OFFICER – Power Supply” at district level.

• To the extent possible, preventive measures as recommended in the preparedness and mitigation

document of DDMAP, should be undertaken to improve departmental capacity to respond to a disaster.

Normal Time Activities:

• Assess preparedness level and report the same as per format to District Control Room every six months.

• Establish at each sub-station a disaster management tool kit comprising cable cutters, pulley blocks, jungle

knives, axes, crowbars, ropes, hacksaws and spanners. Tents for work crews should also be storage.

Disaster Situation:

• Restore the power supply and ensure uninterrupted power to all vital installation, facilities and site.

Activities on Receipt of Warning or Activation of Emergency Operation Centre:

• All personnel required for Disaster Management should work under the overall supervision and guidance of

District Disaster Manager.

• Establish communications with District control room and your departmental offices within the division.

• All district level officials of the department would be asked to report to the Deputy Commissioner/DDM.

• Appoint one officer as “NODAL OFFICER – Power Supply” at district level .

• Review and update precautionary measures and procedures and review with staff the precautions that have

been taken to protect equipment and the post-disaster procedures to be followed.

• Assist the state authorities to make arrangements for standby generators in the following public service

offices from the time of receipt of alert warning

� Hospitals

� Water Supply Stations

� Collectorate

� Police stations

� Telecommunications buildings

• Fill departmental vehicles with fuel and park them in a protected area.

On the occurrence of disaster all available personnel at City level will be made available to the

District Disaster Manager. If more personnel are required, then out of station officer or those on

leave may be recalled.

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• Check emergency tool kits, assembling any additional equipment needed.

• Immediately undertake inspection from the time of receipt of alert warning of

� High tension lines

� Towers

� Substations

� Transformers

� Insulators

� Poles and

� Other equipments

• Review the total extent of the damage to power supply installations by reconnaissance flight, if possible.

• On the recommendations of the Deputy Commissioner/District Control Room/ “Nodal Officer– Power

Supply” of the department in the district

� Instruct district staff to disconnect the main electricity supply for the affected area.

� Dispatch emergency repair gangs equipped with food, bedding, tents, and tools.

Relief and Rehabilitation:

• Hire casual labourers on an emergency basis for clearing of damaged poles and salvage of conductors and

insulators.

• Begin repair/reconstruction

• Assist hospital in establishing emergency supply by assembling generators and other emergency

equipments, if necessary.

• Establish temporary electricity supplies for other key public facilities, public water systems, etc.

• Establish temporary electricity supplies for transit camps, feeding centres, relief camps, district control room

and on access roads to the same.

• Establish temporary electricity supplies for relief material godowns.

• Compile an itemized assessment of damage, from reports made by various electrical receiving centres and

sub-centres.

• Report all activities to the head office.

• Plan for emergency accommodations for staff from outside the area.

On the recommendation of the Nodal Officer- Power Supply/ Deputy Commissioner/ District Control Room, at

state level, HPSEB shall:

• Send cables, poles, transformers and other needed equipment

• Send vehicles and any additional tools needed.

• Provide additional support as required.

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Annexure- 5 Snow Manual

PART-1

GENERAL -

Snow is a natural phenomenon which occurs in some parts of the State during winter. This manual envisages steps to

be taken before during and after a snowfall to prevent dislocation and damage to life and property.

OBJECTIVES

The objective of this Manual is to keep the concerned departments in readiness for the snow season, to take such

steps as are necessary to prevent damage and loss to human life and property and to ensure that normal life is

restored without any loss of time.

AREA OF OPERATION

The manual has been mainly prepared for Shimla town and its suburban areas. However it can be used by the District

Authorities of the State in other places also.

APPLICATION OF PROVISIONS OF MANUAL

The provisions of the manual will come into force at once and no sanction of any authority is needed to operate

various provisions of the manual. The finances involved for the operation of the manual will be debitable to the

normal budgets of the Deptt concerned and will be borne by “The Public Works Department” by “Superintending

Engineer” 4th

Circle Shimla.

Police Department by Superintendent of Police, Shimla

• Irrigation and Public Health Deptt.by Superintending Engineer IPH Shimla.

• Himachal Pradesh State Electricity Board by Superintending Engineer, Hydel Circle, Shimla.

• Home Guards by District Commandant 3rd Battalion, Shimla.

• Municipal Corporation by the Commissioner, Municipal Corporation, Shimla.

• Himachal Pradesh Transport Corporation by Divisional Manager Shimla.

In case of excess expenditure the matter will be referred to the Head of the Department and any excess will be

reported to the Govt. in case of expenditure incurred by the Deputy Commissioner, Shimla to provide relief in

connection with snow manual or in connection with the relief manual, the expenditure is debatable to the head “ 289

Natural Calamities” which is operated by the District Collector. Broadly, the departments involved in restoring

normalcy and taking preventive actions are PWD (B&R), Irrigation and Public Health, HPSEB, Municipal Corporation,

Shimla. Civil Defence and Home Guards, Transport, Police and Magistracy. All the departments are expected to assist

and cooperate with the district administration in tiding over this difficult period.

PART-2

PREVENTIVE ACTION

All departments concerned will take preventive steps to avoid any loss of human life or

property during the course of snow and these steps should be taken in hand well in time.

PUBLIC WORKS DEPARTMENT (B&R)

The public Works Department (buildings and Roads) is primarily responsible for keeping the roads open and to achieve

this objective they should inspect the roads under their control at a fairly senior level to see if any wall or any road at

any place, requires repair and is likely to give way in the event to snow. All such repairs should be carried out well

before snow season occurs. The Officer should also inspect all the trees which are standing by the side of the road and

if any tree is likely to fall, steps should be taken well in advance to remove the same so that no damage is caused by

its sudden fall to any human life or property. They should also check up their machinery like bulldozers and snow

cutters well in advance and carry out necessary repairs before the snow season sets in. The department will also

ensure that sufficient quantity of salt is procured for Shimla Town so that it could be spread on the road soon after the

snow fall for smooth running of traffic. The public Works Department will prepare an operation plan detailing the

steps to be taken. The Superintending Engineer concerned will send a report to the Engineer-in-Chief, PWD that all

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steps envisaged in the Snow Manual for preventive maintenance of roads buildings tools and plants have been taken

with a copy to Commissioner-cum-Secretary GAD to the Govt. of Himachal Pradesh and the Deputy Commissioner,

Shimla.

IRRIGATION AND PUBLIC HEALTH DEPTT.

Water supply is one of the most important necessities of life and irrigation and Public Health Department should

ensure that all water pipes within the jurisdiction of I&PH Department should ensure that all water pipes are properly

covered under the ground and wherever they are exposed, they should be properly wrapped with hessian cloth or coir

ropes so that the pipes do not burst during the winter season and uninterrupted water supply is available in the Town

area. For the purpose preventive maintenance of pipes and other tools and plants should be carried out well before

the snow season. Adequate steps should be taken to keep the pumps of Gumma, Jugroti, Chohor and Chor well

maintained and proper arrangementof electricity supply should be made. The Superintending Engineer concerned will

send a report to the Engineer-in-Chief that all steps envisaged in the Snow Manual for preventive maintenance of

water supply have taken with a copy to Commissioner-cum-Secretary GAD and the Deputy commissioner, Shimla.

H.P. STATE ELECTRICITY BOARD

To ensure undisrupted supply of electricity, the HPSEB authorities should see that all lines are checked and preventive

maintenance of electric installations is carried out. The lines and machines should be in proper order and preventive

maintenance should be carried out in relation to all the tools and plans under their control. The lines should be

inspected jointly by the SDOs concerned of HPSEB and Municipal Corporation, Shimla from 15 to 20 November every

year, and if any tree is likely to fall or if any branch of trees is likely to fall or touch the lines disrupting the electricity

supply, they should send a report to the Government to obtain permission for removal/lopping of such trees to avoid

any failure of electricity. The Department should doubly ensure that supply of electricity to Gumma pumping Station

remains uninterrupted during the snow season. The Superintending Engineer, HPSEB will send a report that he has

ensured the compliance of the provisions of the Manual and furnish the same to the Chief Engineer, HPSEB with a

copy to Commissioner-cum-Secretary, GAD to H.P. Government and Deputy Commissioner, Shimla.

MUNICIPAL CORPORATION, SHIMLA

The Municipal Corporation, Shimla is primarily responsible to provide various basic amenities to the citizens and their

responsibility becomes all the more important during the snow season. They have to make all preparations well in

advance to keep various facilities intact during the snow. All water lines under the control of Municipal Corporation

should be checked up and it should be ensured that they are properly covered so that the water does not freeze

during the winter season. All fire hydrants should be properly checked to ensure smooth flow of water to light against

any eventualities of fire during the snow. Fire hydrant indicators should be installed so that in the event of fire there is

no difficulty in locating the same. They should be well above the ground so that they do not get buried under the

snow. All the municipal roads should be inspected and more attention should be given to sloppy paths/roads.

Dangerous trees should be located and proper steps should be taken so that they do not fall during the snow season

causing loss or endangering human life and property. The street lights particularly between Sanjauli, St. Bedes and

Chotta Shimla should be checked with special reference to the installations like bulbs and tubes etc. and they should

be repaired through the agency concerned well before the snow season. Disruption of street light is a very great

hazard. The Municipal Corporation should store sufficient stock of salt so that it could be spread on the roads in snow

season. This salt can easily be procured from Gumma. The drains should be checked and cleaned before the snow

season as it may be difficult to clean them when the snow has covered them. The areas which are prone to land-slide

should be checked and remedial steps should be taken well in advance. The steps connecting various roads should be

got repaired because once they are under snow, it is difficult for pedestrians to identify pot-holes in the drains and the

roads, which cause accidents. All buildings in the town should be inspected and any building which is likely to give way

with heavy snow fall should be set right by taking recourse to legal provisions of Municipal Corporation Act. The

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buildings which are risky should be declared as such and steps should be taken to get them evacuated to avoid any

loss of human life or property. The Commissioner, Municipal Corporation will send a report to the Commissioner,

Shimla Division, that all preventive steps as envisaged in the Manual have been taken with a copy to the

Commissioner-cum-Secretary, GAD to H.P. Government and the Deputy Commissioner, Shimla.

TELEPHONES

The Telephone Department should check their poles and wires and if there is any sag in the lines or any pole is likely

to give way during the snow they should be set right well before snow season.

CIVIL DEFENCE & HOME GUARDS

The Civil Defence & Home Guards Department should get their vehicles viz. ambulances and fire brigades properly

checked and repaired before snow seasons. Arrangements of snow chains should be made for all vehicles so that they

could be plied during the snow season. The drivers should be given adequate training to ply the vehicles in the snow

season. Thefirefighting organization should prepare a map of fire hydrants and keep- them identified so that if they

are under snow they could be located in any emergency of fire. An adequate number of Home Guards should be

called out to meet any eventuality before snow season. The number of Home Guards required should be worked out

in consultation with the Deputy Commissioner, Shimla. The District Commandant, Home Guards will send a report

that he has taken proper steps as envisaged in the Manual and forward the same to the Commandant General, Home

Guards with a copy to the Commissioner-cum-Secretary (GAD) to H.P. Government and Deputy Commissioner, Shimla.

TRANSPORT

The HRTC authorities should check all their buses for preventive maintenance and also ensure that diesel does not

freeze during the winter season. They should also make arrangements for using snow chains in the local buses which

are proposed to be plied during the snow. In case of very heavy snow fall, only limited number of buses can be plied

which should be ear-marked well in advance so that there is no confusion or breakdown during the snow fall.

SUPERINTENDENT OF POLICE

The Superintendent of Police should keep adequate force for the snow season. The force should be properly equipped

with clothing, shoes, rain-coats, torches etc. He should also arrange in advance adequate number of wireless sets

which could be deployed in the event of heavy snow fall and failure of telephone communication. The requirement of

Home Guards should also be worked out well in advance. The Superintendent of Police will determine the

requirement of force etc. In consultation with the District Magistrate for various purposes like patrolling, helping the

stranded and infirm and rescue operations in case of collapse of any building and traffic jams.

DEPUTY COMMISSIONER, SHIMLA

The Deputy Commissioner, Shimla should ensure that adequate supply of essential commodities is stored in the town

in Govt. Fair Price Shops so that there is no shortage of supply during the snow season. Sufficient quantity of coal,

Kerosene Oil, Cooking gas and other essential commodities should be stored in consultation with the Director, Food &

Supplies. The Deputy Commissioner, Shimla should also ensure that all his vehicles are in order and they are equipped

with snow chains so that he is able to provide assistance to the stranded staff/officers and other needy persons. The

Magistrates in the town should be in readiness so as to swing into action whenever needed. They should be equipped

with proper clothing, sticks, shoes etc. The Deputy Commissioner, Shimla will also keep reasonable stocks of shoes,

sticks, torches, Blankets, Jerseys/sweaters and tarpaulins so that these could be used by the stranded persons.

MEETING OF THE OFFICERS

The Deputy Commissioner, Shimla will convene meeting of all representatives of the departments before the end of

December every year and apprise them of the various provisions of the Manual requesting them to take action as

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envisaged in the Manual and issue necessary orders to the effect that necessary preventive steps have been taken and

send a report to the Commissioner-cum- ecretary (GAD) to the H.P. Government

PART-3

INSPECTION DURING THE SNOW

The Deputy Commissioner, Shimla will be the over all in charge of the arrangements during the snow. A room will be

set up for which at least two rooms will be made available by the Municipal Corporation, Shimla to the Deputy

Commissioner, Shimla. One room will be used for the Magistrate on duty and the other for the staff working in the

control room. Each department concerned will nominate one person and send his name, designation and telephone

number to the Deputy Commissioner, Shimla latest by the 15th

November, who would be responsible as a Liaison

Officer of the Department for over all co-ordination of the operation during the snow. The following will be liaison

officers from their Departments.

• Superintending Engineer, HPPWD, 4th Circle Shimla

• Superintending of Police, Shimla.

• Superintending Engineer, I & PH, Shimla.

• Superintending Engineer, Shimla Hydel Circle, HPSEB

• District Commandant, Home Guards, 3rd Battalion.

• Commissioner, Shimla Municipal Corporation.

• Divisional Manager, HRTC Shimla

The Duty Magistrate will be assisted at the Control room by representatives of all thedepartments and such number of

other persons like Home Guards, Police and other ministerial staff as may be required from time to time. A telephone

with hunting facility will be provided at the control room by the Deputy Commissioner, Shimla. Arrangement to keep

the control room warm by angithis or heaters will also be made by the Deputy Commissioner, Shimla. A register will

be maintained at the duty room in which the attendance of those who are present in the duty room will be marked

and, if any of the representatives leaves the control room with the permission of Duty Magistrate, a note to that

effect will be indicated with his probable time of return. Another register in the control room will be maintained in

which all emergency calls requiring assistance will be noted with the full particulars of the caller and the assistance

needed by him. All types of complaints like failure of telephone, electricity, water supply, bad condition of roads etc.

will be recorded and action taken will also be noted down in the register. The form to be used for the above

mentioned two registers are at Annexure “F” and “G”. If on any day the official does not report for duty or leaves the

control room without permission of the Duty Magistrate, the Duty Magistrate shall forthwith report the matter to the

liaison Officer and, in case, no favorable response is received from the Liaison Officer, the matter will be immediately

brought to the notice of the Deputy Commissioner and Commissioner-cum- Secretary (GAD) to the Government of

H.P.

PUBLIC WORKS DEPARTMENT (B&R)

The Public Works Department (B&R) is responsible to ensure that the roads under their charge are cleared of snow

within 24 hours’ time. To achieve this objective, they should prepare terms and earmark the areas for each team for

manual clearance of the roads. A senior officer of the Public Works Department (B&R) will inspect the road frequently

land ensures that no slackness is shown by the teams keeping the road clear. Snow cutters and bulldozers should be

earmarked for various roads and they should come into action immediately without waiting for any formal orders

from their superiors when the snow fall takes place. All places where the vehicles get stuck due to slippery road,

should be given special attention by clearing those areas on priority and salt should be spread in adequate quantity at

such inclines. In addition to the PWD roads, Municipal road from Chotta Shimla to kennedy House and from Ridge to

Sanjauli shall also be cleared by the PWD because of the limited man power resources of the Municipal Corporation.

The Municipal Corporation Shimla will, however, pay to the PWD the expenditure incurred by the latter for keeping

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these roads clear. Use of snow-cutters, spreading of salt and manual clearance of roads should be resorted in such

areas. The complaints of non-clearance of roads from any area should be promptly attended to and if the traffic is

stranded at any particular point, assistance should be rushed to that place and in such cases, the Senior Officer should

personally visit the place. The overall responsibility to ensure clearance of the roads will be that of the Public Works

Department who should keep liaison and co-ordination in all spheres to ensure smooth flow of traffic all over the

town.

IRRIGATION AND PUBLIC HEALTH DEPRTMENT

Irrigation and Public Health Department is responsible to maintain the water supply of the Town area by keeping the

pumps running and lines in order up to the point where the Municipal Corporation takes over the works. They should

ensure that the pumps work according to the schedule and there is no shortage of water supply in the town. They

should maintain liaison with the H.P. State Electricity Board for regular supply of Electricity for running of pumps on

priority. Proper arrangement to get information of the faults should be made and ear-marking the areas to the various

teams should be made to ensure that the pipes have not burst at any place. These patrolling teams will send

information for immediate attendance of the faults. The Superintending Engineer, (I&PH) will be responsible for

maintenance of the water-supply to the Town area and he shall inspect the areas during the course of snow so that he

satisfied that the supplies are being maintained.

H.P. STATE ELECTRICITY BOARD

The HPSEB is responsible to maintain electric supply to the drinking water pumps and for that purpose they should

make all possible arrangements for providing power even from alternative routes. Similarly electricity supply in the

town area for home consumption and for hospitals should be maintained on priority. The street lights have also to be

kept in working order throughout the snow season. The HPSEB should make special arrangements to ensure that the

power supply to the consumers is not disrupted. If any complaint of failure of electricity is received, the party should

immediately rush to the affected area. For this purpose, a few parties should be kept in readiness round the clock to

attend to such complaints. For the purpose of attending to all such emergencies, one vehicle of HPSEB will be parked

near the Corporation office at Shimla and if it becomes essential to ply any vehicle on the restricted/seated portion of

the road in Shimla, they may do so. The vehicles should only be plied in real emergency when an officer is travelling

along with staff. In case of any fault in the high tension lines the patrolling parties should be available to detect the

same and for this purpose, adequate number of patrolling parties should be detailed in advance and the area should

be ear-marked to them. Arrangements should be made to receive information from the patrolling parties quickly so

that the repair parties could be rushed. Wireless sets should be installed at Guma and Jutog and should be used for

such eventualities. Arrangements should be tied up in advance with the Superintendent of Police, Shimla, so that the

wireless sets are available at the time of necessity.

MUNICIPAL CORPORATION, SHIMLA

Apart from road through Chhota Shimla to White House and Sanjauli to Ridge which will be cleared by the PWD on

payment, there are other link-roads in the town area including Lower Bazar, Middle Bazar, Jakhu etc. where the roads

have to be kept clear/open for emergent plying of ambulances and fire brigade vehicles. A list of important roads

should be prepared for clearance of snow on priority basis. This work is to be done by the Municipal Corporation

through their own staff of workers who should be ear-marked to the various areas well in advance. They will swing

into action to clear the areas immediately, a list of such teams prepared for each area should be sent in advance to

the control room so that Duty Magistrate knows the particulars of the teams and the persons heading the team and

any complain from that area should be immediately attended to. In clearing small roads, the first attempt should be to

prepare a path for the pedestrians and the roads should be cleared immediately for small vehicular traffic. Sufficient

labour for this purpose should be arranged by the Municipal Corporation and no delay should take place in clearance

of such roads. The Municipal Corporation should also attend to the complaints of bursting of pipes and freezing of

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water, in the pipes in various localities so that the water supply is not disrupted. This could be avoided to a great

extent if preventive action has been taken by covering the pipes and not allowing them to be exposed. In the event of

snow fall, a large number of “Safai” staff becomes surplus who should be deployed for keeping the drains clear and

clean and also to keep up the sanitation in various parts of the town area. This would include arrangements for

removing garbage and also cleaning of public latrines in various places in the town. The stairs connecting various parts

of the town should be given special attention because most of the accidents take place by falling in the stairs and on

roads which are slippery. Sufficient quantity of salt should be spread in places where the roads/stairs are slippery and

railings may also be provided on these paths/roads to avoid accidents. The Municipal Corporation should make

advance announcements if there is disruption of water supply so that public remains aware of the same. Street lights

are most important during the snow season. Patrolling parties of the Municipal Corporation should see during the day

time if all the street lights are in working order and, in case, of any disruption, it should be rectified before dusk. In

case, any tree or branch of the trees fall on the road, they should be expeditiously cleared and for that a few teams

should be kept in readiness with proper equipment. The responsibility of maintaining services in the town area in

relation of the Municipal Corporation will be that of the Commissioner, Municipal Corporation who will maintain

liaison with the Duty Magistrate in the control room. There may be tourists who are held up in the town when their

vehicles get stuck at various places. Normally the coolies charge exorbitant rates for pushing vehicles to and from

various points. A few such teams of coolies should be prepared and their charges should be fixed at reasonable rates

by the Municipal Corporation for clearing the vehicles. The rates so fixed should be displayed on the notice boards at

sensitive points so that the outside tourists who are helpless, and not fleeced. The address of such parties should be

kept in the control room and hould be published in various places.

TELEPHONES

The Divisional Engineer, Telephones, whose representative will also be available in the control room, should ensure

that all complaints of elephone failures are expeditiously attended to. Telephone lines in the remote areas of the

District should remain in order so that the reports from the remote areas are received by the district administration

for immediate remedial action. The public complaints which are received from the public directly or through control

room should be attended to on priority and no slackness should be shown in this behalf. All the important telephone

numbers should be daily checked.

CIVIL DEFENCE AND HOME GUARDS

Sufficient number of home guards should be called out during the snow season and they should be used for rescuing

stranded persons. They should be made into small parties and wherever necessity arises, they should rush. They

would also be used for carrying ailing persons to the hospitals, in case, ambulance is not above to ply. Any vehicle

which gets stranded in any area of the town should also be cleared with the help of such parties. Adequate number of

home guards should be kept in readiness in or near the control room to assist the Duty Magistrate in performing his

duties. Home guard personnel should also be acquainted with the residence of VIPs and Senior Officers in the town so

that if any message is to be sent from the control room they should act as messenger in the event of failure of

telephonic communication.

MILK SUPPLY

Arrival of milk in the town should be ensured and, in case of disruption due to road blockade or failure of vehicular

traffic, manpower should be utilized to bring the milk to the centre of distribution. In Emergency, milk should also be

carried through men to the milk booths. Adequate supply of milk should be ensured. Manager, Milk Supply, Shimla

will be over all responsible to ensure milk supply in the town area.

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TRANSPORT

Efforts should be made that all transport should run as normal even during the snow. The transport authorities should

keep liaison with the control room and with the Public Works Department. The vehicles which ply in the snow should

have snow chains. A recovery van should also be arranged well in advance to recover the stranded vehicles from the

snowy roads. If any transport vehicle gets stuck at any point, immediate steps should be taken to clear the same

because the road also gets blocked if such vehicles are not cleared. The Divisional Manager, HRTC will be responsible

for overall arrangements of the transport in the town area. He should ensure that all buses ply as usual even during

the snow season.

SUPERINTENDENT OF POLICE

The Police should remain vigilant during the snow season against both crime and providing assistance to the people.

Patrolling parties of police should patrol various areas of the town and if they find anything wrong they should

immediately get in touch with the control room for remedial measure. A large number of vehicles come from plains

during the snow season and it is not possible for Flat or Ambassador Cars to ply on the road without chains. They

should be stopped at the Police Barrier or at some other convenient places where the traffic is not jammed. The HRTC

will make necessary arrangements of coolies to carry the baggage of the passengers and the occupants should be

accordingly advised. If one vehicle gets stuck on the road the entire traffic is jammed and, therefore, vehicles which

are not fit for plying in the snow, should not be allowed to ply on such roads. They could be parked at convenient

places wherever they are detected. The Superintendent of Police will also ensure that wireless sets are used by the

Patrolling parties so that they are above to send information to the Police Reporting Room and the Control Room. The

Superintendent of Police will also coordinate with the Superintending Engineer of the H.P. State Electricity Board in

the matter of getting information from the patrolling parties of High Tension lines. If necessary a Temporary, Wireless

Station can be established at Gumma to monitor the pumping of water for Shimla Town.

DEPUTY COMMISSIONER, SHIMLA

The Deputy Commissioner, Shimla will be over all in charge of the various operations under this Manual. The Duty

Magistrate in the Control Room should function round the clock and co-ordinate the activities and operations of

various departments during the snow season. He should ensure that all the complaints made to him are entered in the

register and necessary action is taken. He should himself contact the calling parties to know whether complaint made

by them has been rectified. In the event of receipt of information of any VIP or Officer getting stranded to and from

Shimla, the Duty Magistrate should immediately depute a vehicle along with few Home Guards and necessary

requipment like shoes sticks, rain coats, torches etc. so that such stranded persons are rescued. Similarly if there is

any call from ailing persons and Ambulance is not able to ply, the Duty Magistrate should make arrangements. The

Duty Magistrate will keep the Deputy Commissioner and Commissioner-cum-Secretary, GAD to the H.P. Government

informed of various events which come to his notice. In case, he is not above to get any cooperation from any

department, he should bring the matter to the notice of Deputy Commissioner, Shimla forthwith. The Deputy

Commissioner will keep at least two vehicles with chains available along with drivers round the clock under the charge

of Duty Magistrate. One of these vehicles could be parked in the Ambulance Station for emergency duty. As regards

supply of essential commodities, the control room should maintain complete liaison and complaints should be

attended to by the District Food and Supplies Controller, Shimla under the overall charge of the Deputy

Commissioner, Shimla. The District Food & Supplies Controller should maintain daily stock position and in case of any

shortage, he should bring the matter to the notice of the Deputy Commissioner. In such difficult situation, the traders

tend to charge high rates for essential commodities. This should be properly checked. The cooking as dealers should

be advised in advance to make adequate arrangements for distribution of cooking gas during the snow season. There

may be some poor and infirm people who suffer because of heavy snowfall. Such persons have also to be helped and

all deserving persons should be provided assistance by way of clothing and blankets so that due to heavy snowfall

they do not die. In deserving cases where it may be necessary, some food grains could also be given. Due to heavy

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snow or snow storm sometimes some buildings may collapse or may be damaged. In such eventualities the

administration will move swiftly for making arrangements of evacuation and providing shelter accommodation. It may

be necessary to provide other assistance to such families like food grains, clothing, beddings etc. Adequate stock of

these articles should be made in advance so that no difficulty is experienced at the time of necessity.

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ANNEXURE - 6 Media Management during Disaster

Media is considered as the fourth pillar of Indian Democracy meaning there by that it can make or mar the opinion of

the people in the country and hence the role of media in disaster management can’t be lopsided and therefore we

need a responsible media in the country. By media, we generally imply the important channels of mass

communication. This includes television, radio, newspapers, magazines, audio and video cassettes as well as movies.

Media - print, voice or visual - is an organized means of reaching a large number of people, quickly, effectively and

efficiently. The suggestive, informative and analytical role of the media must form a key component of disaster

education. It is the most potent way of educating the community on disaster prevention, mitigation and rehabilitation.

These tasks can be carried out on the basis of the dual role of media related with imparting information and analyzing

disasters discerningly. The effects of disasters need to be examined not only in technical mind scientific terms, but

also in humanitarian, social and economic terms.

The electronic media have during recent times emerged as a major component of disaster management, as amply

demonstrated in the aftermath of the Jammu and Kashmir earthquake in 2005, sunami in 2010 and the recent cloud

bursts in Uttrakahand in 2012. Special emphasis is laid on the role of electronic media and information technology as

it is felt that this sector needs to be integrated with not only the disaster response but the overall disaster

management strategy. Role of the print media is also important, as this continues to be the medium of mass media in

many parts of the Indian society which are still unreachable by the electronic media. The print media have a major

role to play in the pre-disaster prevention, mitigation and preparedness activities through appropriate community

awareness generation.

Media needs to be proactive in nature rather than reactive. They need to disseminate the right information at the

appropriate time. For instance in Himachal, the reach of radio and television to the masses, in providing information is

getting organized. However, there is a need to include professionals in these channels to enable easy comprehension

and response to the information. For instance, the involvement of professional meteorologists or training of media

experts in providing weather-related information would definitely make an impact on how meteorological information

is presented. Keeping in view the usage of the information being disseminated by the media in the society, the roles

played by the Media can be categorized into the following four categories :-

1. Educator :- Before a disaster, educating people about the hazard, prevention and selfhelp during the disaster.

During rehabilitation, media can be extremely helpful in providing, accurate and unbiased coverage, post disaster

impacts and needs.

2. Mentor :- Guiding /advising people in preparing resource disaster calendar, resource mapping and preparation of

community contingency plan.

3. Critics:-By critically evaluating the emergency plan and benefit to be transferred to the people. This may include

review and improvement of any existing plan.

4. Opinion Maker:- Media can suggest long term suggestions in the form of structured measure like enactment of

certain legislation, adoption of code of conduct etc.

A) Steps required to be taken by media in disaster management Media plays an all round roll in pre disaster, during

disaster and post disaster stage. The media not only is powerful, it has an inner reach to the lowermost tier and the

top most tier as may be most useful for best Governance and management in the case of disaster. However media for

such disaster situations needs to be institutionalized and made purposeful, accurate, efficient and effective.

1 ) Pre Disaster Phase :- The early information by electronic media like television and radio about the likely disasters

can save many human being and lives tock. The loss to property can also be minimized to considerable extent. The

media can create awareness among community about various types of disasters. It can also play a role in preparing

the community by training them and making them aware about do’s and don’ts during disasters.

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2) During Disaster :-

a) It will play the role of Watch dog On the disaster machinery during the disaster phase. The response time of the

relief machinery is generally very late after any disaster. The rehabilitation work after the catastrophe is normally not

carried out expeditiously. The media can play the role of a watch dog especially after the disaster when rehabilitation

work is going on. The pressure of media in a democratic set up is tremendous and it should be used in a responsible

and constructive manner for the benefit of the society. Resources such as search and rescue team equipment, relief

material and money are essentially required during disaster and subsequent rehabilitation. The responsibility lies with

the Govt. to make available all the resources but some time the system is little lethargic and respond little late. In

those circumstances media can play a vital role by being a watch dog and keeping the disaster machinery active.

b) During a disaster, with the breakdown of communications, rumour can have debilitating effect on the relief work.

During this time, media can play a role of monitoring such rumours by relaying correct formation about the measures

being taken and monitoring them. In addition the media can also help by providing an early warning to the people

likely to be affected, or about the Do’s and Don’ts during a disaster. Media can also help in establishing contacts,

identifying the needy spots and focusing attention on them. In addition, media can help by assisting the authorities,

voluntary organizations and volunteers in reaching informing and assuring the affected ones of the assistance and

measures taken for their relief.

c) Media can keep a watch on anti- social elements who try to take advantage of such situations. They can report such

matter and highlight such situations. They can also assist the law and order machinery in restoring peace and harmony

in the affected community.

d) Media had played very effective role in raising resources for disaster victims in the past. The role of media during

Tsunami disaster, Bhuj earthquake where they not only raised crore of rupees but also truck loads of relief materials -

clothes food and medicine - was commendable. They were able to convince people for larger participation by

highlighting the contributions, providing tax-reliefs and quick and efficient mechanisms of donations.

3) Post disaster Phase:- Making appeal to the people to contribute for the reconstruction and restoration of the

disaster affected areas. During a disaster this network is severely affected. District administration who need to contact

different agencies like Indian Air Force, Indian Navy, Army, Govt officials and other departments for organization of

relief have to rely upon the network available with the media. The district administration take the support of media in

making various announcements , releasing the list of casualty, lost people, do’s and don’t of the disaster etc. Since

media’s network works on wireless mode, hence it is very effective and useful for the district administration.

B) Dos and Don’t for Media

The media should be very careful during reporting of disasters. It should not create excitement and an atmosphere

which lead to panic especially in today’s time when there is cut-throat competition between various television

channels and news papers. It is desired that a balance approach is taken to report a situation. The people should be

provided true and correct picture of disaster, its impact, the relief arrangements and coping mechanisms. They should

avoid issuing warning signal unless it has been issued by the govt. Self generated code of conduct for media

1. Impartial

2. Sensitive to social norms and values

3. Not to infringe upon privacy of individuals and families.

4. Avoiding provocation of one group against another.

5. Journalists covering disaster should have basic knowledge and training on disaster management.

6. Make available greater space and broadcasts related to disaster aspects in the form of brief spots, interviews and

full- length features.

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Annexure-7 Ward Wise Map of Shimla

148

Annexure- 8 Earthquake Hazard Map of Himachal Pradesh

149

Annexure- 9 Landslide Hazard Map of Himachal Pradesh

150

Annexure – 10 Wind Hazard Map of Himachal Pradesh

151

Annexure – 11 Map of existing Water Supply System

152

Annexure - 12 Existing Sewerage System

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Annexure-13 Heritage Buildings

Sr No Name of Building Sr. No Name of Building Sr. No Name of Building

1 Post Office Summer Hill 32 Bantony 63 Inverarm (State Museum)

2 Institute of Advance Studies 33 Telegraph Office. 64 Straberry Hill

3 Post Office Chaura Maidan 34 St. Andrew’s Church 65 The Bemloe Cottages

4 The Cecil 35 General Post Office 66 Spring Field

5 Carton House 36 Building of the ICICI Bank 67 St Mark’s

6 Clermont 37 The Whole range of the Building starting from

Northern Railway booking agency opposite to

Telegraph Office Building and upto Ramji Dass

Dina Nath Building on the Mall Road

68 South Gate

7 Race View 38 Town hall 69 Foswell

8 Vidhan Sabha HP 39 Gaitey Theatre 70 Emm Villa

9 Gorton Castle 40 Band Stand 71 Craig Gardens

10 Railway Board Building 41 M.C.Library, Ridge 72 Dimple Lodge

11 Prakash Niwas 42 Christ Church 73 Delphine Lodge

12 State Bank of India 43 Ladies Park 74 Eldeston

13 Convent of Jesus and Mary 44 United Service Club 75 Eaglemount

14 Aira Holme 45 The Clarks 76 Railway Station, Summer Hill

15 Sterling Castle 46 The chalet 77 Winter Field

16 Hainault 47 The Cedars 78 Thomas Church

17 Jakhoo Temple 48 Oak Over 79 Shimleshwar (Shiv Mandir)

18 Corner House 49 Cementry near Oak Over 80 St. Edward School

19 Torrentium 50 Woodvilla 81 Wood Bank Offices Rest Hose

20 Pari Mahal (Old Mahal) 51 Erneston 82 Thistle Bank

21 Holly Lodge, Main Building 52 Yates Place 83 Raj Bhawan (Barnes Court)

22 Walsingham (D.C.Residence) 53 Bishop Cotton School 84 Police Station Sadar at Bileauganj

23 Kamla Nehru Hospital (old) 54 Govt. Boya Degree College Sanjauli 85 Y.M.C.A.

24 Manorville 55 Sodhwal Lodge 86 St. Michael’s Cathedral

25 Kali Bari Temple 56 The Kalka Shimla Railway Line 87 Deen Dayal Upadhyaay Hospital

(Formerly Ripon Hospital)

26 Grand Hotel 57 Crow Borough 88 Green Gate

27 Rithey Castle 58 Office of the Deputy Commissioner 89 Benmore Estate

28 Tara Hall 59 Ellerslie Building 90 Toryne House

29 Auckland House 60 Police Station, Chotta Shimla 91 Morvyn ( I.T.Shimla)

30 Chapslee School 61 The Burj 92 Police Station Sadar at Sabji Mandi

31 Y.W.C.A. 62 Armsdell

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ANNEXURE- 14 Chronological Development of Shimla City

Shimla - 1909 Shimla - 1924 Shimla - 1978

Shimla - 2005 Shimla – Existing Land use Shimla – Proposed Land use

(2021)

• After the partition of India in 1947, many of the Punjab Govt. Offices from Lahore in Pakistan were shifted to

Shimla.

• In 1966, Shimla became the capital of Himachal Pradesh.

• Town and Country Planning Department Shimla (Himachal Pradesh) has been prepared the Development Plan for

the Year 2021. Total area under proposed planning is 9950 hectares out of which 1475.76 hectares is proposed for

various uses, whereas 8474.24 hectares is left under agriculture, forests, barren and undevelopable land.

• Developments in Shimla, that Marks the Major

Milestones in the Growth of the City, are as listed below.

• 1819, Lieutenant Ross, the Assistant Political Agent in

the Hill States, set up a wood cottage in Shimla.

• 1822, his successor and the Scottish civil

servant Charles Pratt Kennedy built the first pucca

house in the area.

• By 1826, some officers had started spending their entire

vacation in Shimla, on accounts of the England-like

climate.

• In 1830, the British acquired the surrounding land from

the chiefs of Keonthal and Patiala in exchange for the

Rawin pargana and a portion of the Bharauli pargana.

The settlement grew rapidly after this, from 30 houses in

1830 to 1,141 houses in 1881.

• Shimla was declared the Summer Capital of British India

in 1864.

• 1871, the Punjab Govt. also decided to use Shimla as its

summer Capital In 1902, Walker Hospital was opened.

155

Annexure - 15 Current Project implementing under Shimla City:

A GOI-UNDP Project supported by USAID “Climate Risk Management in Urban areas through disaster

preparedness and mitigation”

In view of the increasing risk exposure of the urban areas of India, often accentuated by climate change and

variability, a project on “Climate Risk Management in Urban Areas through Disaster Preparedness and Mitigation”

has been approved jointly by the Government of India (GOI) and United Nations Development Programme (UNDP)

with financial support from USAID. The project would be implemented over a period of three years (Sept 2012 –

2015) with a total budget of US$ 1.21 million.

The key objectives of the project are to:

1. Reduce disaster risk in urban areas by enhancing institutional capacities to integrate climate risk reduction

measures in development programs as well as to undertake mitigation activities based on scientific analyses, and

2. Enhance community capacities to manage climate risk in urban areas by enhancing the preparedness.

The project is being implemented in eight cities in the multi-hazard states of Andhra Pradesh, Kerala, Himachal

Pradesh, Orissa, Sikkim, Tamil Nadu and Maharashtra. The cities are: Gangtok, Shimla, Bhubaneswar,

Thiruvananthapuram, Madurai, Vijayawada, Visakhapatnam and Navi Mumbai.

Towards these objectives the following activities have been envisaged under the project:

i. Preparation of City Disaster Management Plan (CDMP)

ii. Hazard Risk and Vulnerability Analysis

iii. Building capacities of communities in disaster response through trainings

iv. Formulation of an Action Plan to strengthen Early Warning Systems based on analytical studies

v. Preparation of Sectoral Plans (in four key sectors) to mainstream DRR and Climate Change Adaptation in

development programmes

vi. Knowledge Management initiatives

Six cities are presently covered under Urban Risk Reduction Project of GOI-UNDP DRR Programme. These cities

have made some progress on many of the critical aspects of disaster risk management and have attempted to:

prepare city disaster management plans, set up Emergency Operation Centers, create mass awareness, and build

capacities of various stakeholders on disaster management. However, in most cases it is observed that the CDMPs

prepared at the city level are more focused on disaster preparedness and response with very little emphasis on

climate change adaptation and disaster risk reduction. These plans are not yet further reinforced with ward level

DM plans and community response teams. It is known fact that during disasters community members are the first

responders and hence building capacity at the community level for disaster response is crucial to ensure disaster

risk reduction. Ward disaster management teams are formed and trained in various aspects of disaster

management so that emergencies can be handled locally.

Annual Work Plan under project (2014)

S.

No.

Output-1 Mainstreaming DRR/CCA Budget

1 Consultation and development of Sectoral (4) plans in Shimla City to Mainstream DRR and

Climate Change Adaptation in Development Programme

1,50,000/-

Output-2 Urban Risk Reduction

2 Hazard, Risk and Vulnerability Analysis

3 Formulation of Multi Hazard City Disaster Management Plan for Shimla City 50,000/-

4 Conduct training & Capacity building Activities including simulation exercises for the identified

officers/stakeholders for Shimla City

2,00,000/-

Output-4 Knowledge Management

5 Development of IEC on DRR & CCA in urban Areas 2,00,000/-

156

Annexure- 16 GIZ Support to City of Shimla and State of Himachal Pradesh under SNUSP and IGEP

Sr. No. GIZ Support/Interventions Actions taken/proposed by city

Sanitation Programme

1

Support for developing HP State Sanitation

Strategy (SSS)

State Level Sanitation Committee has been Notified by

HP Government and

Draft strategy document has been circulated by

Directorate of UD to stakeholders for comments

2 Up-scaling of Plumbers Training Network plumber training manual

Test run and ToT of ITI staff was conducted

3 CSP, SLB reporting capacity, Data management,

Septage Management, DEWATS implementation,

Septage and Wastewater byelaws

Studies were shared with city

4 Support to National School Sanitation Initiative

(NSSI)

13 Schools in Shimla city have been selected. Sanitation

and personal hygiene related improvements were made

through practical interventions.

School action plans were also developed

5 Public Toilet Tendering Support Tender floated once; needs to be rebid on receiving of

single bid

Environment Programme

1

Support for developing MSW Management

Strategy

Draft Strategic recommendation report has been

submitted to UD

3

Support for developing Waste Audit

Methodology and Plastic waste management Bye

laws for ULBs of Himachal Pradesh

Waste Audit pilot study was conducted in Manali (27

Feb- 3 March).

Draft Plastic Waste Bye laws still to be notified by all

ULBs

4

Capacity Building for Sanitation and SWM Exposure visits for HP officials to Germany;

Supporting ULB official’s visit to Conferences,

workshops & technical events.

Training of Trainers programme for SWM was

conducted in Oct, 2013 jointly with UDD & Himachal

Institute of Public Administration (HIPA) for HP ULBs.

Strategy for training rollout with CBUD, DUD yet to

evolve.

Documentation of the best practices of SWM in HP

state, Development of IEC component

5

Support to Solid Waste Management Training of Safai-karamcharis & ward supervisors,

Routing and Loading Plan for SWM,

Support for Service Level Benchmarking,

Ward level awareness generation programmes,

Technical assistance for setting up Solid Waste

Treatment plant,

Technical support for preparation of Landfill DPR and

tendering process,

Support for Environmental Clearance process for

Integrated Solid Waste Management Project

157

Activities at City Level

S. No. Activity Status

1 City Sanitation Plan (CSP) for

Shimla City

Plan has been approved by Local Standing Committee and forwarded

to HP State Government for approval. Implementation of the CSP

under Support to National Urban Sanitation Policy (NUSP)

Programme, Support for tendering process for Sewerage and Water

Supply Project

2 Support to Solid Waste

Management

Training of Trainers, Routing and Loading Plan for SWM, Support for

Service Level Benchmarking, Ward level awareness generation

programmes, Technical assistance for setting up Solid Waste

Treatment plant, Preparation of Landfill DPR and tendering support,

Support for Environmental Clearance process and carrying out

Environment Impact Assessment Study for Integrated Solid Waste

Management Project

3 Support to National School

Sanitation Initiative (NSSI)

13 Schools has been selected and baseline studies have been

completed

4 Capacity Enhancement Strategy

(CES) for MC Shimla

Integrated City Diagnosis (ICD) and Training Needs Assessment

(TNA)-tools were used to draft the CES. Capacity Enhancement

Strategy was further used as base document for preparation of

Capacity Building DPR.

158

ANNEXURE- 17 Emergency Contact Detail of Shimla City

Government Offices

Sl.no. Department Designation Officer’s Name Office Contact Detail

Address Contact (LL, Mobile, Email) Contact Residence (LL,

Mobile, Email)

1) State Disaster

Management

Authority

Pr. Sec (Rev) Shri. Deepak Sanan 9816022740 2626227

2) Consultant-cum-

Advisor

Shri. R.K.Sood 0177-2622064

9418464024

3) State Project Officer,

GOI-UNDP DRR

Programme

Shri. Manas Dwivedi Dept of Rev (Disaster

Management Cell),

Room No. 106-A, HP

Secretariat, Shimla- 2

H.P. Secretariat

0177-2625657

9882824979

4) DDMA D.C/ Chairman Shri Dinesh Malhotra D.C. Office, Shimla 0177-2653535

0177-2803400

E- dc-shi-hp@nic.in

5) District Revenue

Officer

Shri Praveenkumar

Taak

0177-2657013

9418000089

6) SDM Urban

Shri. G.C.Negi

0177-2657007

94180-58845

7) ADM Protocol Shri. Neeraj Kumar 0177-2653436, 9

459600317

E- admp-shi-hp@nic.in

8) District Control

Room

0177-1077

9) City Disaster

Management Cell,

Municipal

Corporation,

Shimla

Commissioner, M.C.

Shimla/ Chairman

Shri. Pankaj Rai Municipal

Corporation, Shimla

0177-2802771

9418039800

10) Asstt. Commissioner,

M.C. Shimla/ Nodal

Officer

Shri. Prashant Sarkek Municipal

Corporation, Shimla

0177-2656576,

9459153569

11) Municipal Engineer/

Member Secretary

Shri. Vijay Gupta Municipal

Corporation, Shimla

0177-2802771

94184-81400

0177-2650099

12) Corporation Health

Officer/ Member

Dr. Omesh K. Bharti Municipal

Corporation, Shimla

0177-2802771

94181-20302

159

13) Architect Planner/

Member

Sh. K.S. Chauhan Municipal

Corporation, Shimla

0177-2802771

94184-66433

14) Assistant Engineer-

I(R&B), / Member

Sh. Dutt Ram Municipal

Corporation, Shimla

0177-2802771

94181-89386

15) Junior Engineer

(Electricals), M.C.

Shimla/ Member

Shri. Sanjeev Gupta Municipal

Corporation, Shimla

94184-86558

16) Mayor Shri Sanjay Chauhan Municipal

Corporation, Shimla

0177-2812360

9418022007

E-ID sanjooc7@gmail.com

17) Deputy Mayor Shri. Tikender Singh

Panwar

Municipal

Corporation, Shimla

0177-2625368

9418010127

E-ID tikender@gmail.com

18) City Project

Coordinator

Ms. Komal Kantariya UNDP 99805479914

E-ID

komal.kantariya@gmail.com

19) Police S.P. Shimla Sh. D W Negi 0177-2656535

20) Addl. S.P. Shimla Sh. Sandip Dhawal 0177-2652497

21) Police Lines Kaithu Sh.DharamSingh Sub Inspector 0177-2805264

22) Police Lines Bharari Sh.Yashwant Singh Sub Inspector 0177-2807084

23) Control Room 100/ 2800100

24) Reporting Room/

Police Assistance

Sh.Shankar Singh S.I. Incharge 0177-2652860

25) Police Control Room 0177-2657430

26) Police Station Sadar Sh.Sanjeev Kumar S.H.O,sadar 0177-2652860

27) Police Station East

(Chotta Shimla)

Smt. Gopal Verma S.H.O., Chottaa

Shimla

0177-2620954

28) Police Station West

(Boileiuganj)

Smt.Viri Singh S.H.O., Boileiuganj 0177-2830193

29) Police Post (Lakkar

Bazar)

Sh.Rajnish Thakur Inspector, Lakkar

Bazar

0177-2655376

30) Police Station (Dhali) Sh. Amar Chand S.H.O. 0177-2841377

31) Traffic Police 0177-2652217

32) Civil Defence Commandant General Sh. Sanjay Kumar 0177-2811453

160

9816617595

33) Home Guard Commandant General Sh. Sanjay Kumar 01772811453

9816617595

34) Fire Stations The Mall 0177-2658976 0177-2658976, 101

35) Chotta Shimla 0177-2623269 0177-2623269

36) Boileuganj 0177-2830664 0177-2830664

37) IPH Engineer-in-Chief I&PH Shimla-1 0177-2658886

38) Army Training command

Shimla-3

0177-2804590

39) PWD Engineer-in-Chief PWD Nigam Vihar

Shimla-2

0177-2621401

40) Food and Civil

Supplies

Director Directorate of Food

and Civil Supply B-

42,Shimla

0177-2623749

41) Public Relations Secretary,I&PR Information and

Public

Relation,Shimla-2

0177-2622132

42) Taxi Stands Near Lift

43) Near Bus Stand (ISBT

old)

44) Rajdhani Taxi (Lakkar

Bazar)

0177-2623456

45) Roadways HRTC (ISBT) 2658067

46) HRTC (Control Room) 2656326

47) Railways

48) Shimla Railway

Reservation

131/ 2652915

49) Kalka Railway Inquiry 281131

50) Chandigarh 923132

51) Airport (Currently

not functional)

Jubbarhati Director in Airport

161

Complaints Redressal

Sr. No Water Complaints Office Address Contact Number

1) Ridge 2658916

2) Subzi Mandi 2652519

3) Kasumpati 2620913

4) Sanjauli 2842131

5) Chotta Shimla 2623760

6) Chaura Maidan 2813671

7) New Shimla 2670569

Sr. No Electricity Complaints Contact Address Contact Number

1) Chotta Shimla 2625750

2) U.S.Club 2801571

3) Bharari 2814914

4) Idgah 2812375

5) Khalini 2623724

6) Sanjauli 2640008

7) Ridge 265765

8) Summer Hill 2830533

9) Kasumpati 2621385

10) Charlie Villa 2623951

11) I.G.M.C. Hospital 2811339

Tourist Information Center

Sr. No. Tourist Information Center Contact Number

1) The Mall 2652561

2) By Pass 2832498

3) Bus Stand (old) 2651755

4) Victory Tunnel 265489

5) Railway Station

6) Manali 252175

7) Dharamshala 223325

162

8) Mumbai 022-22180080

9) Chandigarh 0172-2708569

10) Kolkata 033-22126361

11) Dalhousie 262225

12) Bhuntar 265037

13) Kullu 224605

14) Pathankot 0186-2220316

15) Kalka 01733-221079

16) Reckong Peo 01786-222897

Nodal Officers for Disaster Management

Sl

.n

o.

Department Designation Officer’s Name Office Contact Detail Residential Address

Address Contact (LL, Mobile,

Email)

Address

Contact (LL, Mobile,

Email)

1 Fire Services Divisional Fire

Officer

Shri. J C Sharma 0177-2658976,101

2 Police S.P. Shimla Shri D W Negi 0177-2656535

3 Town and Country Planning Town & Country

Planner –Shimla.

Smt Anjali Sharma 0177-2625572,

94180,72391

4 Directorate of Urban

Development

Addl. Asst. Engineer Shri. Vinod Kapoor 0177-2627193,

9418491255

5 H.P. Minorities Finance and

Development Corporation

Manager-cum-

Co.Secretary

Shri. Kanwal Arora 0177-2622164,

9736258003

6 Health and Family Welfare

Department

OSD, H& FW Dr.Anupama Upadhyay 0177-2620226

7 PWD

SE-4th

Circle

SE- 4th Circle

Sh. D C Negi 0177-2842353,

0177-2841169

8 Youth Services and Sports Principal Sh. Padma Singh Negi 0177-2620987 9418132507

9 Economics and Statistics

Department

Deputy Director Sh Vinod Kumar Rana 9418450976

Vrang.2206@gmail.co

m

1

0

H.P.I& PH Department,

U.S.Club

Nodal Officer-cum-

Executive Engineer

0177-2652847 0177-2624302

163

(SP), I &PH

Department

1

1

Directorate of Higher

Education

OSD (College) Sh. Shashi Bhushan

Shekri

0177-2656621 94184-53535

Contact Details Municipal Corporation Shimla

Exchange Nos: 0177-2802771 to 0177-2802776, Fax No: 0177-2802346

E-mail: mcs_shimla@yahoo.com, mcsml-hp@nic.in , web-site: www.shimlamc.gov.in

No Designation Name Office Epbax no. 200-201 Resi No./Mobile

1. Mayor Sh. Sanjay Chauhan 2812360 202 94180-22007

2. P.S. to Mayor Sh. Daljit S. Parmar 2812360 203 2812150, 98823-35363

3. Dy. Mayor Sh. Tikender Panwar 2804058 204 94180-10127

4. Commissioner Sh. Pankaj Rai 2812899 205 94180-39800

5. P.A. to Commissioner Sh.G.R. Sharma 2812899 206 9459744555, 2652695

6. Joint Comm. (Legal) Sh. Joginder Chauhan 2808095 207 2670400, 94184-81400

7. P.A. to JC (Legal) Smt. Sunita Ext:- 208 ----

8. Assistant Commissioner Sh. Parshant Sirkeck 2656576 209 9459153569

9. Asstt. Comm. Office Sh. Devender Sharma 2656576 210 94180-75358

10. Project Director (JNNURM) Er. Mahesh Kanwar 2650203 211 98160-26504

11. Accounts Officer Sh. D.S. Thakur Ext:- 212 8627000686

12. Health Officer Dr. Omesh K. Bharti Ext:- 213 94181-20302

13. Municipal Engineer(WS&SD) Sh. Vijay Gupta Ext:- 214 2650099, 9418470578

14. Executive Engineer (R&B) Er. H.K. Gupta Ext: 215 94181-35474

15 Architect Planner Sh. K.S. Chauhan Ext:- 216 94184-66433

16. Asstt. Eng. (R&B)-I Sh. Dutt Ram Ext:- 218 94181-89386

17 Asstt. Eng. (R&B)-II Sh .Rajesh Thakur Ext:- 218 94184-58702

18 Asstt. Eng. (WS&SD)-II Sh. Rajesh Kashyap Ext:- 217 94184-74747

19 Asstt. Eng.(WS&SD)-I Sh. Praveen Aggarwal 2652519 --- 94184-89158

20. Market Supdt./VPHO Sh. Arun Sirkeck 2652452 --- 94180-44545

21 Secretary Tax Sh. Diwan Chand 2650285 --- 94186-58277

22. Supdt. (General) Sh. Madan Verma Ext:- 238 98169-21262

164

23. Supdt. WS&SD (Rev.) Sh. Hira Nand Ext:- 220 94184-53181

24. Project Cell Sh. Amar Singh Verma Est:- 231 94180-10425

25 Computer Section Mrs. Mamta Goel Ext:- 221 94180-68315

26. Cash Branch Mr. J.P. Sharma Ext:- 222 ------

27 Secy. SJSRY Smt. Bharti Kuthiala Ext: 2652771 98822-06124

28 C.S.I Sh. Ram S. Thakur Ext:- 223 ------

29 Food Inspector Sh. Ashok Mangla Ext: 226 94184-91011

30 Health Laboratory Sh. K.G. Joseph Ext:- 224 2804197

31. General Branch ----------- Ext:- 219

32 Health Deptt. ----------- Ext:- 226 ------

33. Estate Branch ----------- Ext:- 227 ------

34. AP Branch ----------- Ext:- 228 ------

35. Account Branch ----------- Ext:- 229 ------

36. Drawing Branch (R&B) ----------- Ext:- 230 ------

37. Record Room ----------- Ext:- 237 ------

38. Meter Reader (WS&SD) Sh. Devi Roop Ext:- 233 94597-44801

39. Reader Branch Sh. Ram Kumar Ext:- 234 ----

40. Superintendent (R&B) ------------ Ext:- 235 ----

41. General Branch Chowkidar Room Ext:- 252 ----

42. Ridge Reservoir Control Room 2658916

43. JE. Central Zone (WS&SD) Sh. Puran Dass 2652519 --- 94180-44534

44. J.E Chotta Shimla WS&SD Sh. M.S. Jamwal 2623760 --- 94181-26020

45. J.E. Sanjauli (WS&SD) Sh. Gopesh Behal 2842131 --- 88946-98971

46. JE. Ridge Reser. (WS&SD) Sh. Virender Madan 2654916 --- 94180-92099

47. J.E Chaura Maidan WS&SD Sh. Ishwar Thakur 2813671 --- 94180-38338

48. New Shimla (WS&SD) ------------------- 2670569 ---

49. Mashobra Pump House -------------------- 2740214 --- ---

50. Guma Pumping Station -------------------- 2781218 --- ---

51. Chharabra Reservoir -------------------- 2740233 --- ---

52. Craignano Guest House -------------------- 2740236 --- ---

53. Phagli M.C. Store -------------------- 2835209 ---- ---

54. Zonal Office Dhalli -------------------- 2647030

55. Zonal Office New Shimla ------------------- 2621725

56. Zonal Office Totu 2838668

165

MUNICIPAL CORPORATION SHIMLA

Telephone List of Hon’ble Mayor, Dy-Mayor & Councillor ( 2012-2015)

S.No. Name Designation Address Name of the Ward Office No. Contact No.

1. Sh. Sanjay Chauhan Mayor AAshiya,Panthagati, Shimla-9 2812360 94180-22007

2. Sh.Tikender Singh Panwar Dy.Mayor Panwar Lodge,Airport road,Totu, Shimla 2804058 94180-10127

3. Smt. Kala Sharma Councillor 7-Sant Cottage,Bharari, Shimla 1-Bharari 94185-21230

4. Smt. Saroj Thakur Councillor Krishna Cottage,Ruldhu Bhatta, Shimla 2-Ruldhu Bhatta 98160-61212 98576-76855

5. Km. Kanta Suyal Councillor Hari Cottage,Lower Kaithu shimla 3-Kaithu 94183-66688

6. Smt. Laxmi Kashyap Councillor Kashyap Niwas,Kaithu,Annadale, Shimla. 4-Annadale 2805713 98165-11221

7. Km. Diksha Thakur Councillor Thakur Niwas,Andri,Summerhill, Shimla 5-Summer Hill 98573-30222

8. Smt.Nirmla Chauhan Councillor Chauhan Niwas,Shiv Nagar,Totu, Shimla 6-Tutu 86799-75014

9. Smt. Usha Lakhanpal Councillor LakhanPal Niwas,TaraDevi, Shimla-10 7-Boileauganj 92185-00140

10. Smt.Uma Kaushal Councillor Hira Niwas,Tutikandi, Shimla 8-TutiKandi 98162-63401

11. Sh.Shashi Shekhar(Chinu) Councillor Pathnia Niwas,Lal Kothi,Lower Phagli,

Shimla

9-Nabha 98170-65299

12. Sh.Kalyan Chand Dhiman Councillor Lal Kothi,Phagli, Shimla 10-Phagli 94183-82336

13. Smt. Rajni Councillor Labour Hostal,Krishnanager, Shimla 11-Krishna Nagar 94186-27470

14. Smt.Sushma Kuthiala Councillor 78-Butail Niwas,Ram Bazar, Shimla 12-Ram Bazar 94180-31031

15. Smt.Bharti Sood Councillor 34/1,Sita Ram Nathu Ram Bhawan,

Lower Bazar, Shimla

13-Lower Bazar 93187-45279

16. Sh.Manoj Kutiyala Councillor Ever Gildi Cottage, Jakhu, Shimla. 14-Jakhu 98160-82155

17. Sh.Anup Vaid Councillor Vaid Cottage,Stocks Place, Shimla171002. 15-Benmore 94180-

89890canupvaid@gmail.co

m

18. Sh.Sushant Keprate Councillor Shant Niwas,Sanjauli, Shimla-6 16-Engine Ghar 2640957 98160-55200

19. Smt. Satya Kaundal Councillor Mayur Niwas,North Oak,Sanjauli, Shimla-

9

17-Sanjauli Chowk 98160-14452

20. Sh. Shailender Chauhan Councillor Bekta Niwas,near Durga Mandir,Dhalli,

Shimla-12

18-Dhalli 98164-21310

21. Sh.Narinder Thakur Councillor Vill. Gahan, P.O. Kamla Nagar, Sanjauli,

Shimla.

19-Chamiyana 98163-00077

22. Sh.Kuldeep Thakur Councillor Vill. Shanan, P.O. Malyana , Shimla. 20-Maliyana 98051-52999

23. Smt. Kusum Thakur Councillor Mohit Villa,Kasumpati, Shimla-9 21-Kasumpati 94180-25152

166

24. Sh.Surinder Chauhan Councillor Octagan Lodge,Set No.-1.Chota Shimla-2 22-Chotta Shimla 94180-09691

25. Sh.Deepak Rohal Councillor Rohal Villa,Sector-1,New Shimla-9 23-Patiyog 94182-76699

26. Sh.Parveen Kumar Councillor Savitri Niwas,Khalini, Shimla-2 24-Khalini 98167-35288

27. Sh.Alok Pathania Councillor Anand Villa,Talland, Shimla-1 25-Kanlog 98161-81000

Nominated Councillors

28. Smt. Archana Dhawan Councillor charli Mount, Lower Jakhu, Shimla Nominated 94182-69009

29. Sh. Inderjeet Singh Councillor Kiran Gift, 117,Lower Bazar Shimla-1 Nominated 98160-00070

30. Sh. Sanjay Parmar Councillor Yogda Asharam,Boileauganj,Shimla-1 Nominated 94181-16513

Ward Offices

Ward

Number

Ward Name Ward Office Address Name of Ward JE Contact Details Residential Address

Address Contact (LL,

Mobile, Email)

Address Contact (LL,

Mobile, Email)

1 Bharari Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

2 Ruldu Bhatta Sh. Rakesh Sharma Ward No.4 Annadale 94180-26608

3 Kaithu Sh. Rakesh Sharma Ward No.4 Annadale 94180-26608

4 Annadale Sh. Rakesh Sharma Ward No.4 Annadale 94180-26608

5 Summer Hill Sh. Hem Raj Ward No.5 Summer Hill 94184-24686

6 Totu Sh. Hem Raj Ward No.5 Summer Hill 94184-24686

7 Boileauganj Sh. Hem Raj Ward No.5 Summer Hill 94184-24686

8 TutiKandi Sh. Hem Raj Ward No.5 Summer Hill 94184-24686

9 Nabha Sh. Rakesh Sharma Ward No.4 Annadale 94180-26608

10 Phagli Sh. Rakesh Sharma Ward No.4 Annadale 94180-26608

11 Krishna Nagar Sh. Pradeep Gupta Ward No. 12 Ram Bazar

12 Ram Bazar Sh. Pradeep Gupta Ward No. 12 Ram Bazar

13 Lower Bazar Sh. Jitender Samta Ward No.21 Kasumpati

14 Jakhu Sh. Jitender Samta Ward No.21 Kasumpati

15 Banmore Sh. Pradeep Gupta Ward No. 12 Ram Bazar

16 Engine Ghar Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

17 Sanjauli Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

18 Dhali Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

19 Chamyana Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

20 Malayana Sh. Rajesh Mandotra Ward No.19 Chamyana 94180-90581

167

21 Kasumpati Sh. Jitender Samta Ward No.21 Kasumpati

22 Chotta Shimla Sh. Mohan Thakur Ward No.23 Patiyog 94180-67474

23 Patiyog Sh. Mohan Thakur Ward No.23 Patiyog 94180-67474

24 Khalini Sh. Mohan Thakur Ward No.23 Patiyog 94180-67474

25 Kanlog Sh. Mohan Thakur Ward No.23 Patiyog 94180-67474

Health Related Services

HOSPITALS:

S.

No.

Name of the Hospital Contact Person Office Contact Residential Address

Address Contact (LL, Mobile, Email) Address Contact (LL, Mobile,

Email)

IGMC Dr. S. S. Kaushal, Principal IGMC, Shimla 0177-2804251 / Fax- 2658339

94180-25148

Rippon Dr. Dilipsingh, Kanwar, CMO. 0177- 2657225 / 98160-

3001457281

Dr. Pyarelal Gaunda,

Med. Supdt. DDU Hospital

0177- 2658941/ 94180-76755

KNH Dr. Mrs. Santosh Minhas,

H.O.D Obg & Gynae

0177-2624841/

94180-22048

INDUS 0177-2841401

E-ID ceo@indushospital.org

Sanatorium 0177-2652800

0177-2811821

Blood Bank, D.D.U Hospital 0177-2658940

168

AMBULANCE:

S. No. Ambulance Services Contact Person Contact Detail Contact Number

Atal Swasthya Sewa Dr.Umesh Bharti OSD 0177- 2625060 / 94181-20302 108

Red Cross Shri U.S.Thakur 0177-2621868

Sewa Bharti 2804648/ 102

Guru Nanak Seva Society

KNH 2625097

IGMC 2804915

Ambulance 108

BLOOD BANKS AND DONOR AGENCIES:

S. No. Name of the Agency Working Hours Name of the

Contact Person

Contact Details Office Residential Address

Address Contact (LL,

Mobile, Email)

Address Contact (LL,

Mobile,

Email)

1 Umang Foundation NA Shri. Ajay Srivastava 9418488595

2 Blood Bank- IGMC 24 hours 0177-2803073

3 Blood Bank- DDU/ KNH 24 hours 0177-2654071

4 Living Treasure 24 hours Mr. Sarbjit Singh 9418061000

5 Association of Volunteer

Blood Donors

Shimla HO, Shimla - 171001

6 Ashadeep Blood Bank 7/34, Cecil Hotel, Shimla – 171001

7 Save Life Mission 24 hours Mr. Puneet Sood 41, Bharari Bazar, Shimla-1 9418645725,

9418005725

169

Annexure-6: List of NGOs & CBOs

S. No. Name of the Organisation Contact Person Contact Details Contact Number/ Email

1. Home Guards and Civil Defence The Commandant General U.S. Club,Shimla-1 H.P. 0177-2811953

2. NCC Group HQ The Group Commander NCC Bhawan, Dunloe Estate, Shimla

3. NSS, Directorate of Education The State Programme

Coordinator

Lalpani, Shimla 01772880483,9418080870

4. SEHB Society CHO/Member Secretary SEHB Society, M.C.Shimla 9418060150

5. Vyapar Mandal President Khalini, Shimla

6. Drug Association President Pacific Medicos, The Mall Shimla

7. Hotelier Association President Shivalik Hotel, Near U.S. Club, Shimla 9816047800

8. HDFC Bank Branch Manager HDFC Bank, The Mall Shimla

9. ICICI Branch Manager ICICI Bank, The Mall Shimla

10. Sewa Bharti Secretary IGMC, Shimla-1 01772806950, 9418017852

11. Prakrati Socity for Sustainable for

Sustainable Dev.

Ms.Aarti Gupta ANN Cottage,Broad View Estate, Sanjauli-Shimla-6

(94183-42479)

0177-2844656

12. State Head-Helpage India Dr. Rajesh Kumar Lady Harding Cottage (No.3) Near H.P. High Court

Bamloe,Shimla-171001

91-0177-2811254

:

09418977457

13. Himachal Gyan Vigyan Samiti Secretary Shivalik Sadan,Engine Ghar, Sanjauli, Shimla-6 9418454867

14. Gayatri Parivaar House No. 21 ,Housing Board Colony ,Shimla

15. GIZ Programme Officer GIZ, D.M. Cell, M.C. Shimla 8894046248

16. The Kelistion Welfare Society Mr. M.L. Gupta, 3, Keliston Estate,Shimla-1

17. Residential Welfare Association Mr.Jeevanand Jeevan, B-94, Phase II, Sector -3, New Shimla

18. Residential Welfare Association Mr.P.K. Ahluwalia, B-451, Phase III,Sector -4,New Shimla

20. Rotary Club Secretary Rotary Club ,The Mall Shimla-1 9816020702

21. LIONS Club Secretary LIONS Club, Ananya Cottage, Dakshin Vihar,

Sanjauli, Shimla

22. Inner Wheel Rotary Club Secretary Inner Wheel Rotary Club ,The Mall Shimla 9816020702

23. YMCA Mr. Naresh Escort, General

Secretary

YMCA,Ridge,Shimla-1 2652375

24. YWCA Ms. Rohii Singh, General

Secretary

YWCA,Scandal Point,Shimla -1 9459229281

25. Art Of Living Mr. Anoop Kumar Hans Jewellers, Near Ladies Park,Mall Road

26. Patanjali Chikitsalayas Mr. Ankit Kumar Arpit Apartment, Opposite Forest 09218533369, 09218633333

170

Office,Talland,Shimla

27. HP State Branch, Indian Red Cross

Society,

Mr.Sanjay Gupta, General

Secretary

Red Cross Bhawan, Barnes Court,Shimla-171002

(0177-2240862)

0177-2621818, 94189-85899, E-

ID hpredcross@gmail.com

28. Nehru Yuva Kendra

Sangathan(NYKS)

Zonal Director, Chandar Builing, New Totu,Shimla-171011 0177-2838141

29. WWF- India Programme Officer Shimla Field Office Bishop Cotton School Gate

No.2,By- Pass Road,New Shimla-171009

9816026295

30. SEEDS India Project Manager 469 A, Block-27, Sector-3, New Shimla-171009 9418940271

31. Himachal Pradesh Voluntary

Health Association (HPVHA)

Programme Officer B-37, Phase-1, Sector-2 New Shimla-171009 0177-2670132, 9816410558

33. Umang Foundation Chairman HNo.3 Himalaya Apartments,Kusumpati,Shimla-9 9418488595

34. Youth Enlightening Society-YES Dr. Akarshan Santosh Niwas, Panthaghati,Shimla-9 9817166688

35. INTACH Capt. Sood Panchwaqti, Village Kanena,Shimla-171004 9418029828

36. HIMCON Managing Director, Hotel Bridge View, The Mall Shimla 0177-2652488, 2654847 E- ID

himcon77@rediffmail.com

171

Annexure- 18: Contingency Plan- District Administration, Shimla

Sr. No. Action to be taken Points of Action Agency Responsible

1 Setting up of Control Room • Control Room to be set up in the ground floor room of new building at

District H.Q. in D.C. Office, Shimla.

• It will be functioned for the period of about 3 months or the situation

demands

• Toll free number 1077 will be the emergency number which will operate

for 24hours

• Control Room at all departments should also operate for 24 hours

• All complaints need to be entered in the register along with the action

taken

Action by AC to DC Shimla and all

Department

2 Appointment of Nodal

Officers

• All departments will appoint Nodal Officers for the period or as situation

demands

• Name, Residence/Office/ Moblile Number will be conveyed to the office of

the D.C and SP Shimla.

• PWD has to set up a Control Room wich will function 24 hours to arrange

the JCB, labour, etc

• Contingency plans for the departments for the winter season

Action by all departments

3 Clearance of Roads • Clearance of restricted roads & hospital roads as IGMC/KNH/DDU and

High Court to Ridge & C.M. residence, etc. on priority basis.

• HP PWD & M.C. Shimla has to ensure quality & control & the availability of

equipments and manpower

HP PWD & M.C Shimla

4 Supply of drinking water • A team should be developed to ensure the regular supply of water during

winter season

IPH/ M.C Shimla

5 Supply of Power • To ensure the uninterrupted electricity supply

• All lines need to be checked and preventive maintenance should be

carried out

• Prone areas of weak lines and poles may be identified and repaired in

advance

• Power supply in Hospitals should be ensured through alternate

arrangements as well

• Supply Line to the control room need to be ensure as well

HPSEB

6 Providing basic amenities • To ensure the supply of basic amenities to the citizens like Solid Waste

Management, Water Supply, Street Light, etc,

M.C. Shimla

172

• More attention to be given to the sloppy paths/roads

7 Telephone Services • Necessary arrangements in advance to regularize the telephone services BSNL

8 Services of Civil Defence &

Home Guards

• Control Room to be function for 24 hours Home Guards

9 Transportation • Control Rooms to be setup,

• Maintenance of Vehicles and Equipments should be done in advance

• Availability of technical staff to tackle traffic situations

HRTC

10 Supply of essential

Commodities

• Sufficient stock of essential commodities i.e. food stuff, L.P.G, Kerosene,

Petrol, Diesal, Candles, etc should be done in advance

Department of Food & Civil Supplies

11 Police Department • Smooth traffic maintenance S.P. Shimla

12 Forest Department • Removal of falling trees from the blocked roads/ footpaths

• All preventive measures should be taken in advance

Forest Department/ M.C. Shimla

13 Supply of Milk and Milk

Products

• To ensure the regular supply of milk Milkfed/ DFSC

14 Action Plan by all

departments

• Anticipated problems

• Preparedness status

• Available resources (Men, Material and Machines) the condition of the

machinery, replacement and utility

• Response Plan in the event of sudden and even snowfall/ land slide, etc.

All Departments

173

Annexure- 19 List of Volunteers

List of Volunteers Red Cross Society:

Sr. No. Name Designation contact

1. Sh. Rajender Kumar Assistant 94599-70901

2. Sh. Lokesh Rana Volunteer 94597-67757

3. Sh. Sanjeev Negi Volunteer 94184-41127

4. Sh. Megha Kataria Volunteer 98161-40305

5. Sh. Rashima Rahul Volunteer 98171-61530

6. Sh. Anil Azad Volunteer 98179-89719

7. Sh. Surender Singh Volunteer 91292-24654

8. Sh. Vikram Kainthla Volunteer 98577-58613

9. Sh. Sunder Secretary 0177-2621868

10. Sh.Deepak Gautam Volunteer 98164-38798

List of Volunteers of Civil Defence:

Sr.No. Name Designation Contact Detail

1. Sh. Mohinder Seth Chief Warden 98160-47800

2. Sh.Divis Sood Divisional Warden 98162-08881

3. Sh. Brij Mohan Divisional Warden 94184-06696

4. Sh. Rahul Chawla Post Warden 98570-09900

5. Sh. Davinder Banyal Post Warden 98163-59775

6. Sh. Amit Sohal Post Warden 98160-42000

7. Sh. Wasim Volunteer 96258-55808

8. Sh. Vijay Volunteer 98160-28000

9. Sh. Golli ji Volunteer 94180-13302

10. Sh.Atul Sood Volunteer 98822-70444

11. Sh. Manoj Sector Warden 98165-44897

12. Sh. Raju Volunteer 98051-31581

13. Sh. Vijay Volunteer 98054-41663

14. Sh. Sanjeet Sood Post Warden 94184-65609

15. Sh. Naveen Puri Volunteer 98160-05704

16. Sh. Munish Sharma Volunteer 98160-23016

List of NCC Volunteers: Govt. Degree College Sanjauli

Sr.No. Name Designation Contact

1. Dr. Uttam Singh Associate NCC officer 94180-30906

2. Sh. Vijender Singh Volunteer 98054-36380

3. Mrs.Priti Volunteer 94598-21663

4. Mrs. Jyoti Thakur Volunteer 94183-07682

5. Sh. Suryakant Volunteer 94186-61551

6. Mrs. Damayanti Volunteer 94591-27705

7. Sh. Karan Kansra Volunteer 91292-24913

8. Mrs. Sarika Volunteer 94598-60795

9. Sh. Ravi S.U.O 98055-76605

174

List of Volunteers SEHB, Society (Solid Waste Management), M.C. Shimla

Name of Sanitary Ins. Phone NO. Allotted Wards

Sh. Rajnish Brar 94180-38021 1,16,17,18,19

Sh. Liaq Ram 94180-16782 1,2,3,4,5

Sh. Sohan Lal 94180-90195 6,7,8 & 9

Sh. Kishore Chand 94180-78242 20,21,22,23

Sh. Bharat Bhushan 94180-14593 12,13,14,15

Sh. Ram Singh 94180-29908 10,11,24,25

LIST OF SUPERVISORS

Ward

No.

Name of Supervisors Ward Name

1 Sh. Ravinder(Asstt.) Bharari 94186-69758

2 Sh. Guru Dev Ruldhu Bhatta 88949-36837

3 Sh. Naresh Kumar Kaithu 94590-92003

4 Sh. Bhart Kumar Annadale 98164-05988

5 Sh. Dinesh Summer Hill 91297-54308

6 Sh. Hitender Totu 98173-88592

7 Sh.Verinder Kumar Boileauganj 98164-54789

8 Sh. Narinder Tuti Kandi 98160-66280

9 Sh. Narinder Kumar Nabha 98177-99610

10 Sh. Dalvinder Kumar Phagli 98822-30800

11 Sh. Vijay Kumar Krishna Nagar 88945-85525

12 Sh. Satvir Ram Bazar 98171-51277

13 Sh. Prem Kumar Lower Bazar 94186-42842

14 Sh. Krishan Bhagat Jakhu 90692-18942

15 Sh. Deepak Kumar Benmore 94186-26100

16 Sh. Dil Bag Singh Engine Ghar 91290-65165

17 Sh. Satyaveer Singh Sanjauli Chowk 98822-39100

18 Sh. Manoj Sagar Dhalli 94592-15406

19 Sh. Pratap (Asstt.) Chamyana 98167-24390

20 Sh. Raj Kumar Maliyana 86795-64012

21 Sh. Yogesh Mandla Kasumpati 98164-68339

22 Sh. Rajesh Kumar Chhotta Shimla 88942-46678

23 Sh. Sunil Kumar Patiyaog 98163-03808

24 Sh. Bhoop Singh Khailini 98573-57133

25 Sh. Kishori Lal Kanlog 93188-44555