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Caritas India Disaster Management Policy |
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A. INTRODUCTION |
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| The occurrence of natural disasters is a global phenomenon. India is a disaster-prone country and highly vulnerable to most types of natural calamities due to its geographical Position. Concern about frequent disasters is becoming increasingly relevant as increase in population density, population shifts, depletion of natural environment and increasing technology make it likely that we will encounter disasters more frequently and that they will be more severe. Review of past disasters shows a number of recurring difficulties with disaster response though their causes may be considerably more complex than is superficially apparent.
We define disaster as "an event that causes destruction to people, property and structures to such an extent as to exceed the capabilities of the affected population to cope with the situation". Disasters are sub-divided into two categories; Natural and Man-made. Natural forces cause natural disasters. Whether any natural event reaches disaster proportions do not solely depend on the magnitude or effect of the natural force, i.e., the forces themselves are not disasters but the effect they have on human lives and settlement.
The major natural disasters of our country based on their occurrence are; floods, cyclones, earthquakes, drought, epidemic, famine, swell waves/tsunami and landslides and the major man made disasters are; civil disturbances, terrorism & insurgency, international conflicts, industrial accidents and fire.
All major disasters affect the primary resources namely life, water, land and biomass. It also causes damages to forest, greeneries, livestock, wildlife, population and property. Further, the disasters also negatively affect economy, education, infrastructure, health, sanitation and employment.
Disasters have been occurring in the country with higher frequency and greater magnitude. Interventions in these situations call for greater organizational capacity and joint operations that are mostly multi-sectoral. Often it is not possible for organizations alone to take up such tasks. Major calamities involve massive investment both for the relief and rehabilitation activities.
Since its inception Caritas India, a member of the Caritas International is, has been extensively involved in emergencies, reconstruction and/or rehabilitation services across India. It is engaged, as a caring community, in responding to the needs of the disaster stricken populations in every possible way. Though Caritas India has been involved in relief services in the past, the magnitude of involvement and the volume of money expended were not so huge as of the recent calamities. The recent calamities like the Tsunami and earthquake demands Caritas India to become more professional and systematic in its approach in dealing with these issues. Thus, it has become mandatory for Caritas India to evolve an Emergency Policy of its own to deal with emergencies in the future in a systematic and highly professional manner so as to become a highly professional referral organization in emergency response within India and caritas network. As a result it is ready now with specific emergency plans, which would provide exact description of tasks and functions of the relevant personnel in connection with preventive measures, emergency aid, and rehabilitation at all levels. |
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| A.l Managing Disasters : The chronological events of a disaster are cyclic; 1) Disaster Strikes, 2) Emergency Response, 3) Relief, 4) Rehabilitation, 5) Reconstruction, 6) Development 7) Disaster Mitigation Measures, 8) Disaster Preparedness runs concurrently, 9) Warning and 10) Disaster strikes again |
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| A.2 Disaster Management (What we aim at?) : We aim at; 1) Delay the arrival of the disaster, 2) Reduce the intensity, duration and frequency, 3) Reduce the impact on the individuals, 4) As and when disaster actually strikes, we should be prepared to face it and see that minimum damage happens to the life, health, properties and the environment 5) Return to normalcy, as quickly as possible, 6) Restart the development process which halted because of the disasters, 7) Start preparing for future disasters, which may be round the corner. Besides, we also aim at; 1) to avoid panic, confusion, tension, fear and be at PEACE while the disaster is on, 2) to remain organized, streamlined, focused and unruffled, 3) to make ourselves more resilient, and determined, 4) to sharpen our skills, instincts and presence of mind, 5) to mobilize resources and to equip the personnel to meet the objectives, 6) to remain composed and act as per plan |
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| B. Emergency And Disaster Management Policy |
| B.1 Policy Statement : Caritas India seeks to be an effective channel for direct humanitarian assistance and an effective voice advocating for the rights of those affected by a disaster. Caritas India acknowledges people's right to receive humanitarian assistance of internationally recognized quality and standards and to offer it and believes that all possible steps are taken to prevent and alleviate human suffering in order to enable a life in dignity. |
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| B.2 Scope of Policy : The policy shall refer to all emergency response programs of Caritas India as well as emergency response programs undertaken by other partners with the financial assistance of Caritas India. |
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| B.3 Local Partners: In all emergency responses, Caritas India will give priority to support for its DSSS partners and other NGO partners. If any local partners do not have the capacity to undertake such work, Caritas India will facilitate such DSSS partners in carrying out the programme or if the need be, directly implement the programme with a mandate from the appropriate authority. This policy also seeks to provide assistance to other NGOs that have the capacity and community base for implementing disaster response. |
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| B.4 Advocacy : An essential aspect of any Caritas India emergency response is advocacy. Effective advocacy must address issues regarding immediate needs and rights as well as root causes of the crisis. In some cases, Caritas India's emergency response will focus exclusively on advocacy. The regional forums keep the government informed of various activities of Caritas and effective linkages are established at the regional level with the relevant government departments for future emergencies. |
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| B.5 Gender : Caritas India ensures that gender issues are clearly addressed in all emergency responses. A gender policy is in place and the Gender Desk has an active role in all programs. Trafficking issues are of increasing concern and this forms part of the gender policy. Gender analysis and gender audit will be necessary part of disaster response. |
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| B.6 Environment : Caritas India's response to emergencies will take into consideration possible negative effects to the environment and take steps to mitigate these. In situations where environmental degradation is a contributing factor to the disaster, Caritas India's response will seek to address this. This policy mandates Caritas India to do environment impact analysis of its entire disaster response and disaster preparedness programme. |
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| B.7 Code of Conduct : the "Code of Conduct will guide Caritas India's humanitarian work for the International Red Cross and Red Crescent Movement and The code of conduct of Caritas Internationalis. In addition, Caritas India ascribes to the "Humanitarian Charter" as outlined in the Sphere Project to which it is a signatory, which articulates more clearly the relationship between humanitarian action and international law. Informed choices will be made based on the principles in all future programs. |
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| B.8 Humanitarian Standards : In responding to disasters, Caritas India will take steps to meet the minimum standards for water and sanitation, nutrition, food aid, shelter and site planning and health services as outlined in The Sphere Project. |
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| B.9 Public Appeals : In public messages and fundraising appeals, Caritas India will seek to make donors aware of immediate humanitarian needs as well as short and long-term causes and solutions to emergencies. Fundraising appeals will clearly indicate that donations to Caritas India will be used to respond to the immediate disaster and longer-term reconstruction and rehabilitation. |
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| B.10 Resource Mobilization : The ever-increasing volume of disasters presses the need to have adequate resources (financial, infrastructure and human resources) available for immediate response, 'It is necessary to have an Emergency Response Fund to ease pressu"re on the international partners for minor emergencies. There is increasing donor fatigue and hence emphasis is given to raising resources locally.
A mechanism at national, regional and state level is established to raise local resources and emergency funds. Conscious effort shall be made to utilize government resources and help people access these rather than duplicate services. It is very much necessary to keep a data bank of volunteers so that personnel deployments become faster. |
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| B.11 What We Need To Do, To Reach The Aim?
Every disaster creates situations of human distress and needs of varying degree, depending on the severity of the forces. Although many common needs are created, yet specific disasters call for specific responses. There is, therefore, difficulty in having a standard, all-purpose emergency plan. The plan is broad enough for adapting and responding to situations (events & regions) that differ from one another. |
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B.12 Criteria for Caritas Involvement :
Caritas will be responsive to a disaster when:
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It seriously affects a geographically contiguous area and a significant number of families with numerous deaths, and/ or injury, starvation, loss of shelter or loss or livelihood or affects peace or communal harmony. |
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The breakdown is beyond local capacity and or there is an appeal from the District/State/ Central Government. |
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| B.13 Role of Caritas :
The role of any Non-Government Organization (NGO) in disaster is of a complementary or supplementary nature to the role of Government and is related to the disaster-caused needs of the individual and the family. In some instances the assistance from a private agency (NGO, Club, Organization), is provided essentially in the immediate emergency period, while in others it may relate to long-range recovery and rehabilitation aid.
Caritas, for that matter, any NGO, does not and shall not assume the basic responsibilities of Government. It will seek to supplement the government programs and seek to enter into partnership for effective coverage.
Besides, major programs of a preventive and mitigative nature require large investments and fall solely within the competence of the Government. Sometimes responses require agreement between bordering countries (as in the case of earthquake in Kashmir). Caritas India and its partners shall strive to coordinate with other organizations working in the area to mobilize and pool resources, technical skill and work force.
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The prime motivation of our response to disaster is to alleviate human suffering amongst those least able to withstand the stress caused by disaster |
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Provision of relief aid is purely based upon the assessment of the needs of the disaster victims and the local capacities already in place to meet those needs... |
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We will endeavor to respect the culture, structures and customs of the communities and countries we are working in. |
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We shall attempt to build disaster response on local capacities involving local communities, local resources and local knowledge. |
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Effective relief and lasting rehabilitation can best be achieved where the intended beneficiaries are involved in the design, management and implementation of the assistance program. We will strive to achieve full community participation in our relief and rehabilitation programs. |
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Relief aid must strive to reduce future vulnerabilities to disaster as well as meeting basic needs |
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We hold ourselves accountable to both those we seek to assist and those from whom we accept resources |
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As and when disaster strikes, we need to be mentally, physically, organizationally prepared to face it and see that minimum damage happens to the life, health, properties and the environment.
To achieve the above, we need preparations on the following critical areas and they are:
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Response to the disaster when it strikes |
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Planning and preparations immediate humanitarian relief |
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Planning, Preparation and mobilization of resources for effective rescue, recovery, reconstruction, return to normalcy and further development. |
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Empowering the policy makers, implementers, community leaders, grass root workers and potential victims through awareness, sensitization, training, skill building, rehearsals and knowledge transfer. |
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Building up capacities of Community Based Organizations |
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Networking and linkages |
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| C. GUIDING PRINCIPLES OF DISASTER RESPONSE |
| Programs that meet the needs of disaster-affected populations must be based on a clear understanding of the context. Initial assessments will analyze the nature of the disaster• and its effect on a population. The affected people's capacities and available resources should be identified at the same time as assessing their needs and vulnerabilities and any gaps in essential services.
Response depends on a number of factors, including an organization's capacity, area(s) of expertise, budget constraints, familiarity with the region or situation and security risks for staff. The response standards detailed here are designed to clarify 'who does what and when'. Once an appropriate response has been determined, targeting mechanisms should be established that enable agencies to provide assistance impartially and without discrimination, according to need. Monitoring systems should be established early in the process to measure continuously the progress against objectives and to check on the continuing relevance of the program within an evolving context. An evaluation, which may be carried out during or at the end of the response, determines the overall effectiveness of the program and identifies lessons that may improve similar programs in future.
The quality of humanitarian assistance will depend on the skills, abilities, knowledge and commitment of staff and volunteers working in difficult and sometimes insecure conditions. Sound management and supervision are key elements of an assistance program and, along with capacity building, can help to ensure that minimum standards of humanitarian assistance are respected.
Given the importance of gender and other crosscutting issues, diversity in human resources should be taken into account when building a team. The participation of disaster-affected people including the vulnerable groups in the assessment, development, and implementation and monitoring of responses should be maximized to ensure the appropriateness and quality of any disaster response. Systematic sharing of knowledge and information among all those involved in the response is fundamental to achieving a common understanding of problems and effective coordination among agencies. |
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| C.1 Vulnerabilities and capacities of disaster-affected populations : The groups most frequently at risk in disasters are women, children, older people, disabled people and people living with HIV/AIDS (PLWH/A). Specific vulnerabilities influence people's ability to cope and survive in a disaster, and those most at risk should be identified in each context. |
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| C.2 Local Participation : The disaster-affected population actively participates in the assessment. design, implementation, monitoring and evaluation of the assistance program. Greater focus is given to women, SHGs and other people's organizations and people belonging to vulnerable groups. Participation should ensure that the program reflects the need and choices of the local affected population and not planned top down. Major stakeholders shall also have a say at every stage of the program life cycle. |
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| C.3 Transparency and flexibility : All assessments on completion of analysis shall be discussed with the representatives of the stakeholders and further planning and budget details are shared with them. The agencies are working on behalf of the people and the people have the right to know what is being planned on their behalf. |
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| C.4 Local capacity : At every stage of the program planning and implementation the tocal capacities of the people to decide for themselves what is right for them shall be ensured. All external planning shall be in the form of facilitating the people to identity the right interventions. |
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| C.5 Long-term sustainability : A disaster response program should support and/or complement existing services and local institutions in terms of structure and design and be sustainable after the external assistance stops. Every effort shall be made to mobilize local resources and program ownership by the primary stakeholders. All interventions shall be planned keeping in mind the role and responsibilities of the government to assist the people. All programs shall link to the government programs and are to be supplementing to whatever the government is doing and not duplicating the services. |
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| D. Policy Principles For All Phases |
| There are two phases to emergency responses namely the relief phase and the rehabilitation and development phase. In both these phases, there are some guiding principles, which are common, and they are: |
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| D.1 Context : Through consultation, the assessment takes into account the responses of the local and national authorities and other actors and agencies. The assessment includes an analysis of the operating environment, including factors affecting the personal safety and security of the affected population and of humanitarian staff. The assessment and subsequent analysis should take account of underlying structural, political, security, economic, demographic and environmental issues. Likewise, any changes in living conditions and community structures of both host and displaced populations in relation to the pre-disaster phase should be considered. |
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| D.2 Needs assessment : No project, both for Immediate Relief and for Rehabilitation, can be efficient without an on-the-spot assessment of the actual damages and needs. Survey provides a valuable guide to the action that should be undertaken. Immediately after a disaster, competent people are to be deputed to the spot to collect necessary information to enable responding appropriately. Such survey should identify the areas most affected, the section of people in need and the kind of items required. The survey shall also note if the Government or any other Agencies are actually giving any other help.
Much emphasis should be given to a near accurate scientific assessment of the disaster situation in consultation with the government and the local authorities and people's representatives and other humanitarian organizations operating in the area affected. Such an assessment shall give a clear picture of the disaster situation and a clear analysis of threats to life, dignity, health and livelihoods to determine, in consultation with the relevant authorities, on the resources required, the resources that can be mobilized locally and whether an external response is required and, if so, the nature of the response.
Frequently it may not be possible to adequately address or consult all sectors or groups within the population. When this is the case, it should be clearly stated which groups have been omitted, and efforts should be made to return to them at the first opportunity. |
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| D.3 Timeliness : an initial assessment should be carried out as soon as possible (within the first few days) after the disaster occurs, while addressing any life threatening or other critical needs. The report should normally be generated within a week in the format and content provided to design an appropriate program. A more in-depth assessment will be needed later to identify gaps in assistance and to provide baseline information. |
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| D.4 Assessment team : As far as possible, the team may be comprised of gender-balanced with sectoral and technical specialists along with people's representatives and CBDP groups. Local knowledge and previous experience of disasters are critical. |
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| D.5 Collecting information : "Team members should be clear on the objectives and methodology of the assessment and on their own roles before field work begins, and a mix of quantitative and qualitative methods appropriate to the context should normally be used." |
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| D.6 Assessment Findings : 'Assessment findings are made available to other sectors, national and local authorities and representatives of the affected population." |
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| D.7 Participation : The disaster-affected population actively participates in the assessment, design, implementation, monitoring and evaluation of the assistance program. Greater focus is given to women, SHGs and other people's organizations and people belonging to vulnerable groups. Participation should ensure that the program reflects the need and choices of the local affected population and not planned top down. Major stakeholders shall also have a say at every stage of the program life cycle. |
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| D.8 Targeting : Targeting criteria must be based on a thorough analysis of vulnerability. Targeting mechanisms are agreed among the affected population (including representatives of vulnerable groups) and other appropriate actors. Targeting criteria are clearly defined and widely disseminated. Targeting mechanisms and criteria should not undermine the dignity and security of individuals, or increase their vulnerability to exploitation. Distribution systems are monitored to ensure that targeting criteria are respected and that timely corrective action is taken when necessary. |
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| D.9 Monitoring : The effectiveness of the programme in resp6hding to problems is identified and changes in the broader context are continually monitored, with a view to improving the programme, or to phasing it out as required. The information collected for monitoring is timely and useful, it is recorded and analysed in an accurate, logical consistent, regular and transparent manner and it informs the ongoing programme. Systems are in place to ensure regular collection of information in each of the technical sectors and to identify whether the indicators for each standard are being met. Women, men and children from all affected groups are regularly consulted and are involved in monitoring activities. Systems are in place that enables a flow of information between the programme, other sectors, and the affected groups of the population, the relevant local authorities, donors and other actors as needed. |
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| D.10 Evaluation : There is a systematic and impartial examination of humanitarian action, intended to draw lessons to improve practice and policy and to enhance accountability. The programme is evaluated with reference to stated objectives and agreed minimum standards to measure its overall appropriateness, efficiency, coverage, coherence and impact on the affected population. Evaluations take account of the views and opinions of the affected population, as well as the host community if different. The collection of information for evaluation purposes is independent and impartial. The results of each evaluation exercise are used to improve future practice. |
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| D.11 Capacity Building : Capacity building is an explicit objective during the rehabilitation phase following a disaster. It should also be undertaken, to the extent possible, during th13 disaster/relief phase itself, especially when this is protracted. Aid workers possess appropriate qualifications, attitudes and experience to plan and effectively implement appropriate programmes. Supervision, management and support of personnel Capacity-building systems for staff are set up and these are subject to routine monitoring. |
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| D.12 Reporting : Immediately after completion of the Emergency Relief Phase, a completion report along with Audited Statement of Accounts must be submitted to the Caritas India. Since medium-term and long-term rehabilitation programmes are likely to continue over a long period, sometimes over one or even two Financial Years, interim reports and F.Y. ending reports are to be submitted to the Central Office to keep all concerned, including the donors, informed.
A final report, program-wise, with narration, photographs duly dated and captioned, etc, are, of course, to be submitted to the Central Office, after completion of the projects |
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| D.13 Sound management and supervision : "Sound management and supervision are key elements of an assistance program and, along with capacity building, can help to ensure that minimum standards of humanitarian assistance are respected" supervision, management and support of personnel Aid workers receive supervision and support to ensure effective implementation of the humanitarian assistance programme. Managers are accountable for their decisions and for ensuring adequate security and compliance with codes/rules of conduct as well as support for their staff. Technical and managerial staff is provided with the necessary training, resources and logistical support to fulfill their responsibilities. Staff working on programmes understands the purpose and method of the activities they are asked to carry out, and receive subsequent feedback on their performance. All staff has written job descriptions, with clear reporting lines, and undergo periodic written performance assessment. |
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| D.14 Crosscutting issues : The issues concerning children, older people, disabled people, gender protection, HIV/AIDS and environment should be dealt with adequately and with special care in the context of relief, rehabilitation and development. |
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| D.15 Systematic sharing of knowledge and information :
Communication and transparency: the sharing of information and knowledge among all those involved is fundamental to achieving a better understanding of the problem and to providing coordinated assistance. The results of assessments should be actively communicated to all concerned organizations and individuals. Assessment findings are made available to other sectors, national and local authorities and representatives of the affected population. There is effective coordination and exchange of information among those affected by or involved in the disaster response. Using and disseminating information: It should be documented and made available proactively as needed to other sectors and agencies. |
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| D.16 Linking Relief and Rehabilitation to Development : At every stage of the program planning and implementation, the local capacities of the people to decide for themselves what is right for them shall be ensured. All external planning shall be in the form of facilitating the people to identity the right interventions.
A disaster response program should support and/or-complement existing services and local institutions in terms of structure and design and be sustainable after the external assistance stops. Every effort shall be made to mobilize local resources and program ownership by the primary stakeholders. All interventions shall be planned keeping in mind the role and responsibilities of the government to assist the people. All programs shall link to the government programs and are to be supplementing to whatever the government is doing and not duplicating the services. |
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| E. EMERGENCY AID: PHASE I |
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| E.1 Caritas India's Emergency Response team
Task Forces should be constituted for different activities simultaneously as per need. All trained members inform EDMS about their availability on their own within 24 hours. The nearby regional staff informs their availability to the affected region. Concerned Regional Officer reaches the location within 24 hrs not waiting for approval. The Executive Director constitutes a team with a team leader within 24 hrs. The Team regularly updates and works with EDMS. |
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| E.2 lmmediate Relief Plan to Central Office :
With the information of the survey and other information, form a plan and budget outline should be drawn up. If it is felt that Caritas should undertake emergency relief measures, the same has to be sent to Caritas Central Office along with paper cutting and bishop's recommendation. The plan should provide for distribution of ready foodstuff and essential items according to the needs created by a particular type of disaster. All efforts have to be made to reach the most needy and neglected ones at once. Delays may be detrimental to those affected. |
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| E.3 Evaluation of Emergency Relief Programs
An evaluation of emergency relief is always important in order to learn from our errors and strengths. The survey should have a broad consultation basis, including the advice and suggestions of those who took part in the operations, as well as the groups and individuals to whom relief was given. The governmental bodies and other voluntary organizations can provide useful remarks and suggestions in this connection. The evaluation is based mainly on a comparison between the long-term forecasts and the original emergency relief plan on the one hand and the results obtained on the other. |
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| F. REHABILITATION PROGRAM: PHASE II |
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| F.1 Livelihood: Certain rehabilitation measures like cash for work to provide employment and purchasing power besides replacement of trade tools may be undertaken preferably during the relief phase, to enable the victims to settle on their own actions and assume their responsibilities.
However as part of rehabilitation, sustainable livelihood measures would be promoted based on market analysis and micro planning. The programmes without proper analysis and plan may not be promoted.
As part of crop recovery, providing the farmers with appropriate and necessary seeds on a subsidized rate is recommended. |
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| F.2 Housing: Cyclones, accompanied by tidal-surge; tornadoes; conflagration; flash floods and to some extent monsoon floods, earthquakes and Tsunami cause damage and destruction to dwellings. In numerous cases, the victims themselves normally succeed in putting up some sort of makeshift shelter within a matter of a few days, using salvaged materials.
Caritas India takes up housing program only when a major calamity takes place, a special appeal is made, and special funds are mobilized. Detail plan and estimate must be submitted to Caritas India along with a detailed proposal for the rehabilitation program.
The design of the shelter is acceptable to the affected population and provides sufficient thermal comfort, fresh air and protection from the climate to ensure their dignity, health, safety and well-being. The construction approach is in accordance with safe local building practices and maximizes local livelihood opportunities. The adverse impact on the environment is minimized by the settling of the disaster affected households, the material sourcing and construction techniques used. |
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| F.3 Community Based Disaster Preparedness/ Management
Another significant paradigm shift that has emerged in disaster response is disaster preparedness concept. This shift is a move from the practice of providing mere relief after disaster to another scientific aspect approach of gearing up the energies and resources of the people and other stakeholders, much before the occurrence of disaster, to prevent or reduce the impact of possible disaster. Therefore, it is a shift from a reactive style to proactive style in which the community has a critical role. Relief activities must take in to account the long term aims of development and avoid creating dependency. One of the key strategies is to enable the vulnerable communities to be resilient to the recurring disasters and minimize the impact of human and other masses. The proposal of Caritas is to institutionalize disaster preparedness and management within the organization and within the partner organizations. |
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| G. WORKING STRUCTURES NATIONAL AND REGIONAL LEVEL |
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| Caritas India has been in the forefront of disaster response for the past couple of decades. Retrospection down the years from the current earthquake in Kashmir, through the massive Tsunami and a series of cyclones, floods and earthquakes, Caritas India has been effectively intervening to bring lasting solutions to the affected population. In the process it has steadily grew from mere relief agency with a very limited volume of resources and coverage to a leading national level player providing rehabilitation and longer-term development to large population across the country with sustainable approaches now being the central point. Increasing participation from the people and greater coordination and working relationship with the government and other humanitarian organizations have given us an opportunity to position ourselves as a pioneer in disaster response. In the process we have taken up on ourselves or the people have bestowed on us the faith that Caritas India with its wide network of partners will deliver the very best in disaster response to this country.
This increased responsibility call on us to respond to the changing realities of managing disasters with greater precision and effectiveness. It is high time to shed its earlier image as a relief agency to a contemporary technology driven organization delivering the best of goods and services to the affected bringing sustainable benefits while minimizing vulnerability and dependency.
The ever-mounting volume and periodicity of disasters remind us to put in place an effective functional system capable of meeting the growing demand for support and services. From 1990-, 1995 Caritas India supported 679 emergency projects for a total amount of Rs. 37.48 crores of which 87 percent was for rehabilitation and 13 percent for relief. Emergency intervention program from the period 1995-2001 shows greater focus on rehabilitation and environment. A total of 845 projects with a total financial outlay of 100 crores. The amount and volume of has multiplied to the current day with the Tsunami. This is in addition to nearly 200 projects under CBDP and floods, and other crisis intervention projects. This puts tremendous pressure from the already overburdened department to provide timely and quality service to diversified demands. Current disaster management requires multi-sectoral expertise management, finance, sectoral experts, communication, and Greater international involvement by way of increased volume of funding calls for enhanced management and information systems to meet funding requirements. |
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G.1 Relevant Structural Improvements
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Strengthen the EDMS |
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Creation of an Emergency Response Team at the National and Regional Level |
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Creation of Regional Level Disaster Management Committees |
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Strengthen the Regional Structures & capacities of the DSSS |
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G.1.1. Strengthen the Environment and Disaster Management Services (EDMS)
At the national level, Caritas India is responsible for the mobilization of resources and coordination of response to major emergencies. For this task. CI assisted by the EDMS Department. EDMS works closely with various regional and DSSSs for the management of these tasks. In major disasters technical experts assist it. For the effective and speedy response to emergencies, EDMS department would be strengthened by placing adequate number of management, financial and clerical staff besides technical experts on a regular consultancy base. The department also may establish modern management systems and practices. |
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G.1.2 Establishment of a National Disaster Management Committee (NDMC)
The committee shall be constituted by the Director of Caritas India. This would consist of Caritas India EDMS Department, representatives from national partner organizations and sectoral experts.
The role of such a National Disaster Management Committee is to:
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Provide a coherent approach to disaster management across all phases from preparedness and mitigation to response and recovery |
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Provide a common framework |
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Allocate responsibilities clearly |
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Provide a framework for coordinated response |
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| G. 1.3 Regional Disaster Management Committees (RDMC)
For effective response, the entire country is divided into various regions and each region includes the respective Caritas Regional Offices, the Regional Forums, Partner Offices at the State levels and other prominent organizations in the region. A Regional Office located at strategic location may be upgraded along with technical and sectoral consultants drawn from the respective regions to become part of the RDMC. The existing Regional Structures have optimum work load with the ongoing projects both disasters as well as regular projects. Additional inclusion of technical staff will look into emergencies when it occurs and at routine times share responsibilities with the respective regional Offices.
Functions of the Regional Disaster Management Committee
The main function of the RDMC would be to coordinate all the above functions at the Regional level on behalf of the NDMC of Develop with the DSSS project administration procedures in accordance with international standards besides monitoring and evaluation procedures following international standards for preparedness, relief and rehabilitation activities.
Pre-Disaster
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Supervise state of preparedness for disasters |
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Follow national disaster plan |
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Lay down guidelines on the basis of the national plan for subordinate plans (Regional, DSSS and community level)) |
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Assign disaster related responsibilities |
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Supervise establishment of stockpiles |
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Establish and maintain regional disaster management information systems |
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Coordinate disaster management training |
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Promote prevention and mitigation |
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Ensure effective interfaces between all agencies at the regional level |
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Institutionalizing Disaster preparedness as part of development initiative at disaster prone regions |
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Capacity building at regional level |
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Regional alert cell formation |
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Translation of Manuals in local languages |
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Strengthening Regional structures to adequately respond to disasters |
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Mapping of disasters and inventory of resources |
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Initiating Volunteer Movement at Regional level |
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Formation and strengthening of Regional TOT for capacity building at local level |
Post-Disaster
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Conduct regional assessments |
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Collate and disseminate disaster reports |
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Coordinate operations |
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Prepare project proposals for international assistance |
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Coordinate relief |
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Coordinate plans for rehabilitation/reconstruction |
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D.1.4 Diocese Level Disaster Management Committee
The DSSSs are called upon to handle greater responsibilities and tasks, which hitherto was beyond its capacities and means. Till recently a DSSS had a limited number of projects to handle and the coverage too was limited. In recent disasters such as earthquakes and Tsunami, the DSSSs are handling highly complex multi-sectoral disaster response programs covering vast geographic regions and large populations. The capacities of the DSSSs need to be strengthened with adequate staff and structures to effectively respond to emergencies.
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Strengthening the Diocesan Social Service Societies and their capacities to deal with disasters with better strategy |
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Facilitate Diocesan Social Service Societies and capable NGOs to plan Disaster preparedness programmes |
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Support such programmes by mobilizing local funds and creation of an emergency fund |
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Mapping of disasters and inventory of resources |
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Micro assessment and preparation of a socio economic profile of the entire region with special reference to vulnerable and economically and socially backward regions/areas |
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Integrate Disaster preparedness as part of the ongoing development programmes |
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Facilitate the regional and local capacity building programmes |
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Facilitating coordination and networking with other organizations and Government |
Advance Warning: In the event that there is advance warning of an emergency:
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The Emergency Department shall be contacted and shall initiate whatever response plan he or she deems necessary; |
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Simultaneously initiate whatever actions that deems necessary for immediate response along with the RDMC |
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Key Institutions and personnel at state and regional/DSS level shall be informed and get the assistance |
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Complete an initial assessment of the areas to be affected and prepare an action plan |
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Keep ready all personnel and logistics and essential services |
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Get in touch with the local administration and get details of the plan of action and extend supportto the administration; |
Emergency in Progress or Immediate Aftermath: In the event that there is an emergency in progress or in the immediate aftermath:
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The DSSS and the RDMC shall initiate the response plan and call any emergency response services; |
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The RDMC shall be contacted and shall initiate whatever response plan he or she deems necessary; |
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An Emergency Operations Center(s) shall be established with active involvement of local NGOs and community organizations and CBDP groups |
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Focus on immediate rescue and relief operations and parellely prepare an action plan for further support |
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The Emergency Communications Plan shall be activated if necessary; |
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Required support activities shall be coordinated i.e. shelter, crisis intervention, counseling if necessary; |
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The restoration of lost or damaged utilities and services shall be coordinated; |
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Regular debriefing sessions shall be held and written reports shall be maintained. |
Post Emergency: During the post emergency phase, the DLDMC shall:
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Debrief and continue communications, as required, to the RLDMC, EDMS, other supporting partners, the general public and the media; |
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Coordinate on-going support activities as required; |
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Consider the need for post emergency interventions and prepare plan of action |
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Conduct a detailed needs assessment with technical support for longer term interventions |
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Identify and assess government programs and incorporate the same into the plans |
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Finalize the plan and forward to EDMS |
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Assess any required changes to the Emergency Management Plan. |
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| H. CONCLUSION: |
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This policy guideline seeks to address the issue of disaster management in a more systematic and professional way. Caritas India would ensure that the policy frame work adopted by the Governing Body and approved by the Caritas Council is adhered to and also promoted in all our disaster response work. |
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| References: |
| Caritas Internationalis Emergency Manual and Toolkit |
| The Sphere Project: Humanitarian Charter and Minimum Standards in Disaster Response |
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