Policy - National Earthquake Contigency Plan

GovernmentofthePeoplesRepublicofBangladesh
NationalEarthquakeContingencyPlan
DisasterManagementBureau(DMB)
MinistryofFoodandDisasterManagement(MoFDM)
TableofContents
TableofContents
ListofTables
ListofFigures
ListofAbbreviations
ExecutiveSummary

GeneralAspectsofNationalEarthquakeContingencyPlan
1.1
TheneedforNationalEarthquakeContingencyPlan
1.2
Legalprovisions,authorityandplanningresponsibilityfordevelopmentand
implementationoftheNationalEarthquakeContingencyPlan
1.3
AimoftheNationalEarthquakeContingencyPlan
1.4
GoalandObjectivesofNationalEarthquakeContingencyPlan
1.5
ScopeoftheNationalEarthquakeContingencyPlan
1.6
PlanningAssumptions
1.7
PlanImplementationStrategies
1.8
PlanLimitations
1.9
IntendedUsersofthePlan

EarthquakeThreatinBangladeshandIdentificationofRiskScenario
2.1
Introduction
2.2
EarthquakeDamageinBangladesh inDifferentPeriod
2.3
ElementsatRisk

2.3.1 BuildingsDamage

2.3.2 EssentialFacilitiesDamage

2.3.3 AvailabilityofHospitalFacilitiesafterEarthquake

2.3.4 UtilityServicesDamage

2.3.5 EconomicLoss

2.3.6 EconomicLossinTransportationandUtilityServiceSector

2.3.7 Casualties

2.3.8 CollateralHazards

2.3.9 DebrisGeneration

ConceptofOperations
3.1
GeneralOperations

3.1.1 ManagementPrinciples

3.1.2 OperationsPrinciples

3.1.3 CapacityAssessment
3.2
StandardOperatingProcedures(SOP)

3.2.1 Stakeholders

3.2.2 Management

3.2.3 Leadershipforplanmanagement

3.2.4 Planningprocess

3.2.5 MonitoringandEvaluation
3.3
FunctionalResponseConcept
3.4
FunctionalGroups/Clusters
3.5
PlanContributors

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FunctionalResponseGroupsandtheirRolesandResponsibilities
4.1
EmergencyResponseTasksasperFunctionalGroupsPreparedness
and Mitigation Phase (normal time activities as shown in the
followingmatrices)

CapacityBuilding,AwarenessCreationandAdvocacytoSupportPlanImplementation
5.1
CapacityBuilding

5.1.1 TrainingandEducation

5.1.2 PrePositioningofEmergencyFacilitiesatimportantUrbanCenters
andcriticallocations

5.1.3 Resourcemobilization
5.2
AwarenessCreation

5.2.1 CommunityLevelAwarenessProgramme

5.2.2 AwarenessCampaignsforGovernmentOfficials

5.2.3 CreatingAwarenessamongPrivateSector

5.2.4 PublicAwarenessCampaigns

5.2.5 SchoolAwarenessprogrammes

5.2.6 RoleofMedia
5.3
Advocacy

ActionstoSupportImplementationoftheContingencyPlan
6.1
EstablishmentofaNationalEmergencyOperationCenter(NEOC)

6.1.1 Introduction

6.1.2 OrganizationStructure

6.1.3 PhysicalLayouttheNEOC

6.1.4 AdministrativeSetup

6.1.5 StandardOperatingProcedure

6.1.6 RolesandResponsibilitiesofVariousDesks
6.2
EstablishmentofreportingsystemforreportingtheReadinessofdifferent
agencies

6.2.1 ReportingonthereadinessofFirstResponderAgencies

6.2.2 Reportingduringdisasters:

6.2.3 Reportingafterdisasters
6.3
EmergencyTelecommunicationsystem
Bibliography
GlossaryofTerms
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ListofTables
Table2.1
Table2.2
EarthquakesinBangladesh
ExpectedDamagetoEssentialFacilitiesinDhakaCityCorporationArea
Page
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16
Table2.3
Expected Damage to Essential Facilities in Chittagong City Corporation

Area
ExpectedDamagetoEssentialFacilitiesinSylhetCityCorporationArea
ExpectedUtilitySystemFacilityDamageinDhakaCityCorporationArea
ExpectedUtilitySystemPipelineDamageinDhakaCityCorporationArea
ExpectedUtilitySystemFacilityDamageinChittagongCityCorporation
Area
ExpectedUtilitySystemPipelineDamageinChittagongCityCorporation
Area
ExpectedUtilitySystemFacilityDamageinSylhetCityCorporationArea
ExpectedUtilitySystemPipelineDamageinSylhetCityCorporationArea
BuildingRelatedEconomicLossEstimates(Millionsofdollars)inDhaka
CityCorporationArea
BuildingRelatedEconomicLossEstimates(Millionsofdollars)in
ChittagongCityCorporationArea
BuildingRelatedEconomicLossEstimates(Millionsofdollars)inSylhet
CityCorporationArea
TransportationSystemEconomicLossesinDhakaCityCorporationArea
(inmillionofdollars)
UtilitySystemEconomicLossesinDhakaCityCorporationArea(in
millionofdollars)
TransportationSystemEconomicLossesinChittagongCityCorporation
Area(inmillionofdollars)
UtilitySystemEconomicLossesinChittagongCityCorporationArea(in
millionofdollars)
TransportationSystemEconomicLossesinSylhetCityCorporationArea
(inmillionofdollars)
UtilitySystemEconomicLossesinSylhetCityCorporationArea(in
millionofdollars)
CasualtiesinDhakaduringdifferentcasesinDifferentTime
CasualtiesinChittagongduringdifferentcasesinDifferentTime
CasualtiesinSylhetduringdifferentcasesinDifferentTime
StakeholdersofNationalEarthquakeContingencyManagement
FunctionalResponseGroups(Clusters),MajorActivitiesandIdentified
LeadAgencies
CategoriesandTypesofTraining
SuggestedfacilitiesforprepositioningofEmergency
MediaMobilizationGuidelines
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Table2.4
Table2.5
Table2.6
Table2.7
Table2.8
Table2.9
Table2.10
Table2.11
Table2.12
Table2.13
Table2.14
Table2.15
Table2.16
Table2.17
Table2.18
Table2.19
Table2.20
Table2.21
Table2.22
Table3.1
Table3.2
Table5.1
Table5.2
Table5.3
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ListofFigure
Figure6.1
Figure6.2
Figure6.3
OrganisationalStructureforNationalEmergencyOperationCenter
EmergencyOperationCenter
RolesandresponsibilitiesofNEOCfunctions
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ExecutiveSummary
The overall goal of the Contingency Planning Process will be to develop a
comprehensive geohazard risk reduction Contingency Planning strategy that is
linked to an easy implementation framework. The framework should be able to
address the current needs and issues, which would be implementable at all levels
from national, city and agency levels and cover all the phases of disaster risk
managementfrompreparednesstoresponse.
TheprojectonContingencyplanningwithregardtoearthquakehazardiscomprised
oftwomainTasks:
Task I: Determine status of contingency planning and design of interim

contingencyplan
Task II: Turn interim contingency plans into final versions (using maps for
selected
urban
areas
that
highlight
earthquakevulnerable
school/hospital/emergencyresponseandcontrolbuildingsetc.)
Planning requires the active participation of the stakeholders in planning stage as

wellasinimplementationstageofactivitiesincludingthepostdisasterstagewhen
a review process to be undertaken to identify the effectiveness of plan operations
and new challenges. Time becomes more valuable once an emergency occurs, so
planningbeforetheemergencyisveryimportant,whenworkloadsmaybelessand
institutions involved are more flexible in accommodating the needs. Earthquake
happens without any early warning and although stakeholder community in
Bangladesh is quite capable of responding to events such as floods, cyclones etc,
there is a need for conducting contingency planning in advance. One reason for
conducting contingency planning is because it will facilitate a rapid emergency
response by allowing planners more time for advance preparedness measures for
response.Inadvanceofanearthquakeemergencytheplannerswillbeableto:
Considerdifferentriskscenariostoidentifyspatialplanningneedstosuitthe
distributionofrisk
Considerthelikelyconsequencesofanemergencybeforeitoccurs
ConductcapacityassessmenttoIdentifythekeyresources,bothhumanand
physical,whichmaybeavailabletorespondtotheemergency
Identifythecriticalareasforimmediateaction
Buildandtraintheemergencyresponseteamsinadvance
Define the policy changes/revisions, new strategies and approaches for

respondingtoemergencyinadvance
All of these measures allow constructive intervention immediately after the

emergency.Teambuildingisparticularlyuseful,astheabilitytoactasateammay
be critical to the success of the initial emergency response. Another benefit to
contingencyplanningisthat,beforeanemergency,thereiscomparativelymoretime
toconsideralltheaspectsofproblemsthatarelikelytoarise.Oncetheemergency
hasoccurred,itmaybeverydifficulttobringalloftheplayerstogethertodiscuss
theneeds.Agreementonpoliciesinthecontingencyplanningstagemayhelpclarify
applicability and resolve contradictions that may occur. It will help in filling the
policy gaps in providing institutional mandates where needed. Rapid decision
makingonoperationalissuesafteranemergencyisimportantbecausedelaysmay
costlives.
TheContingencyPlanningalsoservesasatoolformaintainingcontroloverevents
orlimitingtheriskoflossofcontrol.Becauseofthescaleoftheproblemsthatthey
pose, earthquakes sometimes provoke erratic or unpredictable responses. Well
intentioned but illequipped agencies may rush to help, leading some agencies to
overreact to the emergency. The risk of inappropriate responses is much lower
when clear plans are in place. The contingency planning process also allows
identificationofprojectedneedsthatmayariseasaresultofanemergencyandthe
resources that will be immediately available to meet those needs. One benefit of a
realistic contingency plan is that it may encourage donors and other development
agencies to make arrangements to supplement additional resources for
enhancement of available resource base of the agencies involved in plan
implementation.
Although the objective of contingency planning is usually the production of a
contingency plan, many useful outputs of contingency planning come from the
processthroughwhichtheplanisdeveloped.Therefore,therearemanyadvantages
inaplanpreparedthroughaparticipatoryprocessthroughinvolvementofallmajor
potential actors, agreeing on the broad policies and working groups filling the
detailsoftheplan.Thefinalmeasureofthesuccessofcontingencyplanshouldnot
beaPlan.Itdoesnotmeanthattheplanisnotimportantbuttheplanshouldnotbe
arigidone.Theplanshouldbeameasureofthequalityoftheprocessandsuccess
indicatoressentiallyshouldbetheprocessasagoodplanningprocesswillresultina
goodplan.Eventhoughtheearthquakethatoccursmaybeverydifferentfromthe
oneplannedfor,theplanwillstillbeuseful.Agoodcontingencyplanensuresbetter
preparednessforanyemergencythatmayoccur,evenonethatisverydifferentfrom
thescenariointheplan.
GeneralAspectsofNationalEarthquakeContingencyPlan
1.1
TheneedforNationalEarthquakeContingencyPlan
The earthquake risk of the urban centre is growing with every passing moment
because of the unabated growth of human settlement and industrial and other
economic activities. The rapid increase in vulnerability of urban areas is evident
from the rapid urbanization, population growth in most of large urban centers,
population migration and development of major economic zones in and around
major cities like Dhaka, Chittagong; one of the major causes behind such ever
increasing earthquake risk being the haphazard urbanization and substandard
constructionofbuildings,residentialhousesandother infrastructures withoutany
consideration of underlying earthquake hazards. Major reclamation efforts in and
around Dhaka increases the potential for liquefaction. During sustained strong
shaking,poorlyconsolidated,watersaturatedsedimentscanliquefyandloosetheir
ability to support loads. The foundations and supports of structures built on
liquefiable sediments can fail, causing damage or destruction during major
earthquakes. Much of the country is of loose sandy soil and most of it remains in
saturated condition round the year, thereby increasing the vulnerability to
liquefactionincaseofsustainedgroundmotions.Possibilityoffireoutbreaksinan
eventofanearthquakeasasecondaryhazardisanothersource relatedtopossible
higheconomiclosses.
On the Contrary, present capacities in disaster management in Bangladesh are
largely centered on emergency response and post disaster recovery, which is
evidentfromthefloodandcycloneeventsofhighmagnitude.Butthereisaneedfor
acomprehensivegeohazardriskreductionContingencyPlanningstrategyforlow
frequencyhigh magnitude events,which occur withoutwarning. Such Contingency
Planningeffortsshouldbelinkedtoaneasyimplementationframeworktobeableto
addresstherelatedissues.
GovernmentandInstitutionalstructures,policyandlegalframeworkaresomevital
featuresinensuringcleardelineationofaspectsofcontingencyplanpreparationand
implementation.Thisisanimportantsteptowardslongerterminvestmentinplan
preparationandineffectiveimplementation.Toachievefurtherbenefitsfromsuch
anendeavourappropriatespatialplanningatalllevelsisalsoneededtoensurethat
the disaster preparedness is considered early on in the physical planning process.
Review of existing legislations and present organizational structure for natural
disaster reduction policy making is essential for addressing the need for
simplification of procedures, identify future planning strategies and to identify
immediateresponseactionsfortheireffectiveimplementation.
In these circumstances, a ContingencyPlan is neededfor ensuringbetter response
towardsearthquakehazard.ContingencyPlanningisaforwardplanningprocess,
in a state of uncertainty, in which scenarios and objectives are agreed,
managerialandtechnicalactionsdefined,andpotentialresponsesystemsputin
place in order to prevent, or better respond to, an emergency or critical
situation.
Realizing this, the Ministry of Food and

ContingencyPlanningTasks
Disaster Management(MoFDM) through the
Comprehensive
Disaster
Management TaskI:Determinestatusof
Program (CDMP) is implementing a project
contingencyplanningand
on Earthquake Risk Assessment and
designofinterimcontingency
Preparedness in Dhaka, Chittagong and
plan
Sylhet City Corporation areas, which is TaskII:Turninterim
supported by UNDP, UK Department for
contingencyplansintofinal
International Development Bangladesh
versions(usinggeohazard
(DFIDB) and the European Commission
vulnerabilitymap)
(EC). In August 2006, the European
Box1
Commissionsignedacontributionagreement
with UNDP Bangladesh for providing technical assistance to facilitate the
preparation of earthquake risk assessments and contingency plans within Dhaka,
Chittagong and Sylhet cities. The development of contingency plan for earthquake
hazard preparedness and mitigation is assisted by Asian Disaster Preparedness
Center(ADPC)inassociationwiththeNationalSocietyforEarthquakeTechnology
Nepal (NSET) that aims at developing a comprehensive geohazard risk reduction
ContingencyPlanningstrategythatislinkedtoaneasyimplementationframework
byaccomplishingthefollowingtwoTasksasshownintheBox1.
1.2
Legalprovisions,authorityandplanningresponsibilityfor
developmentandimplementationoftheNationalEarthquake
ContingencyPlan
According to the Standing Orderson Disaster (SOD), Disaster Management Bureau

underMinistryofFoodandDisasterManagement(MoFDM)isresponsiblefor:
Advisingthegovernmentonallmattersrelatingtodisastermanagement;
Maintainingliaisonwithdifferentgovernmentagencies,aidgivingagencies,
NGOsandVoluntaryOrganizationsandensuretheirmaximumcooperationand
coordinationinallmattersofdisastermanagement;
Underthismandate,theDisasterManagementBureaudevelopedthedraftNational
Planfor DisasterManagement 20082015,whereaDisasterManagementPlanning
Frameworkhasbeenincorporated.Withinthisframework,thereareafewhazard
specific management plans, such as Earthquake Management Plan. It is also
indicated that this type of plans is multisectoral and being divided into two
components: risk reduction and emergency response. The earthquake contingency
plansatdifferentlevels(national,cityandagencylevels)havebeenpreparedunder
the broad framework of the above legal provisions and plans; and are meant for
enhancingtheeffectivenessofearthquakeemergencyresponse.
Given the existing situation, the National Earthquake Contingency Plan can be
incorporated into the overall disaster management planning framework that is
presentedbelow:
Figure1.1DisasterManagementPlanningFrameworkinBangladesh
Given the national regulative framework, it is envisaged that, the National

Earthquake Contingency Plan would address emergency response phase of
EarthquakeManagementPlanthatwouldactasacomplementaryplantoimplement
NationalPlanforDisasterManagement.
1.3
AimoftheNationalEarthquakeContingencyPlan
The Aim of the National Earthquake Contingency Plan is to create an efficient and
effective collaborative national approach to National Earthquake Emergency
Response & Management at all levels with the participation of all stakeholders
considering seismic hazard which has a potential to create an impact within

Bangladeshofvariousmagnitudesandintensity.
OptimizationofeffortsbyFirst
ResponderOrg.inorderto:
1. Savelives
2. Providehumanitarian
assistance
3. Restoringthelifeline
facilitiesandutilitiesto
bringnormalcywithina
fastestpossibletime
Box2
NationalEarthquakeContingencyPlanPromotes
1. Appropriatecommandandcontrolmechanism
2. Efficient,effectivecollaboration&
coordination,
3. Partnerships,
4. Trust,mutualrespectandunderstanding
amongallstakeholders,
5. Arrangementsforsharingofresourcesand
experiencethatwillresultinahighestlevelof
safetyandsecurityofcitizensofBangladesh
Box3
Through this planning it is aimed at developing process to ensure maximum

utilization of available resources, optimisation of efforts by first responder
organizationinordertodofollowingasshowninBox2.
AstrongNationalEarthquakeContingencyPlanisconsideredtobeaonethatisbuilt
onafoundationforDRMthatpromotesfollowingasshowninBox3.
1.4
GoalandObjectivesofNationalEarthquakeContingencyPlan
Theultimategoalofthisearthquakecontingencyplanistominimizeadverseeffects
(loss of lives and properties, damage and disruption of critical facilities etc.) of
potentialearthquakesinBangladeshbyestablishingandimplementingasystemof
preparednessactivitiesthroughefficientandeffectivecontingencyplanningprocess.
Followingmajorobjectivesareenvisionedtoachievethegoal:
Establish a comprehensive geohazard risk reduction Contingency Planning

Strategy that is linked to an easy implementation framework by ensuring
appropriate spatial planning at all levels so that disaster preparedness is
consideredearlyoninthedecisionplanningprocess.
Define Earthquake Contingency Management relationships at all levels of
government and create effective coordination mechanisms among all
stakeholdersatalllevels
Identifytheearthquakecontingencymanagementrolesandresponsibilitiesof
Ministry of Food and Disaster Management, DMB, first responder
organizations,humanitarianassistanceproviders,lifelineandutilityagencies,
at national, city and agency levels based on their existing mandates, and
assigneddutiesandresponsibilitiesfordisasterresponse
Provide an organizational structure to integrate those roles and

responsibilities into a collaborative national capability to facilitate
preparedness, response and recovery to ensure management of earthquake
emergencies
Establish and maintain a fully operational contingency planning process with
necessarymanpowerandresourcesandensurecleardelineationoftheprocess
for contingency plan preparation, review , revision within government and
otherrelevantinstitutionalstructures
Followingareadditionalobjectives:
DefinethetasksthatsupporttheNationalDisasterManagement System,such
as vulnerability and risk assessment, data base management, partner
relationships, capacity building, public awareness creation for mainstreaming
disastermanagementintodevelopmentpractice
HelpenhanceessentialsupportservicessuchasEmergencyOperationsCenter,
S&R capacities, Medical First Responder teams, procurement of rescue
equipment, establishment of emergency services, training and education
opportunitiesetc.
InstitutionalizeanoperationalIncidentCommandSystem(ICS),organizational
structure for earthquake emergency management and the concept of
operations be incorporated in all Disaster Preparedness and Response Plans,
Standing Orders on Disasters as a first step in establishing the National
ContingencyManagementSystem(NCMS)inBangladesh
Extend the organizational structure to facilitate coordination with Academia,
NGOs, INGOs, media, private sector and donor agencies etc. to support an
effective,contingencymanagementcapacity
Adopt a comprehensive geohazard risk reduction Contingency Planning

strategy that is linked to an easy implementation framework by ensuring
appropriate spatial planning at all level so that disaster preparedness is
consideredearlyoninthedecisionplanningprocess.
Establish and maintain a fully operational contingency planning process
withnecessarymanpowerandresources
DefinethemandatesoftheMinistryofFoodandDisasterManagement,DMB,
First Responder agencies, support agencies such as line departments,
relevantotherministriesandinstitutions,NGOsandprivatesectortoensure
undertaking earthquake emergency management tasks and enhance the
National Level capability for meeting any type of emergency situations
arisingduetooccurrenceofanearthquakeandpotentialcollateralhazards,
aftershocksetc,irrespectiveoforganizationalresponsibilities.
Create an effective coordination mechanism among all stakeholders at all
levels
Enhance essential support services such as Emergency Operations Center,
Development of S&R capacity, Medical First Responder teams, procurement
of rescue equipment, Establishment of Emergency Services, training and
educationopportunitiesetc.
Institutionalize an operational Incident Command System (ICS),
organizational structure for earthquake emergency management and the
concept of operations be incorporated in all Disaster Preparedness and
Response Plans, Standing Orders on Disasters as a first step in establishing
theNationalContingencyManagementSystem(NCMS)inBangladesh
Establish functioning mechanism to facilitate technical assistance to help
otherlevelsofadministrationtoadopttheNationalEarthquakeContingency
Plan and prepare Contingency plans to complement the Emergency
OperationsPlansatalllevelsincludingcommunity
Prepare and deliver training and education programs to support the
development and implementation of Earthquake Contingency Plans at all
levels
Box4

1.5
ScopeoftheNationalEarthquakeContingencyPlan
This plan details Emergency Response Functions immediately following a

damagingearthquake.Itdescribestheresponsesysteminplaceforrespondingto
thesituationcreatedandneedsrequiredduetotheeventofa majorearthquakein
Bangladesh, and also describes a holistic response structure, which should be
activated from the national level to the affected community. It also provides a
frameworkforcoordinationandoptimumutilizationofnationalresourcesand
mechanism for obtaining support as arranged by the government, from internal
organizations(such as from ministries, line agencies, departments, NGOs, private
sectoretc.)andinternationalassistance.Itcoversfourspecificareasrespectivelyas
givenbelow.
General information that identifies legal provision, authorities &
responsibilities, planning objectives and scope for response in the situation
relatedtoearthquakehazard;
Coordination mechanism and extended functions of relevant agencies for the
specific earthquake response within the authority of the government. The
Response structure is divided in to 9 functional clusters and each cluster is
headedbyoneinstitutionandsupportedbyseveralinstitutions.Itoutlinesthe
SOPs, tasks to be accomplished by the respective institutions (ministries and
agencies,) and the type of support to be provided to them by others at the
nationallevel;
Supportinterventionsneededforplanimplementation;
ReportingstructureforReadinessbyconcernedfirstresponderinstitutions
The Contingency Plan for each functional cluster also identifies the preparedness
actionstobecarriedoutforbetterresponseduringtheearthquakeevents(during
thepredisasterperiod)andreviewprocessandactionsforplanningforlongterm
recovery(duringthepostdisasterperiod).
1.6
PlanningAssumptions
This national earthquake contingency plan has been developed with following
assumptionsinthebackground:
Earthquakes are impact type events and provide no warning preventing any
preeventresponseactivities
EarthquakeswithinthethreecitiesofDhaka,SylhetandChittagongwillcause
largenumbersofdeathsandinjuriesandextensivedamageanddestructionof
buildings, emergency facilities and infrastructure as outlined in Chapter 1 of
thisplan
Thereislikelihoodofsecondaryeffectsfollowinganearthquakeoraftershocks
which may include tsunami, fire, flood, liquefactions, subsidence, damming of
rivers,landslides,anddamfailure,releaseofhazardousandtoxicchemicals
Strongaftershockswillcontinueforseveraldaysresultingin further building

collapse
Largenumbersofpersons(hundredsofthousands)willbeinneedofshelter,
welfare,reliefassistance,medicalcareetc
Access will be severely restricted due to debris, landslides, collapsed bridges
etc.
Many national and international response and humanitarian organizations
other than the government institutions will also be involved during response
andrecoverytoearthquakedisaster
1.7
PlanImplementationStrategies
ThefollowingstrategywillbeadoptedinplanimplementationasshowninBox5:
Set up a system for regular reporting and updates on the readiness of

firstresponderinstitutions
Plan&developmentofnationalcapabilitiestotranslateearthquakerisk
reductionintoPreparednessandResponsePlans
Establishaconsistent,collaborativenationalapproachtotheMitigation
ofimpactsofearthquakedisasters
Propose a mechanism to integrate disaster management into national
educationsystem
Propose a mechanism to build the capacity of government and non
government partners by providing training and education on
earthquakeriskreduction
Develop a mechanism to improve the relationships among government
andnongovernmentorganizationsduringpreparedness,responseand
recoveryphases
Transfer knowledge and state of the art of technologies necessary to
supportinstitutionaloperationsandimplementoperationsplans
Ensure a system for linking contingency planning process with the
earthquakehazardandriskassessmentsystemandstudies
Ensure continued functioning and monitoring of the contingency
planning process established during the development of this national
earthquakecontingencyplan
Develop plans, programs and establish mechanisms for raising
awareness of common people, professionals and authorities on
earthquake contingency plans to ensure wide dissemination and
effectiveimplementation
Box5
1.8
PlanLimitations
The National Earthquake Contingency Management plan will not, and cannot,
addressallcircumstances
Bangladeshispronetomanyothertypesofhazardssuchasfloods,cyclonesetc
and National Earthquake Contingency Management plan should be
incorporated with other Contingency Management plans to create a Multi
hazardcontingencymanagementframework.
The Plan assumes that the line agencies will have mandatory provisions and
national capacity to deal with assigned tasks. Mandatory provisions for First
ResponderOrganizations,lineagencies,ministries,localgovernments,District
authorities etc has to be granted through appropriate policy and legal
instruments.
TheNationalEarthquakeContingencyplanrequiresacomplementaryplanning
processatotherlevelsofadministrativebodies(i.eUpazila,Union,Community
level) of the government. While respective agencies need to have dedicated
champions to undertake planning and implementation, the DMB under the
Ministry of Food & Disaster Management will have a difficult task in
coordinating and providing technical assistance unless its capacity is
strengthened.
TherelevantMinistriesareresponsibleforprovisionofresourcestocarryout
earthquake emergency management functions by relevant institutions.
Especially institutions involved may need additional resources in terms of
qualified manpower, technical as well as financial resources to undertake
assignedtasks.
The National Earthquake Contingency Management process is linked to a
specifiedtimelagtobecomefullyfunctionalasanintegratedsystem
The Plan requires that the National Emergency Operations Center is to be
establishedonprioritybasistohaveservicefunctionsfora24/7schedulewith
dutyofficersinplacewithclearlyidentifiednotificationprotocols.
ThePlancannotensurethatemergencyassistancetocommunitieswillarrive
in time following a rapid onset disaster such as earthquake unless the
government will have emergency declarations in time. It will depend on
effective emergency management system which depends on application of
advancedstateofthearttechnology.
Capable and committed staff with appropriate financial resources, facilities,
equipment and supplies is required to implement an effective, longterm
programbasedontheActionPlan.
1.9
IntendedUsersofthePlan
The direct users of this National Earthquake Contingency Plan will be the first,
secondaswellasthirdlevelResponderOrganizationsinordertosavehumanlives,
provide humanitarian assistance, and restore the lifeline facilities and utilities
respectively.
The term 'First Responder' refers to
FirstResponderOrganizations
thoseinstitutionsandindividualswhoin
ArmedForcesDivision(AFD)
the early stages of an incident are
FireService&CivilDefense(FSCD)
responsible for the protection and
DirectorateGeneralofHealthServices
preservation of life, property, and the
(DGHS)
environment, including emergency
response providers as well as
DepartmentofReliefand
emergency management, search and
Rehabilitation(DRR)
rescue, fire safety, public health, clinical
CityCorporationsBox6
care,andotherskilledsupportpersonnel
(such as equipment operators) that provide immediate support services during
emergencyoperations.Inthiscontingencyplanningprocess,thefollowingagencies
areidentifiedasFirstResponderOrganizationsasshowninBox6.
In addition to above, the second level will consist of the utility and life line
institutions (water supply, electricity, gas supply, telecommunications, waste
disposal etc) transportation systems (road, air, rail, and sea), Para military forces
and Police which will be engaged in security, law and order functions. Third
Responder Organizations are the others such as line Ministries, Departments, City
Authorities, NGOs/ INGOs, electronic and paper Media, Community Based
Organizations (CBOs), Civil Society Organizations (CSOs), Academia, Development
Partners will be the passive users of the plan as they will be providing support
services for plan implementation. The ultimate beneficiaries would be the
communitiesatrisktobringnormalcywithinafastestpossibletime.
EarthquakeThreatandPossibleScenariosinBangladeshwith
SpecialReferencetoDhaka,ChittagongandSylhetCity
2.1 Introduction
Over the past decades, urbanization in Bangladesh has been rapidly taking place
without proper guidance. As a result many of the urban centers have developed
haphazardly. These urban centers are fast growing and influence the economic
developments of the country. It is therefore essential to have a realistic
understandingonthenature,severityandconsequencesoflikelydamage/lossthata
possible event of earthquake could cause. A strong earthquake affecting a major
urban center like Dhaka, Chittagong, or Sylhet may result in damage and
destructionsofmassiveproportionsandmayhavedisastrousconsequencesforthe
entirenation.
GeographicallyBangladeshislocatedclosetotheboundaryoftwoactiveplates:the
Indian plate in the west and the Eurasian plate in the east and north. In the past
therewhereseveralearthquakesthatcausedseveredamagestolifeandproperties.
Someofthemajorearthquakesaroundtheregionincludesthe1548earthquake,the
1664 earthquake, the 1762 earthquake, the 1869 Cachen earthquake (Ms 7.5), the
1885Bengalearthquake (Ms7.0),the1897Great Assamearthquake(Ms8.1),and
the 1918 Srimangal earthquake (Ms 7.6) (Earthquake in website Banglapedia;
Oldham,1883;Ambraseys,2004;BilhamandHough,2006etc).Followingisalistof
majorearthquakesinandaroundBangladesh.
Table2.1EarthquakesinBangladesh
Year DescriptionoftheEarthquake
1548 Thefirstrecordedearthquakewasaterribleone.SylhetandChittagongwereviolently
shaken,theearthopenedinmanyplacesandthrewupwaterandmudofasulphuroussmell.
1642 MoreseveredamageoccurredinSylhetdistrict.Buildingswerecrackedbuttherewasnoloss
oflife.
1663 SevereearthquakeinASSAM,whichcontinuedforhalfanhourandSylhetdistrictwasnotfree
fromitsshock.
1762 ThegreatearthquakeofApril2,whichraisedthecoastofFoulislandby2.74mandthe
northwestcoastofCheduaislandby6.71mabovesealevelandalsocausedapermanent
submergenceof155.40sqkmnearChittagong.TheearthquakeprovedveryviolentinDhaka
andalongtheeasternbankoftheMEGHNAasfarasChittagong.InDhaka500personslost
theirlives,theRIVERsandJHEELswereagitatedandrosehighabovetheirusuallevelsand
whentheyrecededtheirbankswerestrewnwithdeadfish.Alargeriverdriedup,atractof
landsankand200peoplewithalltheirCATTLEwerelost.Twovolcanoesweresaidtohave
openedintheSitakundahills.
1775 SevereearthquakeinDhakaaroundApril10,butnolossoflife.
1812 SevereearthquakeinmanyplacesofBangladesharoundMay11.Theearthquakeproved
violentinSylhet
1865 Terribleshockwasfelt,duringthesecondearthquakeoccurredinthewinterof1865,
althoughnoseriousdamageoccurred.
1869 KnownasCacharEarthquake.SeverelyfeltinSylhetbutnolossoflife.Thesteepleofthe
churchwasshattered,thewallsofthecourthouseandthecircuitbungalowcrackedandin
theeasternpartofthedistrictthebanksofmanyriverscavedin.
1885 KnownastheBengalEarthquake.Occurredon14Julywith7.0magnitudeandtheepicentre
wasatManikganj.ThiseventwasgenerallyassociatedwiththedeepseatedJamunaFault.
1889 Occurredon10Januarywith7.5magnitudeandtheepicentreatJaintiaHills.Itaffected
Sylhettownandsurroundingareas.
1897 KnownastheGreatIndiaEarthquakewithamagnitudeof8.7andepicentreatShillong
Year
1918
1930
1934
1950
1997
1999
2003
DescriptionoftheEarthquake
Plateau.Thegreatearthquakeoccurredon12Juneat5.15pm,causedseriousdamageto
masonrybuildingsinSylhettownwherethedeathtollroseto545.Thiswasduetothe
collapseofthemasonrybuildings.ThetremorwasfeltthroughoutBengal,fromthesouth
LushaiHillsontheeasttoShahbadonthewest.InMymensingh,manypublicbuildingsofthe
districttown,includingtheJusticeHouse,werewreckedandveryfewofthetwostoried
brickbuilthousesbelongingtoZAMINDARssurvived.Heavydamagewasdonetothebridges
ontheDhakaMymensinghrailwayandtrafficwassuspendedforaboutafortnight.Theriver
communicationofthedistrictwasseriouslyaffected( BRAHMAPUTRA).Lossoflifewasnot
great,butlossofpropertywasestimatedatfivemillionRupees.Rajshahisufferedsevere
shocks,especiallyontheeasternside,and15personsdied.InDhakadamagetopropertywas
heavy.InTipperamasonrybuildingsandoldtemplessufferedalotandthetotaldamagewas
estimatedatRs9,000.
KnownastheSrimangalEarthquake.Occurredon18Julywithamagnitudeof7.6and
epicentreatSrimangal,MaulviBazar.IntensedamageoccurredinSrimangal,butinDhaka
onlyminoreffectswereobserved.
KnownastheDhubriEarthquake.Occurredon3Julywithamagnitudeof7.1andthe
epicentreatDhubri,Assam.Theearthquakecausedmajordamageintheeasternpartsof
Rangpurdistrict.
KnownastheBiharNepalEarthquake.Occurredon15Januarywithamagnitudeof8.3and
theepicentreatDarbhangaofBihar,India.TheearthquakecausedgreatdamageinBihar,
NepalandUttarPradeshbutdidnotaffectanypartofBangladesh.
Anotherearhquakeoccuredon3Julywithamagnitudeof7.1andtheepicentreatDhubriof
Assam,India.TheearthquakecausedconsiderabledamagesingreaterRangpurdistrictof
Bangladesh.
KnownastheAssamEarthquake.Occurredon15Augustwithamagnitudeof8.4withthe
epicentreinAssam,India.ThetremorwasfeltthroughoutBangladeshbutnodamagewas
reported.
Occurredon22NovemberinChittagongwithamagnitudeof6.0.Itcausedminordamage
aroundChittagongtown.
Occurredon22JulyatMaheshkhaliIslandwiththeepicentreinthesameplace,amagnitude
of5.2.SeverelyfeltaroundMaheshkhaliislandandtheadjoiningSEA.Housescrackedandin
somecasescollapsed.
Occurredon27JulyatKolabuniaunionofBarkalupazila,Rangamatidistrictwithmagnitude
5.1.Thetimewasat05:17:26.8hours.
Source:Banglapedia,2007
However, it seems that Bangladesh did not experience any large earthquake since
20th century for about 100 years. The 1918 earthquake is thought not to be a
characteristic one, since the magnitude is small for the plate boundary fault. This
may mean that Bangladesh has a high risk of large earthquake occurrence in near
future. Several major active faults, e.g. the plate boundary fault (the northern
extensionofsubductionfault)andtheDaukiFault,areinferredinBangladesh.These
faults must generate large earthquakes over M 8. However, the nature, detailed
location, and the faulting history on these faults are not well known yet (Morino,
2009).
2.2EarthquakeDamageinBangladeshinDifferentPeriod
Damage to house in 1997 Earthquake in Damage to an under construction building in

Moshekhali
ChittagongCityin1997
BDRClub,Kalabunia,Rangamatiafter2003 UnionParishad,Kalabunia,Rangamatiafter
EQ
2003EQ
Landslide,Kalabunia,Rangamatiaafter
2003EQ
BigCrackontheearthenRoadatBDRCAMP,
after2003EQ
SandventatRowmari,1897Earthquake
RailTruckatRangpur,1897Earthquake
CollapseofbuildinginArmanitolaDhaka
after1897Earthquake
CourtKachariBuildingCollapsedatMymensing
after1897Earthquake
2.3ElementsatRisk
In the current study three different scenarios have been developed to identify the
possible damage to infrastructures, buildings, transportation and number of
casualties. The scenarios are least, moderate and worst case as assumed based on
differentmagnitudeofearthquake.Followingarethescenariosofelementsatriskin
thecityofDhaka,SylhetandChittagong.
2.3.1BuildingsDamage
BuildingsDamageinChittagongCityCorporationArea
Itisestimatedthatabout142,856buildingswillbecompletelydamagedat8.5Mw
earthquakeoriginatedfromplateboundaryfault1.Thisisabout92.00%ofthetotal
numberofbuildingsintheChittagongcity.Duringthistimeabout13,146buildings
willbemoderatelydamaged.About26,929buildingswillbemoderatelydamagedat
Mw 8.0 earthquake originated from plate boundary fault2. The earthquake atMw
6.0originatedunderthecitywillcompletelydamageabout128,104buildingswhich
areabout70.00%ofthetotalbuildingsofthecity.
DamagetoMasonryBuildinginDhaka
DamagetoConcreteBuildinginDhaka
BuildingsDamageinDhakaCityCorporationArea
During an earthquake at 7.5 Mw originated from Madhupur fault, about 53,166
buildingswillbemoderatelydamaged.Thisisabout15.00%ofthetotalnumberof
buildings in the city. About 72,316 buildings will be totally damaged during this
time.Ifthemagnitudeoftheearthquakeis8.0Mw,about34,326buildingswillbeat
leastmoderatelydamaged.Duringanearthquakeoriginatedfrom underthecityat
6.0 Mw about 78,323 buildings will be completely damaged. An earthquake at 8.5
originatedfromplateboundaryfault2willcompletelydestroy238,164buildings.
BuildingsDamageinSylhetCityCorporationArea
Itisestimatedthatabout41,173buildingswillbedamagedduringanearthquakeat
8.0 Mw originated from Dauki Fault. This is about 79.00 % of the total number of
buildingsintheSylhetcity.Duringthistimeabout24,944buildingswillbedamaged
beyond repair. About 7854 buildings will be moderately damaged at Mw 8.3
earthquake originated from Plate boundary fault3. An earthquake at Mw 6.0 will
damage about 36,693 buildings which are about 70.00 % of the total number of
buildings of the city. At the same time an estimated 11,891 buildings will be
damagedbeyondrepair.Anearthquakeat Mw8.0 originatedfrom Dauki faultwill
damage about 45,216 buildings which are about 87% of total building of the city.
Duringthistime4,721buildingswillbemoderatelydamaged.AnearthquakeatMw
8.5originatedfromDaukifaultwilldamageabout51,858buildingswhichareabout
99.50%oftotalbuildingofthecity.
2.3.2EssentialFacilitiesDamage
EssentialFacilitiesDamageinDhakaCityCorporationArea
There will be severe damage to essential facilities like Hospital, schools, police
stationsafterdifferentlevelofearthquakes.Anearthquakeat7.5MwinDhakaCity,
originated from Madhupur fault will moderately damage about 241 hospital or
clinics.Atthesametime10hospitalswillbecompletelydamaged.About90schools
will be totally damages at the same time. However 30 police stations and 4 fire
servicestationswillbemoderatelydamagedduringthisearthquake.
Table2.2ExpectedDamagetoEssentialFacilitiesinDhakaCityCorporationArea
Classification
Total
Facilities
AtLeastModerate
Damage>50%
Case1
CompleteDamage
>50%
WithFunctionality
>50%onday1
Hospitals
600
241
10
224
Schools
2,737
1,173
90
895
EOCs
18
Police Stations
62
30
15
Fire Stations
10
Hospitals
600
22
431
Schools
2,737
99
2,029
EOCs
18
11
Police Stations
62
46
Fire Stations
10
Case 2
Case 3
Hospitals
600
364
23
128
Schools
2,737
1,567
165
495
EOCs
18
Police Stations
62
39
Fire Stations
10
Case 4
Hospitals
600
483
482
114
Schools
2,737
2,292
2,268
406
EOCs
18
14
14
Police Stations
62
61
61
Fire Stations
10
10
10
An earthquake at 8.0 Mw from plate boundary Fault2 will moderately damage 22

hospitals. However 431 hospital or clinics will be fully functional on the first day.
During this situation 99 schools will be moderately damaged and fire service &
policestationwillremainnormal.Duringanearthquakeoriginatedfromunderthe
city at 6.0 Mw, about 364 hospital or clinics will be moderately damaged. About
1567 schools, 39 police station and 6 fire service station will be also moderately
damageatthesametime
During an earthquake at 8.5 Mw originated from Plate Boundary, 127 out 162
hospitals/clinicswillbecompletelydamaged.Atthesametime739schools,06EOC,
10 out of 11 police stations and 8 out of 12 fire stations will be totally damaged.
Noneofthefacilitieswillbefunctionalonthefirstdayofearthquake.
Table2.3ExpectedDamagetoEssentialFacilitiesinChittagongCityCorporationArea
Classification
Case01
Total
#Facilities
AtLeastModerate
Damage>50%
CompleteDamage
>50%
WithFunctionality
>50%onday1
Hospitals
162
158
127
1,033
1,011
739
EOCs
11
11
Police Stations
11
11
10
Fire Stations
12
12
Schools
Case02
Hospitals
162
13
123
1,033
78
818
EOCs
11
Police Stations
11
Fire Stations
12
11
Schools
Case03
162
65
15
1,033
471
121
EOCs
11
Police Stations
11
Fire Stations
12
Hospitals
Schools
Case04
Hospitals
162
57
75
Schools
1,033
349
297
EOCs
11
Police Stations
11
Fire Stations
12
About13hospitalandclinics,78schoolsandoneeachofpoliceandfirestationswill
be moderately damaged if there is an earthquake at 8.0 Mw from plate boundary
Fault2.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,121schools
and15hospitalswillbecompletelydamaged.However,duringthissituationmostof
thefacilitieswillremainunderoperationonethefirstdayoftheearthquake.
SylhetCityCorporationArea
InSylhet,duringanearthquakeof8.0MworiginatedfromDaukifault,43hospital&
clinicswillbetotallydamaged.Duringsameperiod105schoolsand4policestations
willalsobedamagedtotally.OntheotherhandanearthquakeoriginatedfromPlate
Boundary fault3 at 8.3 Mw will be responsible for moderate dame to 3 hospitals
and5schools.
Table2.4ExpectedDamagetoEssentialFacilitiesinSylhetCityCorporationArea
Classification
Total
#Facilities
AtLeastModerate
Damage>50%
Case1
CompleteDamage
>50%
WithFunctionality
>50%onday1
Hospitals
87
47
43
Schools
211
111
105
13
EOCs
Police Stations
Fire Stations
Case2
Hospitals
87
59
Schools
211
172
EOCs
Police Stations
Fire Stations
Case3
Hospitals
87
47
Schools
211
111
26
EOCs
Police Stations
Fire Stations
Hospitals
87
59
59
Schools
Case4
211
148
139
EOCs
Police Stations
Fire Stations
Case5
Hospitals
87
87
86
Schools
211
211
209
EOCs
Police Stations
Fire Stations
During this time other facilities will remain under operation from first day of the
earthquake. The earthquake if originated from under the city of 6.0 Mw will
moderatelydamage47hospitals,111schoolsand4policestations.
DamagetoGasSupplySystemInChittagong
DamagetoMedicalFacilitiesinDhaka
2.3.3AvailabilityofHospitalFacilitiesafterEarthquake
Currently in Chittagong there are about 21,664 hospital beds available for use. On
thedayafteranearthquakeat8.5Mw,only923hospitalbeds(4%)willbeavailable
forusebypatientsalreadyinthehospitalandthoseinjuredbytheearthquake.After
one week, 11% of the beds will be back in service. By 30 days, 17% will be
operational.Afteranearthquakeat8.0Mw,about13,900hospitalbeds(64%)will
be available for use by patients already in the hospital and those injured by the
earthquakeonthefirstday.Graduallyafteroneweek,80%ofthebedswillbeback
inserviceandby30days,91%willbeoperational.Afterandearthquakeat6.0Mw,
themodelestimatesthatonly5,769hospitalbeds(27%)willbeavailableforuseby
patientsalreadyinthehospitalandthoseinjuredbytheearthquake.Afteroneweek,
44%ofthebedswillbebackinservice.By30days,64%willbeoperational.
DhakaCityCorporationArea
InDhakathereareabout59,849hospitalbedsavailableforuse.Onthedayafteran
earthquakeof7.5Mw,itisestimatedthatonly24,242hospitalbeds(41%)willbe
available for use by patients already in the hospital and those injured by the
earthquake. Afterone week,54%ofthebeds willbebackin service. By 30 days,
72%willbeoperational.Afteranearthquakeat8.0Mwonlyabout37,625hospital
beds (63%) are available for use by patients already in the hospital and those
injured by the earthquake. During this situation after one week, about 76% of the
bedswillbebackinserviceandby30days,87%willbefullyoperational.Duringan
earthquakeat6.0Mwabout18,561hospitalbeds(31%)willbeavailableforuseby
patientsalreadyinthehospitalandthoseinjuredbytheearthquakeduringfirstday.
After one week, 45% of the beds will be back in service. By 30 days, 66% will be
operational.Afteranearthquakeat6.0(depthtoTopof22km)Mwonlyabout7,441
hospital beds (12%) are available for use by patients already in the hospital and
thoseinjuredbytheearthquake.Duringthissituationafteroneweek,about16%of
thebedswillbebackinserviceandby30days,20%willbefullyoperational.
CurrentlyinSylhetthereareabout8,722hospitalbedsavailableforuse.Ontheday
afteranearthquakeat8.0Mw,only1,742hospitalbeds(20%)willbeavailablefor
use by patients already in the hospital and those injured by the earthquake. After
one week, 33% of the beds will be back in service. By 30 days, 46% will be
operational.Afteranearthquakeat8.3Mw,about5148hospitalbeds(59%)willbe
available for use by patients already in the hospital and those injured by the
earthquakeonthefirstday.Graduallyafteroneweek,78%ofthebedswillbeback
inserviceandby30days,91%willbeoperational.Afterandearthquakeat6.0Mw,
themodelestimatesthatonly1890hospitalbeds(22%)willbeavailableforuseby
patientsalreadyinthehospitalandthoseinjuredbytheearthquake.Afteroneweek,
38%ofthebedswillbebackinservice.By30days,61%willbeoperational.
2.3.4UtilityServicesDamage
UtilityServicesDamageinDhakaCityCorporationArea
An earthquake at 7.5 Mw originated from Madhupur fault will be responsible for
moderatedamagetopotablewaterat153points,wastewasterat2,naturalgasat2
points, electrical power at 15,200 and communications at 5 places. During this
period there will be 79 leaks and 272 breaks in water supply system, 107 leaks &
360breaksinwastewatersystemand56leaks&191breaksingassupplynetwork.
Table2.5ExpectedUtilitySystemFacilityDamageinDhakaCityCorporationArea
Scenario 1
Number of Locations
Scenario 4
Number of Locations
After Day 7
Total Number
With at Least Moderate Damage
With Complete Damage
After Day 1
After Day 7
Total Number
After Day 1
After Day 7
Total Number
After Day 1
After Day 7
With
Functiona
lity >50%
After Day 1
With
Functiona
lity >50%
With
Functiona
lity >50%
Potable
Water
Waste
Water
Scenario 3
Number of Locations
Total Number
System
With
Functiona
lity >50%
Scenario 2
Number of Locations
748
153
74
7
748
748
748
74
8
457
748
748
13
4
14
12
14
14
14
14
14
14
Natural
Gas
Electrical
Power
54,8
15
15,2
00
Communi
cation
30
54,8
15
29
30
54,8
15
10
29
30
29
54,8
15
54,8
15
29
30
29
Table2.6ExpectedUtilitySystemPipelineDamageinDhakaCityCorporationArea
Scenario 1
Syst
em
Pota
ble
Wate
r
Wast
e
Wate
r
Natur
al
Gas
Total
Pipeli
nes
Lengt
h (km)
Num
ber of
Leak
s
1,118
Scenario 2
Num
ber of
Break
s
Total
Pipeli
nes
Lengt
h (km)
Num
ber of
Leak
s
79
272
1,118
630
107
360
834
56
191
Scenario 3
Num
ber of
Break
s
Total
Pipeli
nes
Lengt
h (km)
Num
ber of
Leak
s
39
132
1,118
630
62
202
834
26
86
Scenario 4
Num
ber of
Break
s
Total
Pipeli
nes
Lengt
h (km)
Num
ber of
Leak
s
Num
ber of
Break
s
83
290
1,118
311
705
630
122
418
630
520
1020
834
56
195
834
209
475
Anearthquakeat8.0MwfromplateboundaryFault2allfacilitieswillremainunder
operationsfromthefirstdayofearthquake.Duringanearthquakeoriginatedfrom
under the city at 6.0 Mw, all 7 points of natural gas system will be completely
damaged.Duringthisperiodtherewillbemoderatedametoelectricalpowerat405
places.Wasterwateroperationwillremainunderoperationaftersevendayinall14
points and potable water will be functional after 7 days in all places. During this
periodtherewillbe39leaksand139breaksinwatersupplysystem,58leaks&202
breaksinwastewatersystemand26leaks&94breaksingassupplynetwork.
UtilityServicesDamageinChittagongCityCorporationArea
During an earthquake at 8.5 Mw originated from Plate Boundary, there will be
moderate dame in all systems like potable water, natural gas, electric power and
communication.Duringthistimepotablewatersystemwillbecompletelydamaged
in4locationsandnaturalgassystemin2points.Atthesametimetherewillbe320
leaks and 407 breaks in water supply network, 131 leaks and 59 breaks in waste
waternetworkand104leaksand125breaksingassupplynetwork.
Table2.7ExpectedUtilitySystemFacilityDamageinChittagongCityCorporationArea
Scenario 1
Scenario 2
Scenario 3
Scenario 4
Number of Locations
Number of Locations
Number of Locations
Number of Locations
After Day 1
After Day 7
Total Number
After Day 1
After Day 7
Total Number
After Day 1
After Day 7
Total Number
After Day 1
After Day 7
With
Function
ality
>50%
With
Function
ality
>50%
Total Number
With
Function
ality
>50%
72
72
72
46
72
72
72
28
72
25
72
22
22
22
22
22
22
10
22
13
22
Electrical
Power
28,
407
28
,4
07
19,2
37
28
,4
07
15,
084
28,
407
28
,4
07
28
,4
07
28,4
05
28
,4
07
14
,5
55
1
9
6
28,4
07
Commun
ication
System
Potable
Water
Natural
Gas
With
Functiona
lity >50%
Table2.8ExpectedUtilitySystemPipelineDamageinChittagongCityCorporationArea
Scenario 1
Syste
m
Potabl
e
Water
Natural
Gas
Scenario 2
Scenario 3
Scenario 4
Total
Pipeline
s Length
(km)
Numbe
r of
Leaks
Numbe
r of
Breaks
Total
Pipeline
s Length
(km)
Numbe
r of
Leaks
Numbe
r of
Breaks
Total
Pipeline
s Length
(km)
Numbe
r of
Leaks
Numbe
r of
Breaks
Total
Pipeline
s Length
(km)
Numbe
r of
Leaks
Numbe
r of
Breaks
542
320
407
542
17
53
542
45
129
542
25
81
217
104
125
217
16
217
13
37
217
24
During an earthquake originated from under the city at 6.0 Mw, there will be 38
leaksand120breaksinwatersupplynetwork,5leaksand6breaksinwastewater
networkand11leaksand34breaksingassupplynetwork.
UtilityServicesDamageinSylhetCityCorporationArea
In Sylhet, during an earthquake of 8.0 Mw originated from Dauki fault, will be
responsible for moderate damage to potable water at 18 points, natural gas at 1
points,electricalpowerat9057andcommunicationsat7places.Duringthisperiod
therewillbe10leaksand21breaksinwatersupplysystemand7leaks&15breaks
in gas supply network. On the other hand an earthquake originated from Plate
Boundary fault3at 8.3Mwwillberesponsiblefor2leaks and 21breaksinwater
supply system and 1 leak & 2 breaks in gas supply network. The earthquake if
originated from under the city of 6.0 Mw there will be 3 leaks and 7 breaks in
potablewaternetwork.
Table2.9ExpectedUtilitySystemFacilityDamageinSylhetCityCorporationArea
Scenario 3
Scenario 4
Scenario 5
Number of Locations
Number of Locations
Number of Locations
9,
05
7
8,
88
5
9.
05
6
After Day 7
After Day 1
1
9,
05
7
0
8,
83
0
18
18
18
9,
05
7
9,
05
7
9,
05
6
With
Functio
nality
>50%
Total Number
After Day 7
1
9,
05
7
After Day 1
1
9,
05
6
1
9,
05
7
18
With
Functio
nality
>50%
Total Number
9,
05
7
After Day 7
18
After Day 1
18
With
Functio
nality
>50%
Total Number
After Day 7
18
After Day 1
After Day 7
After Day 1
18
With
Functio
nality
>50%
Total Number
With
Functio
nality
>50%
Potabl
e
Water
Natura
l Gas
Electri
cal
Power
Comm
unicati
on
Scenario 2
Number of Locations
Total Number
Syste
m
Scenario 1
Number of Locations
18
18
9,
05
7
9,
05
7
Table2.10ExpectedUtilitySystemPipelineDamageinSylhetCityCorporationArea
Scenario 1
Sys
tem
Pot
abl
e
Wat
er
Nat
ural
Gas
Scenario 2
Scenario 3
Scenario 4
Scenario 5
Tota
l
Pipe
lines
Len
gth
(km)
Nu
mb
er
of
Lea
ks
Nu
mb
er
of
Bre
aks
Tota
l
Pipe
lines
Len
gth
(km)
Nu
mb
er
of
Lea
ks
Nu
mb
er
of
Bre
aks
Tota
l
Pipe
lines
Len
gth
(km)
Nu
mb
er
of
Lea
ks
Nu
mb
er
of
Bre
aks
Tota
l
Pipe
lines
Len
gth
(km)
Nu
mb
er
of
Lea
ks
Nu
mb
er
of
Bre
aks
Tota
l
Pipe
lines
Len
gth
(km)
Nu
mb
er
of
Lea
ks
Nu
mb
er
of
Bre
aks
128
10
21
128
128
11
128
14
25
128
74
48
141
15
141
141
141
11
21
141
56
41
2.3.5EconomicLoss
Earthquake may make substantial economic losses to economy through damaging
different infrastructures. These losses include structural, nonstructural, different
materialsinsideabuilding,transportation,utilityservicesetc.Followingisthedetail
of possible economic loss estimated based on different earthquake scenarios in
Dhaka,ChittagongandSylhet.
There will be significant losses to the buildings if there is earthquake in Dhaka.
During an earthquake at 7.5 Mw originated from Madhupur fault, there will be
economic loss of about 1112 million USD for structures. Economic loss to the
structure will be 650 and 1075 million USD respectively during the earthquake at
8.0MwfromplateboundaryFault2andanearthquakeoriginatedfromunderthe
cityat6.0Mw.
Table2.11BuildingRelatedEconomicLossEstimates(Millionsofdollars)inDhakaCity
CorporationArea
Single Family
Dwelling (SFD)
Residential
Case
Capital Stock
Loses
Structural
2.11
506.99
499.53
38.22
65.31
1,112.15
Non_ Structural
6.07
2,548.89
755.94
154.86
238.45
3,704.21
1,392.99
Non-SFD
Commercial
Industrial
Others
Total
Content
1.59
685.41
461.56
114.56
129.86
Structural
1.10
316.55
278.97
19.71
33.71
650.04
Non_ Structural
3.31
1,524.76
405.95
80.28
123.13
2,137.43
Content
0.89
393.10
253.3
59.21
69.07
775.57
Structural
2.33
533.91
439.56
37.15
62.99
1,075.93
Non_ Structural
6.92
2,797.11
670.53
158.32
221.42
3,854.31
Content
1.95
820.14
427.30
118.46
125.78
1,493.63
Structural
5.39
1,216.98
1,071.05
88.15
154.42
2,535.99
Non_ Structural
17.34
6,352.31
2,000.20
439.14
634.52
9,443.52
Content
4.45
1,703.53
1,245.12
317.48
352.66
3,623.24
Source:Hazuscalculationbasedondatabase,engineeringgeologyandseismichazard
SimilarlythelossofNonStructuralitemswillbe3704,2137,3854and9443million
USDrespectivelyfortheearthquakesat7.5MworiginatedfromMadhupurfault,at
8.0MwfromplateboundaryFault2,earthquake originated from underthecity at
6.0 Mw and an earthquake at 8.5 originated from under the city. Building contain
loss will be 1393, 775, 1493 and 3623 million USD respectively for the three
earthquakesasdescribedsequentially.
AnearthquakeinChittagongat8.5MworiginatedfromPlateBoundaryFault1,will
bring economic loss to structural, nonstructural and building contain that costs
respectively711,2077and323millionUSD.Similarlytherewillbelossof135,313
and 48 million USD respectively for structural, nonstructural and house content
duringanearthquakeat8.0MwfromplateboundaryFault2.
Table2.12BuildingRelatedEconomicLossEstimates(Millionsofdollars)inChittagongCity
CorporationArea
Case
Capital Stock
Loses
Single Family
Dwelling(SFD)
Residential
Non-SFD
Commercial
Industrial
Others
Total
Structural
173.10
228.45
263.40
26.74
19.32
711.00
Non_ Structural
553.71
971.86
348.75
135.30
67.63
2,077.25
Content
186.30
100.41
37.17
323.88
Structural
35.06
39.72
51.09
6.74
2.96
135.58
Non_ Structural
85.49
150.69
45.85
23.52
8.37
313.93
Content
25.63
17.72
4.82
48.17
Structural
93.43
109.9
139.77
15.80
8.16
367.05
Non_ Structural
260.69
456.03
154.30
69.41
25.98
966.41
Content
87.59
52.69
16.08
156.36
Structural
55.70
69.15
85.60
8.91
5.12
224.47
Non_ Structural
142.53
266.08
87.67
34.82
15.44
546.54
Content
51.15
26.77
9.67
87.59
Theearthquakeoriginatedfromunderthecityat6.0Mwmaybringeconomiclossof
about367,966and156millionUSDrespectivelyforstructural,nonstructuraland
buildingcontain.
AnearthquakeinSylhetat8.0MworiginatedfromDaukyFault,willbringeconomic
loss to structural, nonstructural and building contain that costs respectively 124,
365and113millionUSD.Similarlytherewillbelossof19,39and14millionUSD
respectivelyforstructural,nonstructuralandhousecontentduringanearthquake
at8.3MwfromplateboundaryFault3.
Table2.13BuildingRelatedEconomicLossEstimates(Millionsofdollars)inSylhetCity
CorporationArea
Single Family
Dwelling(SFD)
Residential
Non-SFD
Structural
69.50
18.45
30.06
1.51
4.69
124.21
Non_ Structural
201.09
94.78
45.29
6.68
17.98
365.82
113.84
Case
Capital Stock Loses
Commercial
Industrial
Others
Total
Content
48.89
23.79
25.52
4.91
10.72
Structural
8.80
3.33
5.96
0.27
0.90
19.26
Non_ Structural
16.73
13.04
6.27
0.88
2.69
39.61
Content
5.21
3.49
3.75
0.69
1.70
14.84
Structural
41.94
12.49
21.06
0.98
3.26
79.73
Non_ Structural
105.61
60.32
29.38
4.01
11.39
210.71
Content
28.48
16.44
17.69
3.05
7.33
73.00
Structural
84.03
24.64
38.47
1.88
6.14
155.15
Non_ Structural
256.72
131.06
61.90
9.17
24.47
483.32
Content
63.67
32.24
34.44
6.60
14.24
151.19
Structural
110.51
38.01
53.89
2.40
8.97
213.77
Non_ Structural
351.02
197.79
87.92
12.43
36.93
686.09
Content
85.33
45.15
46.64
8.70
19.70
205.51
Theearthquakeoriginatedfromunderthecityat6.0Mwmaybringeconomiclossof
about 79, 210 and 73 million USD respectively for structural, nonstructural and
buildingcontain.
2.3.6EconomicLossinTransportationandUtilityServiceSector
There will be huge economic losses in transport and Utility services sector during
the earthquake of different magnitude. Transport sector coves the infrastructures
like highways, railways, bus and ferry. While utility services cover water supply,
waste water treatment system, gas supply network, electric supply and
communication.FollowingaretheeconomiclossesestimatedforDhaka,Chittagong
andSylhetCityindifferentmagnitudeofearthquake.
In Dhaka an earthquake of 7.5 Mw originated from Madhupur fault, will bring
economiclossof97,4.2,0.9and0.1millionUSDrespectively forhighway,railway,
busandferrysector.
Table2.14TransportationSystemEconomicLossesinDhakaCityCorporationArea(inmillion
ofdollars)
Scenario 1
Syst
em
Comp
onent
Roads
High
way
Bridge
s
Subtot
al
Tracks
Rail
ways
Bus
Ferry
Faciliti
es
Subtot
al
Faciliti
es
Subtot
al
Faciliti
es
Subtot
al
Total
Inven
tory
Value
Econo
mics
Loss
1,479
.39
95.43
26.53
1.24
1,505
.90
96.7
66.52
2.04
9.20
2.11
75.7
4.20
3.68
0.93
3.70
0.90
0.80
0.14
0.80
1586.
1
Scenario 2
Lo
ss
Ra
tio
(%
)
6.4
5
4.6
6
Inven
tory
Value
Econo
mics
Loss
1,479
.39
36.73
26.53
0.86
1,505
.90
37.6
66.52
0.76
9.20
1.24
75.7
2.00
3.68
0.53
3.70
0.50
0.80
0.10
0.10
0.80
101.9
1,586
.10
3.0
7
22.
92
25.
37
17.
78
Scenario 3
Lo
ss
Ra
tio
(%
)
2.4
8
3.2
3
Inven
tory
Value
Econo
mics
Loss
1479.
39
101.71
26.53
1.17
1505.
90
102.9
66.52
0.46
9.20
3.52
75.70
6.60
3.68
1.41
3.70
1.40
0.80
0.24
0.10
0.80
40.2
1586.
1
1.1
5
13.
5
14.
53
12.
51
Scenario 4
Lo
ss
Ra
tio
(%
)
6.8
8
4.4
0
Inven
tory
Value
Econo
mics
Loss
1,479
.39
311.43
26.53
2.66
1505.
90
314.10
66.52
12.42
9.20
6.04
75.70
18.50
3.68
2.83
3.70
2.80
0.80
0.51
0.20
0.80
0.50
111.1
1586.
10
335.90
4.6
2
38.
22
38.
30
29.
98
Lo
ss
Ra
tio
(%
)
21.
05
10.
04
18.
67
65.
61
77.
02
63.
89
Table2.15UtilitySystemEconomicLossesinDhakaCityCorporationArea(inmillionof
dollars)
Scenario 1
System
Potable
Water
Waste
Water
Compon
ent
Invent
ory
Value
Econom
ics Loss
Pipelines
13.10
1.61
Communica
tion
Loss
Rati
o
(%)
12.3
2
14.6
8
Invent
ory
Value
Econom
ics Loss
13.10
0.80
140.20
10.18
153.28
10.99
Facilities
140.20
20.58
Subtotal
153.28
22.19
Pipelines
2.90
3.18
111.
13
2.90
1.98
Facilities
60.60
5.33
8.79
60.6
4.13
Subtotal
63.48
8.51
63.48
6.10
Pipelines
7.70
0.43
5.66
7.70
0.20
Facilities
7.00
1.28
18.3
5
7.00
0.49
Subtotal
14.66
1.72
14.66
0.68
Facilities
75.80
15.6
20.5
9
75.80
5.40
75.76
5.40
13.8
7
81.00
5.20
Natural Gas
Electrical
Power
Scenario 2
Subtotal
75.76
15.6
Facilities
81.00
11.24
Scenario 3
Los
s
Rati
o
(%)
6.1
3
7.2
6
Invent
ory
Value
Econom
ics Loss
13.10
1.74
Scenario 4
Loss
Rati
o
(%)
13.2
9
25.9
1
140.20
36.32
153.28
38.06
2.90
3.92
60.60
10.02
63.48
13.94
7.70
0.45
5.82
7.00
1.94
27.7
2
14.66
2.39
7.1
3
75.80
21.77
75.76
21.77
6.4
2
81.00
19.79
69.
15
6.8
1
2.5
8
6.9
4
137.
22
16.5
3
Invent
ory
Value
Econom
ics Loss
13.09
0.80
140.19
10.18
153.28
10.99
2.86
1.98
60.62
4.13
63.48
6.10
7.66
0.20
7.00
0.49
14.66
0.68
28.7
4
75.76
5.40
75.76
5.40
24.4
4
81.00
5.20
Subtotal
81.00
11.24
81.00
5.20
81.00
19.79
81.00
5.20
Total
388.18
59.25
388.18
28.37
388.18
95.96
388.18
28.37
Los
s
Rati
o
(%)
6.1
3
7.2
6
69.
15
6.8
1
2.5
8
6.9
4
7.1
3
6.4
2
The aggregate of the economic loss in these four sectors would be 40 and 111
million USD respectively during the earthquake of 8.0 Mw from plate boundary
Fault2andtheearthquake originated fromunderthecityat6.0Mw.Similarly for
fourdifferentscenarioseconomiclossinutilitysystemwouldberespectively59,28,
96and28millionUSD(pleaseseetable2.15fordetail).
InChittagonganearthquakeof8.5MworiginatedfromPlateBoundaryfault1,will
bringeconomiclossof166,14and0.7millionUSDrespectivelyforhighway,railway
andbussector.
Table2.16TransportationSystemEconomicLossesinChittagongCityCorporationArea(in
millionofdollars)
Scenario 1
Syst
em
Comp
onent
Roads
High
way
Bridge
s
Subtot
al
Inven
tory
Value
Econo
mics
Loss
725.6
7
164.49
6.56
1.23
732.2
165.7
98.2
9.09
7.36
4.88
105.6
14
1.55
0.71
1.6
839.3
Tracks
Rail
ways
Bus
Faciliti
es
Subtot
al
Faciliti
es
Subtot
al
Total
Scenario 2
Lo
ss
Ra
tio
(%
)
22.
67
18.
84
Inven
tory
Value
Econo
mics
Loss
725.6
7
11.81
6.56
0.08
732.2
11.9
98.2
0.18
7.36
0.52
105.6
0.7
1.55
0.25
0.7
1.6
180.4
839.3
9.2
5
66.
25
45.
53
Scenario 3
Lo
ss
Ra
tio
(%
)
1.6
3
1.2
4
Inven
tory
Value
Econo
mics
Loss
725.6
7
26.04
6.56
0.36
732.2
26.4
98.2
0.59
7.36
2.97
105.6
3.6
1.55
0.48
0.2
1.6
12.8
839.3
0.1
9
7.0
3
15.
88
Scenario 4
Lo
ss
Ra
tio
(%
)
3.5
9
5.4
9
Inven
tory
Value
Econo
mics
Loss
725.6
7
15.54
6.56
0.15
732.2
15.70
0.6
98.20
0.27
40.
3
7.36
1.47
105.6
1.70
1.55
0.43
0.5
1.6
0.40
30.4
839.3
17.90
31.
12
Lo
ss
Ra
tio
(%
)
2.1
4
2.3
0
0.2
7
20.
00
27.
74
Table2.17UtilitySystemEconomicLossesinChittagongCityCorporationArea(inmillionof
dollars)
Scenario 1
System
Potable
Water
Natural
Gas
Comp
onent
Pipelin
es
Faciliti
es
Subtot
al
Pipelin
es
Inve
ntory
Valu
e
Econ
omics
Loss
3.6
2.47
69.6
24.76
73.18
27.24
0.4
Scenario 2
Lo
ss
Ra
tio
(%
)
68.
38
35.
6
Inve
ntory
Valu
e
Econ
omics
Loss
3.6
0.25
69.6
5.87
73.18
6.12
0.4
Scenario 3
Lo
ss
Ra
tio
(%
)
6.9
4
8.4
4
Inve
ntory
Valu
e
Econ
omics
Loss
3.6
0.67
69.6
15.56
73.18
16.23
0.4
Scenario 4
Lo
ss
Ra
tio
(%
)
18.
4
22.
37
Inve
ntory
Valu
e
Econ
omics
Loss
3.6
0.41
69.6
11.87
73.18
12.28
0.4
0.00
Lo
ss
Ra
tio
(%
)
11.
19
17.
07
0.0
0
Electrica
l Power
Commu
nication
Faciliti
es
Subtot
al
Faciliti
es
Subtot
al
Faciliti
es
Subtot
al
Total
22.00
10.52
22.36
10.52
33.4
15.94
33.35
15.94
19.00
9.53
19.00
147.8
9
47.
82
22.00
1.57
22.36
1.58
33.4
1.47
33.35
1.47
19.00
0.77
9.53
19.00
63.23
147.8
9
47.
8
50.
16
7.1
4
22.00
5.67
22.36
5.67
33.4
9.58
33.35
9.58
19.00
5.31
0.77
19.00
9.94
147.8
9
4.4
2
4.0
5
25.
76
22.00
3.58
22.36
3.58
33.4
3.99
33.35
3.99
19.00
2.20
5.31
19.00
2.20
36.79
147.8
9
22.05
28.
73
27.
97
16.
26
11.
97
11.
60
The aggregate of the economic loss in these three sectors would be 13 and 30
fourdifferentscenarioseconomiclossinutilitysystemwouldberespectively63,10,
37and22millionUSD(pleaseseetable2.17fordetail).
InSylhet,anearthquakeof8.0MworiginatedfromDaukifault,willbringeconomic
lossof7.2,1.4and0.1millionUSDrespectivelyforhighway,railwayandbussector.
Table2.18TransportationSystemEconomicLossesinSylhetCityCorporationArea(inmillion
ofdollars)
Scenario 1
Sys
tem
Hig
hw
ay
Rail
way
s
Bus
Scenario 2
Scenario 3
Eco
nom
ics
Loss
L
o
ss
R
at
io
(
%
)
Inv
ent
ory
Val
ue
Scenario 4
Eco
nom
ics
Loss
L
o
ss
R
at
io
(
%
)
Inv
ent
ory
Val
ue
Scenario 5
Eco
nom
ics
Loss
L
o
ss
R
at
io
(
%
)
Inv
ent
ory
Val
ue
Eco
nom
ics
Loss
Com
pone
nt
Inv
ent
ory
Val
ue
Eco
nom
ics
Loss
L
o
ss
R
at
io
(
%
)
Road
s
178.
35
6.78
3.
8
178.
35
1.27
0.
71
178.
35
4.03
2.
26
178.
35
11.0
0
6.
17
178.
35
75.3
1
Bridg
es
2.55
0.41
15
.9
2.55
0.16
6.
2
2.55
0.32
12
.3
4
2.55
0.45
17
.5
7
2.55
0.58
Subt
otal
180.
9
7.2
180.
9
1.4
180.
9
4.3
180.
90
11.5
0
180.
90
75.9
0
Trac
ks
6.99
9.2
2.
84
6.99
0.01
0.
15
6.99
0.06
0.
89
6.99
0.34
4.
89
6.99
6.15
Facili
ties
3.44
1.2
34
.7
6
3.44
0.35
10
.1
8
3.44
1.33
38
.6
3
3.44
1.58
45
.9
0
3.44
3.44
Subt
otal
10.4
1.4
10.4
0.4
10.4
1.4
10.4
0
1.90
10.4
0
9.60
Facili
ties
0.16
0.06
0.16
0.02
0.16
0.06
0.16
0.07
0.16
0.16
Subt
otal
0.2
0.1
0.2
0.2
0.1
0.20
0.10
0.20
0.20
Total
191.
5
8.6
191.
5
1.8
191.
5
5.8
191.
50
13.4
0
191.
50
85.7
0
34
.8
8
Inv
ent
ory
Val
ue
10
.2
5
38
.6
3
46
.0
6
Lo
ss
Ra
tio
(%
)
42
.2
3
22
.8
5
88
.0
7
10
0.
00
10
0.
00
Table2.19UtilitySystemEconomicLossesinSylhetCityCorporationArea(inmillionof
dollars)
Loss Ratio (%)
Inventory Value
Economics Loss
Loss Ratio (%)
Inventory Value
Economics Loss
Loss Ratio (%)
Inventory Value
Economics Loss
Loss Ratio (%)
Total
Economics Loss
Communi
cation
Scenario 5
Inventory Value
Electrical
Power
Scenario 4
Loss Ratio (%)
Natural
Gas
Scenario 3
Economics Loss
Potable
Water
Pipeli
nes
Facili
ties
Subt
otal
Pipeli
nes
Facili
ties
Subt
otal
Facili
ties
Subt
otal
Facili
ties
Subt
otal
Scenario 2
Inventory Value
System
Component
Scenario 1
0.5
0.9
2
168
.15
0.5
0.
16
29.
12
0.5
0.4
7
86.
41
0.5
1.1
5
209
.89
0.5
2.5
3
461
.52
2.4
0.6
3
26.
73
2.4
0.
12
5.1
7
2.4
0.6
4
27.
29
2.4
0.9
0
38.
37
2.4
1.9
1
81.
03
2.9
1.5
5
2.9
0.
28
2.9
1.1
2
2.9
0
2.0
6
2.9
0
4.4
4
0.4
0.3
72.
13
0.4
0.
04
8.6
0.4
0.1
6
38.
44
0.4
0
0.4
3
102
.55
0.4
0
0.9
9
236
.96
0.2
3
23.
16
0.
05
5.0
6
0.2
8
27.
95
1.0
0
0.3
4
34.
31
1.0
0
1.0
0
100
.00
1.4
2
0.5
3
1.4
2
0.
09
1.4
2
0.4
4
1.4
2
0.7
7
1.4
2
1.9
9
14.
3
3.6
6
14.
3
0.
76
14.
3
3.9
14.
30
5.0
0
14.
30
9.0
9
14.
26
3.6
6
14.
26
0.
76
14.
26
3.9
14.
30
5.0
0
14.
26
0.0
9
23
5.4
9
23
1.
53
23
5.8
1
23.
00
7.3
0
23.
00
15.
71
23.
00
41.
58
7.3
0
15.
13
23.
00
41.
58
15.
71
31.
23
23
41.
58
5.4
9
11.
23
25.
69
23.
85
23
41.
58
1.
53
2.
66
5.3
4
6.6
5
23
41.
58
5.8
1
11.
27
27.
37
25.
25
35.
09
31.
75
63.
73
68.
32
The aggregate of the economic loss in these five sectors would be 7.2, 1.4 and 0.1
fivedifferentscenarioseconomiclossinutilitysystemwould berespectively1011,
2.66,11.27,15and31millionUSD.
2.3.7Casualties
During this study, the numbers of people that will be injured and killed by the
earthquakehavebeenestimatedintofour(4)severitylevelsthatdescribetheextent
oftheinjuries.Thelevelsaredescribedasfollows;
SeverityLevel1:Injurieswillrequiremedicalattentionbuthospitalizationis
notneeded.
SeverityLevel2:Injurieswillrequirehospitalizationbutarenotconsidered
lifethreatening
SeverityLevel3:Injurieswillrequirehospitalizationandcanbecomelife
threateningifnotpromptlytreated.
SeverityLevel4:Victimsarekilledbytheearthquake.
The casualty estimations are for two times of day: 2:00 AM and 2:00 PM. These
timesrepresenttheperiodsofthedaythatdifferentsectorsofthecommunityareat
their peak occupancy loads. The 2:00 AM estimate considers that the residential
occupancy load is maximum and the 2:00 PM estimate considers that the
educational,commercialandindustrialsectorloadsaremaximum.Followingarethe
descriptiononthecasualtiesinthecityofChittagong,DhakaandSylhetindifferent
timeondifferentscenarios.
Duringanearthquakeat7.5MworiginatedfromMadhupurfaultatdaytime,about
131,029 people will be killed immediately after the earthquake. About 25,905
peoplewillrequirehospitalizationandcanbecomelifethreateningifnotpromptly
treated,about7043peoplewillrequirehospitalizationbutarenotconsideredlife
threateningandabout61,288peoplewillrequiremedicalattentionlikefirstaidor
somekindoftreatment.Similarlyabout69874peoplewillbekilled,13628people
needtobehospitalizedonacriticalcondition,3525peopleneedtobehospitalized
onmoderateinjuriesandabout36195peoplewillrequiremedicalattentionifthere
isanearthquakeat8.0MwfromplateboundaryFault2duringdaytime.Duringan
earthquake originated from under the city at 6.0 Mw at day time, about 122,271
peoplewilldieimmediately,about24,086peoplewillneedtobehospitalizedona
criticalcondition,about6590peoplewillrequiretakingadmissioninhospitalwith
moderateinjuriesandabout58862peoplewillrequiremedicalattention.
Table2.20CasualtiesinDhakaduringdifferentcasesinDifferentTime
Levelofcasualties
TimeandCase
Level1
2AM
Case1
Case2
Case3
Case4
2PM
Case1
Case2
Case3
Case4
Level2
Level3
Level4
121,815
75,391
127,042
336,547
21,355
13,011
22,054
61,093
5,287
3,069
5,383
16,227
131,029
69,874
122,271
364,292
25,905
13,628
24,086
76,191
7,043
3,525
6,590
22,589
88,503
58,858
95,267
260,788
61,288
36,195
58,862
183,450
Anearthquakeat7.5MworiginatedfromMadhupurfaultatnighttime,willkillabout
121,815 people immediately after the earthquake. About 21,355 people will require
hospitalizationandcanbecomelifethreateningifnotpromptlytreated,about5,287
peoplewillrequirehospitalizationbutarenotconsideredlifethreateningand88,503
peoplewillrequiremedicalattentionlikefirstaidorsomekindoftreatment.Similarly
about 75,391 people will be killed, 13,011 need to be hospitalized on a critical
condition,3,525peoplewill needtobehospitalizedonmoderateinjuriesand about
36,195peoplewillrequiremedicalattentionifthereisanearthquakeat8.0Mwfrom
plate boundary Fault2. During an earthquake originated from under the city at 6.0
Mw,about122,271peoplewilldieimmediately,about24,086peoplewillneedtobe
hospitalizedonacriticalcondition,about6,590peoplewillrequiretakingadmission
inhospitalwithmoderateinjuriesand58,862peoplewillrequiremedicalattention.
During an earthquake at 8.5 Mw originated from Plate Boundary Fault1 at night
time,about137,063peoplewillbekilledimmediatelyaftertheearthquake.About25,712
treated, about 7,275 people will require hospitalization but are not considered life
threatening and about 95,183 people will require medical attention like first aid or
some kind of treatment. Similarly about 19,185 people will be killed, about 3,215 will
needtobehospitalizedonacriticalcondition, 765 people willneedtobehospitalizedon
moderateinjuriesandabout13,932peoplewillrequiremedicalattentionifthereisan
earthquakeat8.0MwfromplateboundaryFault2.Duringanearthquakeoriginated
fromunderthecityat6.0Mw,about 59,684peoplewilldieimmediately,about 10,550
people will need to be hospitalized on a critical condition, about 2,799 people will
requiretakingadmissioninhospitalwithmoderateinjuriesandabout 40,453 people
willrequiremedicalattention.
Table2.21CasualtiesinChittagongduringdifferentcasesinDifferentTime
TimeandCase
Levelofcasualties
Level1
2AM
Case1
Case2
Case3
Case4
2PM
Case1
Case2
Case3
Case4
Level2
137,063
19,185
59,684
33,176
25,712
3,215
10,550
5,697
104,566
14,442
44,751
24,598
Level3
7,275
765
2,799
1,451
20,781
2,616
8,473
4,517
Level4
95,183
13,932
40,453
21,889
5,790
618
2,224
1,143
73,212
9,993
29,771
15,863
An earthquake at 8.5 Mw originated from Plate Boundary Fault1 at day time, will
killabout 104,566 peoplewillbekilledimmediatelyaftertheearthquake.About 20,781
treated, about 5,790 people will require hospitalization but are not considered life
threatening and about 73,212 people will require medical attention like first aid or
somekindoftreatment.Similarlyabout 14,442peoplewillbekilled, 2,616needtobe
hospitalizedonacriticalcondition, 618needtobehospitalizedonmoderateinjuries
andabout 9,993peoplewillrequiremedicalattentionifthereisanearthquakeat8.0
Mw fromplate boundary Fault2. Duringan earthquake originatedfrom under the
cityat6.0Mw,about 44,751 peoplewilldieimmediately,about 8,473peoplewillneed
to be hospitalized on a critical condition, about 2,224 people will require taking
admission in hospital with moderate injuries and about 29,771 people will require
medicalattention.
During an earthquake at 8.0 Mw originated from Dauki Fault at night time, about
14,689 peoplewillbekilledimmediatelyaftertheearthquake.About 2,761peoplewill
require hospitalization and can become life threatening if not promptly treated,
about 958peoplewillrequirehospitalizationbutarenotconsideredlifethreatening
and about 9,506 people will require medical attention like first aid or some kind of
treatment.Similarlyabout1,363peoplewillbekilled, 212needtobehospitalizedona
critical condition, 51 to be hospitalized on moderate injuries and 892 people will
requiremedicalattentionifthereisanearthquakeat8.3Mwfromplateboundary
Fault3.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,about 7,508
people will die immediately, about 1,329 people will need to be hospitalized on a
critical condition, about 417 people will require taking admission in hospital with
moderateinjuriesandabout4,723peoplewillrequiremedicalattention.
Table2.22CasualtiesinSylhetduringdifferentcasesinDifferentTime
TimeandCases
2AM
Case1
Case2
Case3
Case4
Case5
2PM
Case1
Case2
Case3
Case4
Case5
Level1
14,689
1,363
7,508
19,455
28,226
9,665
1,041
5,173
13,005
19,414
Level2
2,761
212
1,329
3,701
5,370
Level3
958
51
417
1,275
1,814
1,910
177
966
2,586
3,850
608
42
282
817
1,190
Level4
9,506
892
4,723
13,107
20,708
6,151
667
3,242
8,724
14,276
An earthquake at 8.0 Mw originated from Dauki Fault, during day time, will kill
about 9,665 peopleimmediatelyaftertheearthquake.About 1,910peoplewillrequire
hospitalization and can become life threatening if not promptly treated, about 608
peoplewillrequirehospitalizationbutarenotconsideredlifethreateningandabout
6,151 people will require medical attention like first aid or some kind of treatment.
Similarly about 1,041 people will be killed, 177 need to be hospitalized on a critical
condition, 42needtobehospitalizedonmoderateinjuriesandabout 667peoplewill
requiremedicalattentionifthereisanearthquakeat8.3Mwfromplateboundary
Fault3.Duringanearthquakeoriginatedfromunderthecityat6.0Mw,about 5,173
people will die immediately, about 966 people will need to be hospitalized on a
critical condition, about 282 people will require taking admission in hospital with
moderateinjuriesandabout3,242peoplewillrequiremedicalattention.
2.3.8CollateralHazards
There might be several hazards due to earthquake which may affect structures as
well as may cause damage to human life and increase economic losses. These
collateralhazardsincludefire,landslides,tsunami,debrisgenerationsetc.Following
are the possible fire hazards that may appear due to earthquake in Dhaka, Sylhet
andChittagongCity.
DebrisGeneration
HAZUS(thesoftwareusedforthisstudy)estimatestheamountofdebristhatwillbe
generated by the earthquake. The model breaks the debris into two general
categories:
a)Brick/Wood
b)ReinforcedConcrete/Steel.
This distinction is made because of the different types of material handling
equipmentrequiredtohandlethedebris.
Duringanearthquakeof7.5MworiginatedfromMadhpurFaultatotalof30million
tonsofdebriswillbegenerated.Outofthis,Brick/Woodcomprises27%ofthetotal,
withtheremainingbeingReinforcedConcrete/Steelof73%.Ifthedebristonnageis
convertedtoanestimatednumberoftruckloads,itwillrequire1,200,000truckloads
(@25 tons/truck) to remove the debris generated by the earthquake. Similarly an
earthquakeoriginatedfromPlateboundaryfault2willgenerateatotalof18million
tonsofdebrisofwhichBrick/Woodcomprises24%ofthetotal,withtheremaining
being Reinforced Concrete/Steel of 76%. If the debris tonnage is converted to an
estimated number of truckloads, it will require 720,000 truckloads (@25
tons/truck) to remove the debris generated by the earthquake. The earthquake if
originatedfromunderthecityof6.0Mw,willberesponsibleforgenerationofatotal
of 30 million tons. Out of this, Brick/Wood comprises 28% of the total, with the
remaining being Reinforced Concrete/Steel of 72%. If the debris tonnage is
convertedtoanestimatednumberoftruckloads,itwillrequire2,880,000truckloads
(@25tons/truck)toremovethedebrisgeneratedbytheearthquake.
Duringanearthquakeof8.5MworiginatedfromPlateboundaryfault1,atotalof17
million tons of debris will be generated. Out of this, Brick/Wood comprises 26%,
with the remaining being Reinforced Concrete/Steel. If the debris tonnage is
convertedtoanestimatednumberoftruckloads,itwillrequire680,000truckloads
(@25tons/truck)toremovethedebrisgeneratedbytheearthquake.Ontheother
hand an earthquake originated from Plate Boundary fault2 at 8.0 Mw will be
responsiblefor3milliontonsofdebrisofwhichBrick/Woodcomprises27%,with
remainingbeingReinforcedConcrete/Steel.Ifthedebristonnageisconvertedtoan
tons/truck) to remove the debris generated by the earthquake. The earthquake if
originatedfromunderthecityof6.0Mw,willgenerateanestimated8milliontons
ofdebris.Outofthetotalamount,Brick/Woodcomprises28%ofthetotal,withthe
tons/truck)toremovethedebrisgeneratedbytheearthquake.
Duringanearthquakeof8.0MworiginatedfromDaukifault,atotalof2milliontons
of debris will be generated. Out of this, Brick/Wood comprises 29%, with the
estimatednumberoftruckloads,itwillrequire80,000truckloads(@25tons/truck)
to remove the debris generated by the earthquake. The earthquake if originated
fromunderthecityof6.0Mw,willgenerate anestimated1milliontonsofdebris.
Outofthetotalamount,Brick/Woodcomprises30%ofthetotal,withtheremaining
beingReinforcedConcrete/Steel.Ifthedebristonnageisconvertedtoanestimated
numberoftruckloads,itwillrequire40,000truckloads(@25tons/truck)toremove
thedebrisgeneratedbytheearthquake.
ConceptofOperations
3.1 GeneralOperations
Much has been written in regards to Bangladeshs vulnerability to a number of
naturalandmanmadedisasters.Whilecyclonesandfloodsmay posethegreatest
risktoBangladeshatanationallevel,ithasbeenidentified thattheNorthEastern
andSouthEasternregionsofBangladesharevulnerabletoearthquake(Bangladesh
DisasterRiskManagementProfile2006).Aspertheseismicmacrozonationstudies,
urban areas such as Chittagong, Sylhet, Dhaka, Rangpur, Bogra, Mymensingh,
Comilla, Rajshahi are located within possible seismic active zone. Although some
levelofawarenessisraisedamongpopulationbyvariousinstitutionsthecountryis
farbehindtheminimumpreparednessleveltofacesuchadisasteroccurrenceinany
ofsuchurbanareas.Thischapterprovidesamoredetailedindicationofthecurrent
situation with regards to potential earthquake emergencies under which this plan
operatesandtheprinciplesofoperationthatareutilisedwithinBangladesh.
3.1.1ManagementPrinciples
InthedraftNationalPolicyforDM,thehighestpriorityduringandafteradisaster
hasbeenaccordedtoresponse,reliefandimmediaterecoveryofessentialservices,
and to medium and longer term reconstruction and rehabilitation to a higher
standardthanbeforetheoccurrenceofthedisaster.
In the emergency phase, main focus of the agencies involved in first responder
functionsandmanagingtheearthquakeemergencysituationwillbeto:
Savelives
Providehumanitarianassistancetovictims
Restorationoflifelinefacilitiestoreduceorminimizethehardships
3.1.2OperationsPrinciples
In the predisaster phase the DMB will play a lead role in coordinating and
ensuring preparedness of first responder organizations for effective
managementofresponseactivitiesinpartnershipwithotherstakeholderagencies.
DuringdisasterstheArmedForceDivisionwilltaketheleadroleinresponding
totheemergencysituation.ThemainfunctionofSearchandRescueofvictimswill
be handled by AFD with support from FSCD. Para military forces, Police and
communityfirstresponderswillassisttheprofessionalS&Rpersonnelemployedby
FSCDandAFD.
The Relief and welfare of victims during disasters will be handled by the DRR. In
reliefandtemporarysheltermanagement,strictadherencewillbeensuredtosocial
justice,equitabledistributionofrelief,neutralityandimpartialityintheprovisionof
assistance and respect for the dignity, values and culture of affected persons. Due
considerationwillbegiventoactivitieswithrespecttoInternallyDisplacedPersons
(IDPs)asaresultofearthquakesandcollateralhazardsassociatedwithprimaryand
secondary events. DMB and DRR will coordinate with Ministry of Food & Disaster
Managementasrequired.
Currently, there are several ministries and agencies handling different functions
relatedtopostdisasterrecovery,rehabilitationandreconstruction.Duringthepost
disaster period DMB will coordinate on behalf of the MoFDM with all these
ministries and agencies as relevant, in planning the long term recovery and to
reviewthesuccessofplanoperationsfornecessarymortifications.
3.1.3CapacityAssessment
Theshortfallsinexistingcapacitiesforrespondingtotheneedsduringthedisaster
situationwillbetiedtoascenariobasedassessmentandcanbeanalysedonlyafter
production of hazard, vulnerability maps and loss estimation using HAZUS.
Thecapacityofrespectivefirstresponderorganizationsneededtorespondtosuch
scenarioswillbedeterminedagainstthepotentialearthquakeevents(ofmagnitude
xyz) that impact the cities of Dhaka, Chittagong, and Sylhet. The devastating
effects, severity of impacts will be compared against the ability of first responder
organizations in terms of their manpower, equipment, material, location of
institutions and proximity to the potential zones of high impact, health care needs
for mass casualty treatment, and all other needs to respond to earthquake
emergencies.
3.2
StandardOperatingProcedures(SOP)
National Earthquake Contingency Plan is a plan for management of earthquake

emergencies of any magnitude which describes the management arrangements;
relationships; strategies and mechanisms for ensuring effective response to the
earthquakeemergencysituationsifandwhentheyoccur,indifferentscenarios.The
SOPsareneededto:
Executethecommandcontrolstructureforplanimplementationandhighlight
the operating procedures of the plan in relation to respective first responder
organisations
Develop a reporting structure between the National Emergency Operations
Centerandfirstresponderorganisations
Guide the individuals within the first responder organizations who are
members of the overall response structure to discharge the assigned roles of
theinstitutioneffectively
StandingOperatingProcedures(SOPs)shouldguidetherespectivefirstresponder
organizationtoeffectivelydischargetheassignedresponsibilityofeachorganisation
oragencythathasaroletoplaywithinthisNationalEarthquakeContingencyPlan.
TheSOPsforeachresponderorganizationhavebeendevelopedandprovidedinthe
AgencylevelContingencyPlans.
The individual agencies are supposed to further expand the SOPs to reflect the
verticallevelfunctionalresponsibilitiesandhorizontallevelcoordination,control&
commandstructurewithintheorganization.
ThroughtheSOPs,thefirstresponderorganizationsundertheNationalEarthquake
Contingency Plan should develop a reporting structure to report to the National
EmergencyOperationsCenter.
TheNationalEmergencyOperationsCenter,whichisbeingestablishedseparately,
will deal with in detail the tasks of Emergency Operations, including all activities
ranging from early warning through immediate recovery of essential services and
publicutilities,coveringindetailtheemergencyresponseandoperationsprocedure
for multistakeholder response in disaster or emergency situations in different
scenarios. In case of earthquakes, since there is no time for early warning the
response functions will start soon after the occurrence of earthquake but
contingency planhasto be activated through an announcement by the Hon. Prime
MinisterontheadviseontheSecretary,MinistryofFoodandDisastermanagement
andtheDirectorGeneralofDisasterManagementBureau(DMB).
3.2.1Stakeholders
Thereareanumberofinstitutions(ministries,departments,lineagenciesetc.)who
havecrucialrolestoplayduringthedisastersituation.Suchinstitutionsarethekey
stakeholdersofthiscontingencyplanandtheymustbeinvolvedineverystepofthe
plan development process. Each stakeholder has different types and levels of
functional responsibility associated with the comprehensive earthquake
contingency plan. Table 3.1 shows a range of different stakeholders and the
functionstheyaresupposedtocarryoutduringthedisastereventsaswellasinthe
plandevelopmentandimplementationprocess.
Table3.1StakeholdersofNationalEarthquakeContingencyManagement
AGENCY
MinistryofFoodandDisaster
Management(MoFDM)
DirectorateofReliefandRehabilitation
(DRR)
FireServicesandCivilDefence
Directorate(FSCD)
BROADAGENCYLEVELFUNCTIONS
Planadministration
M&E
Plandevelopment,reviewandrevisions
Coordinationamongstakeholdersandfacilitate
developmentofAgencylevelplans
organizetrainingandpublicawarenessactivities
relatedtoplanimplementation
operateanemergencyoperationcenter
facilitatepreparationofUnion,ThanaandDistrictlevel
DMplans
ReliefOperationsandwelfareofvictimsafterdisaster
events
MaintenanceofCampsfordisplaced
ExecutionofRehabilitationschemes
AssistanceforContingencyPlanDevelopment
AssistanceforDMplanpreparationofUnion,Thana
andDistrictlevels
EnsureSafetyandsecurityofVictimsduringdisaster
events
SearchandRescue(S&R)operations
Responseactionssuchasdistributionoffood,water,
medicinesandfirstaidassistance,
SupporttheactionsbyGovt.agenciestoensurethe
welfareofvictims
Securityforcriticalfacilities
PostdisasterimmediateRecoveryactions
AssistanceforRehabilitationofmostessential
Infrastructure
Firefighting
SearchandRescue
Logisticsassistance
SupporttheactivitiesundertakenbyGovt.agencies
andAFD
AGENCY
BangladeshPolice(BP)
CityCorporations/Officeofthe
Commissioners
DirectorateGeneralofHealthservices
(DGHS)
BangladeshPowerDevelopmentBoard
(BPDB)
WaterandSewageAuthority(WASA)
CityDevelopmentAuthorities
GasSupplyAgencies
BangladeshTelecommunication
RegulatoryCommission(BTRC)
RoadsandHighwaysAgencies
Professionalbodies(Bangladesh
InstituteofPlanners,Bangladesh
InstituteofArchitects,Bangladesh
InstituteofEngineers,RealEstate&
HousingAssociationofBangladesh
(REHAB),otherProfessionalBodies,
individualConsultants
Academia
BangladeshRedCrescentSociety
(BDRCS),InternationalFederationof
RedCrossandRedCrescentSociety
(IFRC),NGOs,InternationalNGOs,Non
ProfitOrganization,ReligiousGroups
Maintenanceoflaw&order
SafetyofVictims
Trafficcontrolduringemergencies
AssistancetoGovt.agenciesandAFDforensuringthe
safetyandwelfareofvictimsduringdisasterevents
Assistincleaninganddisposalofdebrisduring
disasterevents
UndertakeCitydevelopmentprojectstoensuresafety
ofcitydwellers
UndertakemeasurestoensureConservancy,sanitation
withinthecity
Maintenanceofopenareas,greenareas,parks,
recreationetcofcitydwellers
Healthandhygiene
Medicalcareofvictims
Triage
Recoveryprogramassistance
Psychosocialactivitiesforvictimfamilies
Emergencypowersupplytocriticalfacilities
Restorationofpowersupply
Emergencywatersupply
RehabilitationofWatersupplylines,storage,pumping
stations
Approvalofbuildingpermits
Mitigationandpreparednessmeasuresthrough
physicalplanning
Landusecontrol
Recoveryprogramassistance
Restorationoffacilities
Rehabilitationandreconstruction
Emergencytelecommunication
Restorationofdestroyedfacilities
EmergencytelephonefacilitiesforEmergency
Responsepersonnel
Restorationofdamagedroads,bridges
Rehabilitationandreconstructionoperations
EmergencyarrangementsforRoadsector(temporary
bridges,repairsetc.)
Recoveryprogramdesignassistance
Rehabilitationandreconstructionassistance
Research,
Planning,Implementationsupport
Technologytransfer
Knowledgemanagement
ResearchonVulnerability&Riskassessment
Capacitybuilding
Technologytransfer
AssistanceinRecoveryprogramdesign
AssistanceforContingencyPlanimplementation
Welfareofvictims(campmaintenance,healthand
sanitationetc.)
Reliefdistribution
Communityhealthandsanitation
AGENCY
CommunityfirstaidandPhysiosocialsupportfor
victimfamilies
Awarenesscreationandsocialmarketing
Communityandhouseholdlevelpreparedness
Communitylevelreliefandresponseactivities
Awarenesscreationandsocialmarketing
Communityandhouseholdlevelpreparedness
Publicawareness
Informationdissemination
Situationreportsandearlywarningdissemination
Resources
Training&Education
Planimplementationsupport
ProvisionofResources
Technicalassistanceforresponseandearlyrecovery
GuidanceonInternationalconventions
Resourcesforearlyrecovery
CommunityBasedOrganizations
(CBOs)
Media
PrivateSector
Donoragencies
UNagencies
Severalformalandinformalmeetings,consultationswereconductedtoidentifykey
stakeholdersandtheirmandatesandpossiblerolesduringdisastereventsaspartof
this contingency plan development process. Many agencies participated in the
processwithclearmandatesandrolesfordisasterresponse.However,someofthem
participated in the process with or without clear agency mandates; because of
organization missions; concern for safety; community responsibilities. When final
considerationsaremadeoninstitutionalmandates,considerationmustbegivento
those who do not have mandates, in order to create appropriate mandates. When
suchmandatesarecreated,initiativeshouldbemadetointegratethesameintothe
processeffectively.
3.2.2Management
Successful preparation and implementation of the Plan requires a welldesigned

management framework, including the four phases of good management:
leadership, planning, organizing, and monitoring and review. The Earthquake
Contingencymanagementplanhaspaidspecialattentiontocreateacomprehensive
andeffectivemanagementstructure.
3.2.3Leadership
management
for
plan
The Government of Bangladesh has

made a strong commitment to the
protectionoflifeandpropertyofthe
people and the environment of
Bangladesh from the consequences
ofdisasters.TheMinistryofFood&
Disaster Management on behalf of
TheMoFDMhasbeensetupto:
facilitate implementation of DM
projectsandprograms;
designandimplementprograms;
coordinate Monitoring and Evaluation
ofDRMprograms;and,
Provide technical assistance and
administrativesupport.
Box7
theGovernmentofBangladeshshalltaketheleadroleindisasterriskmanagement
activitiesasshownintheBox7.
The Ministry of Food & Disaster Management shall undertake the leadership
responsibilityforimplementationoftheNationalEarthquakeContingencyPlan
endorsedbytheNationalCouncilforDisasterManagement(NCDM)andtheDisaster
Management Bureau (DMB) will coordinate the process of contingency plan
developmentwiththesupportofallotherstakeholdersfacilitatingallefforts.
3.2.4Planningprocess
The tasks shown on the National Earthquake Contingency Plan demand careful
planning to accomplish the results expected. In compliance with the current
mandatoryprovisions,anumberofClusters/committeeshavebeenestablishedto
facilitateplanimplementation.Thereportingmechanismforreportingthereadiness
of first responder agencies has been established. The reports should reach the
Secretary, Ministry of Food & Disaster Management for onward reporting to
NationalCouncilforDisasterManagement(NCDM)forfurtheradviceandguidance.
TheDisasterManagementBureau(DMB)willbetheoperationalarmofMinistryof
Food & Disaster Management in coordinating operations for achieving programme
goals and objectives necessary to accomplish the tasks included in the National
Earthquake Contingency Plan. With the guidance and approval of the Ministry of
Food & Disaster Management and National Council for Disaster Management
(NCDM), the DMB will undertake various interventions to mainstream National
EarthquakeContingencyPlantasksasacomponentofdevelopmentplanning.
AWorkingGrouphasbeenappointedasafollowuptotheRoundTableMeetingof
various keystakeholderswhichwas participatedalsobythe Secretary,Ministryof
Food and Disaster Management. The Round Table Meeting was participated by
Heads of the institutions which have key roles in earthquake disaster risk
management. Members for the Working Group are being nominated by these
institutionsforcontinuousupdateandplanningtothecontingencyplan,andregular
monitoring of its implementation. The members of the working Group include
specialists, technical experts and members representing different stakeholder
agencies handling different aspects of earthquake risk management. This Working
Group also provides advice in specific contingency plan activities and functions at
therespectivelevels.
3.2.5MonitoringandEvaluation
The plan has identified specific elements and tasks to operationalize the plan and
develop a work plan for the future. The Monitoring and Evaluation Plan (M&E)
should be part of the overall work plan for implementation of the National
Earthquake Contingency Plan. Monitoring and evaluation of each step identified in
theworkplanisnecessarytoensurethattheContingencyPlangoalsandobjectives
arebeingmet.Abenchmarkstudypriortoprojectinitiationandreviewofstandards
and guidelines applicable to respective project provides evaluation criteria against

which project milestones can be measured. Monitoring against the established
evaluationcriteriamaybecarriedoutinanumberofways:reportingrequirements;
fieldvisits;progressreportsforeachactivityintheworkplan;anddevelopmentofa
reportingsystemforreportingthereadinessofFirstResponderOrganizations.The
regular reports submitted to DMB by First Responder Organizations will help in
comparisonofstatusagainstinitialevaluationcriteria.
Regular monitoring and evaluation enables changes in direction, refinement of
approaches and elimination of unproductive activities. It also will help to improve
the resource base in terms of manpower, equipment etc. The capacity building
programs should address the manpower needs of the First Responder
Organizations.Monitoringandevaluationshouldbedoneonaregularbasis(maybe
biannually) and or following major disaster events. The Plan tasks have to be
reviewed against the expected outcome and modifications should be executed in
areaswhereimprovementsareneeded.
3.3 FunctionalResponseConcept
Aftertheoccurrenceofadamagingearthquakeanditsimpactonacommunity,there
willbeahugetaskofdifferentemergencyresponseactivitiesstartingfromdamage
assessment and need analysis (DANA), control of fires, rescue of trapped persons,
treatment of injured to providing shelters and relief supplies to the displaced
people. The following is the list of key response activities after any earthquake
disaster.
GeneralSearchandRescue
SpecialistSearchandRescue
HealthandMedicalService
Requestforexternalassistanceforsearchandrescue
LawEnforcement&Security
EmergencyShelter&MassCare
Firefighting/Rescue
Communications
DamageAssessment
Identification,Care&DisposalofDead(Coroner)
HazardousMaterialResponse
ReliefCoordination
Reliefdistribution
Health&WelfareofVisitors
Buildinginspection&demolition
InspectionofBridgesoverpasses,debris,etc
InspectionofSilos,smokestackspetroleumtankFarmsetc
Inspectionofdams,reservoirsetc
PublicInformationannouncements&warnings
Transportation
FinanceandClaims
Restoration
Utilities
PollutionofWaterways&MarineEnvironments
ImpactAssessment
These emergency tasks can be grouped into a number of functional groups as a
planning vehicle through which responsibilities can be assigned to a group of
relevant organizations for lead and support functions. When clustering them into
functionalgroupsattemptswillhavetobemadetoidentifyinstitutionsresponsible
foreachactivity.Assigningfunctionalresponsibilitiestoclustersandidentifyinglead
andsupportinstitutionsneededforeasinessofoperations,maintainthecommand,
controlstructureandundertaketrainingandcapacitybuilding operationsbyfixing
theaccountabilitytoleadagenciesineachcluster.
3.4 FunctionalGroups/Clusters
Usuallymanyagenciesareinvolvedinaccomplishingtheabovementionedresponse
activities immediately after occurrence of earthquake. However, experiences have
shown that these response activities are extremely complicated and no single
agency alone can perform any of the response activities fully; all related
organizations have to work together in a coordinated manner for optimum and
efficientresponse.Allagenciesneedtoworktogetherinasystematicmannersothat
theircapacitiesandresourcesarebestutilizedtofulfiltheneedcomplimentingand
supplementing other agencies. Realizing the need of coordinated and
comprehensive emergency response, United Nations has been promoting its
humanitarian response activitiesin a cluster approach.This approach isproved to
beeffectiveandefficientinrespondingtorecentdisastersforexampletheresponse
during Oct. 8, 2005 earthquake in Pakistan. Hence, it has been decided that this
conceptofresponseoperationsinfunctionalclustersbeappliedinBangladeshalso
incaseofpossibleearthquakedisaster.
Inthisapproach,allresponseactivitiesaregroupedintorelevantfunctionalclusters
based on the similarity of works, normal time and disaster time mandates of
differentrelevantorganizationsandpossiblecomplimentarityintheresourcesand
capacities.
With the inputs from several formal and informal consultative meetings with key
stakeholders,RoundTableandWorkingGroupMeetings,andalsofromtheguidance
of
Technical
OperationalFunctionalGroups
Advisory Group of
EmergencyOperationsCluster1OverallCommandand
this Contingency
Coordination
Plan development
EmergencyOperationsCluster2Search,Rescueand
process,
the
Evacuation
different
HealthCluster
functional
ReliefServices(Food,NutritionandotherRelief)Cluster
response groups
Shelter(IncludingCampManagement)Cluster
(clusters) decided
WaterSupply,SanitationandHygieneCluster
to be applied in
RestorationofUrbanServicesCluster
Bangladesh
are
Transport(Road,Rail,Air,Sea)Cluster
includedinBox8.
SecurityandWelfareCluster
Box8
Mainresponseactivitiestobeperformedandidentifiedleadagencyforeachofthe
functionalresponsegroupsareaslistbelow:
Table3.2FunctionalResponseGroups(Clusters),MajorActivitiesandIdentifiedLeadAgencies
Functional
Activitiestobeperformed
Leadagency
GlobalCluster
Clusters
Partners
(proposed)
MoFDM
UNOCHA,UNRC
Emergency
Notificationofearthquakeoccurrence
(National
Operations
to/fromconcernedauthorities
EOC)
Cluster1
ConductrapidDamageandNeeds
Overall
Assessment,compileemergency
Command
responseneedsandcoordinatefor
and
appeals
Coordination Operationalizationofagency,cityetc.
levelEmergencyOperationsCenters
(EOCs)
Facilitationandcoordinationfor
responseoperations
o Command,control,Coordination
amongresponseinstitutions
o Maintainproperchainofcommand
o Facilitationforlogisticsandrelief
transport
o LeadandoperationalzingtheIncident
CommandSystem(ICS)
o Compilereportsregardingresponse
operations
Informationdissemination(media)and
communication
Emergency
FSCD
IFRC
LightSearchandRescueatthe
Operations
neighbourhoodlevel
Cluster2
Specializedsearchandrescue
Search,
Rubbleremoval
Rescueand
FirstAid&FirstMedicalResponseto
Evacuation
provideemergencymedicaltreatment
Fieldlevelvictimtriaging
VictimTransportation
Medicalcareofvictimsandinjured
people
Evacuationfromhazardousareas
Firesafety&rescue
Quickrestorationofcriticalservices
City
UNDP
Restoration
(electricity,communication,
Corporations
ofUrban
transportationandothercritical
Services
services)
Cluster
Detaildamageassessmentofbuildings,
infrastructuresandotherfacilities
Restorationandrehabilitationofutilities
andservices
Health
DGHealth
WHO
PreparednessplanningforHospitals
Cluster
services
ArrangementsforMedicareforinjured
Childcareandreproductivehealth
Medicareforsickpeople
Functional
Clusters
Activitiestobeperformed
CounselingandPsychosocialtrauma
support
Mortuaryservices
Epidemiccontrol
Immunization
Relief
Needsanalysissurvey(toidentifyneeds
Services
forvictims)
(Food,
Supplyanddistributionoffooditems
Nutritionand Supplyanddistributionofnonfoodand
otherRelief)
otherreliefitems
Cluster
Managementofdead&Missing
Securityarrangements,Maintenanceof
lawandorder
Security(securityofpeopleand
Security and
properties)
Welfare
Trafficcontrol
Cluster
MaintenanceofInformationondeadand
missing
Identificationandreunificationof
displacedpeople
Shelter
Establishmentoftemporaryshelters
(Including
Collectionanddistributionofemergency
Camp
shelteritemseg.tents,tarpaulinsetc.
Management)
andassistancetopeopleforerecting
Cluster
suchemergencyshelters
Identificationofpeoplethoseneeding
sheltersincamps
IdentificationofCampsfordisplaced
Sheltermanagement
Maintenanceofinformationrelatedto
IDPs
Water
RapidDamageassessment
Supply,
RestorationofWatersupply&drainage
Sanitation
Sanitation
and Hygiene Wastedisposal
Cluster
Vulnerabilityassessment
Damageassessmentandplanningfor
restorationoftransportationfacilities
Transport
connectedwith
(Road, Rail, Roadtransportation
Air,
Sea) Railtransportation
Cluster
Airtransportation
Seatransportation
Arrangementsforquickrestorationof
transportation facilities
Leadagency
GlobalCluster
Partners
(proposed)
DRR
UNICEF,
WFP
IFRC,
BP
UNHCR/OHCHR
/UNICEF
AFD
IFRC
UNHCR
IOM
City
Corporations
UNICEF
BRTA, CAAB,
BR,CPA
UNDP,WFP
3.5
PlanContributors
Currentpublicandprivatesectorinstitutions,whichareactivelyinvolvedin
earthquakeriskmanagementactivities,are(butnotlimitedto):
BangladeshFireService&CivilDefense(FSCD)
BangladeshPolice(BP)
BangladeshAnsar&VDP
CityCorporationsandAuthorities
DirectorateofReliefandRehabilitation(DRR)
DirectorateGeneralofHealthServices(DGHS)
DhakaPowerDistributionCompany(DPDC)
WaterSupplyandSewerageAuthority(WASA)
TitasGasTransmissionandDistributionCo.Ltd.
BangladeshPowerDevelopmentBoard(BPDB)
OfficeofCommissionersintheDhaka,Chittagong,Sylhetcitycorporation
AnjumaneMofidulIslam,Bangladesh(AMI)
BangladeshRoadandTransportAuthority(BRTA)
GeologicalSurveyofBangladesh(GSB)
InstituteofArchitectsBangladesh(IAB)
InstitutionofEngineersBangladesh(IEB)
BangladeshInstituteofPlanners(BIP)
BangladeshGarmentManufacturersandExportersAssociation(BGMEA)
RealEstate&HousingAssociationofBangladesh(REHAB)
FederationofBangladeshChambersofCommerce(FBCCI)
BangladeshTelecommunicationsCompanyLimited(BTCL)
ElectronicandPrintMedia
Various Mobile Companies: Grameen Phone, AKTEL, Banglalink, CityCell,
TeleTalk)
NGOs: International Federation of Red Cross and Red Crescent (IFRC), Oxfam
GB Bangladesh Program, CARE Bangladesh, Islamic Relief Worldwide (IR),
Action Aid Bangladesh (AAB), Bangladesh Disaster Preparedness Centre
(BDPC),BangladeshRedCrescentSociety(BDRCS),etc.
FunctionalResponseGroupsandtheirRolesandResponsibilities
4.1 EmergencyResponseTasksasperFunctionalGroupsPreparednessandMitigationPhase(normaltime
activitiesasshowninthefollowingmatrices)
PredisasterPhase
CLUSTER1EMERGENCYOPERATIONSOVERALLCOMMANDANDCOORDINATION
Objective:Toprepareaframeworkforintegratedresponseeffortsbyformulatingawellcoordinatedsystemforreductionofimpactsofpotentialearthquakeevents
ClusterLead:DMB,NationalEOC
ResponsibleMinistry:MinistryofFoodandDisasterManagement
MainTasksassignedtoleadandsupportagencies:
1)NetworkwithNationalEmergencyOperationsCentre(NEOC),contributionstoNEOCfunctionsandperiodicreportingonreadiness2)Contributionstodisaster
eventresponsereportingsystemInstitutional3)ICSdevelopmentatvariouslevels4)ParticipateintheCommand,Control,CoordinationStructure5)Networkwith
otheragenciesforinformationdissemination
ExpectedMainTasksbyUNclusterpartners
TechnicalassistanceinSettinguptheNationalEOC
ContributionsforbuildingthecapacityofNEOC
ExpectedMainTasksbyotherassociatedagencies
ParticipateinDisastereventresponsereporting
Publicinformationdisseminationrelatedtoemergencydeclaration,announcements&warningsonaftershocks
Disseminatepublicawareness&advocacymaterialtosupportcontingencyplanimplementation
GLOBALCLUSTER
PARTNER
ACTIVITIES
LEADAGENCY SUPPORTAGENCIES/INSTITUTIONS
(PROPOSED)/OTHER
ASSOCIATEAGENCIES
DevelopmentofStandardOperationProcedure(SOP)
Ansar&VDP,RAB,CostGuard,DMC,DFP,
AFD,DRR
BDR
EstablishNationallevel24/7NationalEmergencyOperationCentre
Globalcluster
(NationalEOC)andparticipateinEOCoperationsandreportingof
FSCD,AFD
MeteorologyDepartment
partnersUNOCHA,
readiness
UNRC
SettingupearthquakeIncidentCommandSystems(ICS)in
FSCD
place(establishment,trainingandcapacitybuilding)whereappropriate
BDR,MeteorologyDepartment
OrganizeICStrainingandnominaterepresentativestoparticipateinICS
Others BDRCS,
DMB
establishedatvariouslevels
NGO,INGO
Developadisastereventresponsereportingsystembystakeholder
agencies(impacts,resourceneeds,actionsbythemforreducingthe
impact,difficulties,opportunitiesetc)duringearthquake/anyother
disasterevent
PromotionofinformaleducationonearthquakeContingencyPlan
operationsatalllevelsandconductsimulations
Developguidelinesformediaagenciesonreportingdisasterevents
proceduresforpublicinformationdisseminationrelatedtoemergency
declaration,announcements&warningsonaftershocksanddisseminate
publicawareness&advocacymaterialtosupportcontingencyplanning
andimplementation
DMB
FSCD,NCB
Dept.ofMassCommunication,NGOs
DMB
OfficeofDeputyCommissioners,PID,
BangladeshTelevision,BangladeshBetar,
PrivateTVchannels,Radiochannels,
Newspapers
EmergencyResponsePhase
Facilitatemobilizationofearthquakeincidentcommandsystemwhere
DMB,National
necessaryunderthecommandofAFDandNetworkingwithorganizations
EOC
underICS
Executeoperationsurveillancecontinuouslycoveringalltheearthquake
affectedareas
ExpansionofNationalEOCtoaddresstheneedsafterearthquakedisaster
eventandfacilitateEOCoperations,Dailyorperiodicreportingby
stakeholders
DMB
DMB,National
EOC
DMB
MobilizeICSteamsatlowerlevelcommandstructure
FSCD,AFD,DGHS,DRR,BTRC,BP,RHD,
BIWTA,BCAA,BR,CivilAviation
Authorities,OfficeofDivisional
Commissioners,LocalGovernment
bodies,UtilityagenciesandPID
FSCD,AFD,DGHS,DRR, BTRC,BP,RHD,
Globalcluster
partnersUNOCHA,
UNRC
OthersBDRCS,
NGO,INGO
Facilitatecoordinationoflogisticsupplymanagement
Assistauthoritiesforcommunicationswithmediainrelationto
informationdisseminationonwelfareofvictims,Missingandfound,
ResultsonDamageassessmentsurveys,Resultsonneedassessment
surveysandfacilitatemediacoveragebymediaagenciesonreporting
earthquakedisasterevent
Facilitatepublicinformationdisseminationrelatedtoemergency
declaration,announcements&warningsonaftershocksandrepeatof
occurrencesofothercollateralhazardsduetoaftershocks
DMB/AFD/DRR FSCD,AFD,DGHS,DRR,BTRC,BP,RHD,
PID
DMB,OfficeofDeputyCommissioners,
BangladeshTelevision,BangladeshBetar
PID
DMB,OfficeofDeputyCommissioners,
BangladeshTelevision,BangladeshBetar,
DepartmentofMassCommunication
DMB/AFD
Allfirstresponderorganizations(AFD,
FSCD,DGHS,DRR),LocalGovernment
Bodies,UtilityAgencies
Allfirstresponderorganizations(AFD,
FSCD,DGHS,DRR),LocalGovernment
Bodies,UtilityAgencies
Allfirstresponderorganizations(FSCD,
DGHS,DRR),LocalGovernmentBodies,
UtilityAgencies
EarlyRecoveryPhase
CoordinateOperationSurveillancetoreduceimpactsduetoaftershocks
Facilitatecoordinationoflogisticsupplymanagementanddeploymentof
resourcestoaffectedareas,IDPcampsetc
ConductPostdisasterEvaluationofperformanceof
earthquakeincidentcommandsystemandrecommend
improvements
performanceofNationalEOCandimprovementwherenecessary
FacilitatecontinuationofEOCoperationsandperiodicreportingduring
earlyrecoveryperiodtoEOConinvolvementofallfirstresponder
organizationsinearthquakeeventmanagementandfornecessary
assistance
Facilitatemediacoveragebymediaagenciesonreportingofpost
earthquakedisastereventsituationanalysisandfcilitatepublic
informationdisseminationrelatedtoemergencydeclaration,
Announcements&warningsonaftershocksandpossibleimpactsdueto
collateralhazards
DMB/AFD
DMB
DMB
UtilityAgencies
PID,DMB
(National
Earthquake
EOC)
ElectronicandPrint
media
Globalcluster
partnersUNOCHA,
UNRC
OthersBDRCS,
NGO,INGO
Assistauthoritiesforcommunicationswithmediainrelationto
informationdisseminationonwelfareofvictims,Missingandfound,
Resultsondamageassessmentsurveys,Resultsonneedassessment
surveys
ReviewtheContingencyPlansundertheClusterEmergencyOperations
OverallCommandandCoordinationandrevisethesametoinclude
suitablemodificationstoimprovetheperformance
PID,DMB
(National
Earthquake
EOC)
DMB(National
Earthquake
EOC)
DRR,ElectronicandPrint
media
UtilityAgencies
PredisasterPhase
Cluster2EmergencyOperationsSearch,Rescue&Evacuation
Objectives:
Preparationofeffectiveplanforemergencyservices(Search,Rescue&Evacuation,FirstAid,FireSafetyetc.)byensuringinteragencycoordinationat
nationallevel
BuildingtheCapacityofconcernedagenciesanddevelopingnationalguidelinesinthelightofinternationalpractice
ClusterLead:FSCD
ResponsibleMinistry:MinistryofHomeAffairs
MainTasksassignedtoleadandSupportAgencies:
1)Search&Rescue2)Fistaid&FirstMedicalResponsetoprovideemergencymedicaltreatment3)Triage,stabilizationofvictimsbeforetreatment
4)Firesafety&rescue
ExpectedtasksbyUNClusterpartners
MobilizethesupportofrelevantInternationalagenciesinSearchandRescueoperationsduringearthquakeemergencies
SupportforCapacitybuildingofconcernedagencies
FirstRespondertrainingatcommunitylevel
PrepositioningofS&Requipmentatcommunitylevel
Conductperiodicsimulationstoenhancethecommunitylevelpreparedness
GlobalCluster
Lead
Partner
Activities
Agencies/
SupportAgencies/Institutions
(Proposed)/Other
Institutions
associateagencies
DevelopguidelinesformeetingofINSARAGfollowingInternational
FSCD
AFD,BP,LocalGovernmentbodies
USARGuideline
Cataloguing/procurementofequipmentforspecialsearch&rescue&
FSCD,AFD,DGHS,BDRCS,Local
DMB
Globalcluster
developprocedureforensuringaccess
Governmentbodies
partners
Capacitybuildingforcreatingspecialunitsforurbansearchandrescue
AFD,DGHS,BDRCS,LocalGovernment
FSCD
IFRC
fromcollapsedbuildings,infrastructure,MedicalFirstResponse
bodies
DMB,DGHS,BDRCS,LocalGovernment
Capacitybuildingofcommunityfirstrespondergroupsinsearchand
FSCD
bodies
rescueoperations,medicalfirstresponse
Developmedicolegalprocedureforidentificationandtaggingofdead
DMB,BDRCS,AMI,LocalGovernment
DGHS
bodieswithhealthgroup
bodies,NGOs
OthersBDRCS,
Ensurefiresafetypreparations(throughprepositioningoffirehydrants, FSCD
LocalGovernmentbodies,City
NGO,INGO
firestations,landuseplanning,developingdatabaseofsourcesofwater,
DevelopmentAuthorities,Utilityagencies
storageofmaterialetc.)
Prepositioningoftools,equipmentandaccessoriesgetthecivil
DMB
FSCD,AFD,DGHS,LGED,Local
authoritiestodevelopinventoriesofsuchequipmentavailableforuse
duringearthquakes
Prepareresourceinventory(equipment,tools,accessoriesand
manpoweretc.)andProcurementofnecessarytoolsandequipmentfor
urbanS&Roperationstofilltheagencylevelgaps
DMB/AFD/
FSCD
Prepareguidelinesforlogisticsupplymanagementanddeploymentof
resources
DMB
Capabilityassessmentofagencieswhocouldbeinvolvedin search&
rescueoperations
FSCD
CarryouttheinteragencycoordinationtooptimizetheeffortsofSearch
andRescueteamsbyprovidingnecessaryguidanceandinputs.
FSCD,National
EOC
SupervisionofcompliancetoINSARAGandInternationalUSAR
guidelines
FSCD
Coordinationwithnational&internationalteamsengagedinUSARand
coordinationofinformationsupplyandfeedback
FSCD,National
EOC
MobilizespecialteamsofUS&Rforsearchandrescuefromcollapsed
buildings,infrastructure
FSCD
Governmentbodies,Utilitiesagencies,
BDRCS
FSCD,AFD,DGHS,DRR,BTRC,BP,
BangladeshAnsar&VDP,RHD,BIWTA,
BCAA,BR,CityDevelopmentAuthorities,
LocalGovernmentbodies,Utilityagencies
FSCD,AFD,DGHS,DRR,BTRC,BP,
BangladeshAnsar&VDP,RHD,BIWTA,
BCAA,BR,CityDevelopmentAuthorities,
LocalGovernmentbodies,Utilityagencies
AFD,DMB,DGHS,BDRCS,Local
Governmentbodies
AFD,LocalGovernmentBodies,Officeof
theDistrictCommissioners,BP,
BangladeshAnsar&VDP,BDRCS
DevelopmentAuthorities,AFD,DGHS,
DRR,BTRC,BP,RHD,BIWTA,BCAA,BR,
OfficeofDivisionalCommissioners,Local
Governmentbodies,DMB,Utilityagencies
bodies,OfficeoftheDistrict
Commissioners
bodies,OfficeoftheDistrict
Commissioners
AFD,DMB,DGHS,BDRCS,AMI,Local
Governmentbodies
Mobilizingnecessaryadditionalmanpower,toolsandequipmentfor
FSCD
urbanS&Roperationfromotherstationslocatedoutsidetheaffectedarea
Local
Government
Bodies,Office
Mobilizecommunitybasedsocialvolunteernetworksandtrainedfirst
oftheDistrict
FSCD,BangladeshAnsar&VDP
respondersfromareasunaffectedtosupporttheS&Rparties
Commissioners
withthe
supportof
Globalcluster
partners
IFRC
OthersBDRCS,
NGO,INGO
INSARAGmarkingshouldbedonebyCSSRteam
MakearrangementstoobtainresourceinventoryanddatabaseforS&R
operationsandprovidedatabasedonthespatialdataonrapidloss
estimation
BDRCS,CBOs,
andNGOs
FSCD
DMB,National
EOC
FSCD,AFD,DGHS,LGED,Local
Governmentbodies,Utilitiesagencies
EarlyRecoveryPhase
Networkingwithorganizationsandmobilizesupportforsearch&rescue FSCD
operationsinareaswhicharedifficulttoreach.
BDRCS,City
Mobilizecommunitybasedsocialvolunteernetworksandtrained
Corporations
communityfirstrespondergroupstoassistspecialunitsmobilizedfor
searchandrescuefromcollapsedbuildings,infrastructure
AFD,DGHS,DRR,NGOs
MakearrangementstoAccessResourceinventoryitemsforS&R
operationsandmobilizesupportofexternalgroupsforsearchand
rescueoperations
M&Eandpostdisasterperformanceevaluationofspecialunits
mobilizedforsearchandrescuefromcollapsedbuildings,
infrastructure
interagencycoordinationfunctions
Allrelevantemergencyservicesinoperationinearthquakeaffected
areasaimingatreducingthehumancasualties
ReviewtheContingencyPlansundertheCluster Emergency
OperationsSearchRescueandEvacuationandrevisethesameto
includesuitablemodificationstoimprovetheperformance
FCSD
AFD,DGHS,DRR,NGOs
DMB
AFD,FSCD,DGHS,DRR,BP,DGHS,RHD,
DCC,LGED,BangladeshAnsar&VDP
Globalcluster
partners
IFRC
FCSD,BP,DGHS,BangladeshAnsar&VDP,
AMI
FSCD/DMB
AFD,FCSD,DGHS,DRR,BP,DGHS,RHD,
LGED
BangladeshAnsar&VDP,
OthersBDRCS,
NGO,INGO
[[[[[[
PredisasterPhase
Cluster3Health
Objectives:
Tominimizehumancasualtiesbyestablishinganefficientmedicalfirstresponsesysteminareaswithhighseismichazard
ToenhancethehospitalemergencymedicalcarethroughdevelopmentofHospitalPreparednessplans
Capacitybuildingforsettingupawellorganizedmasscasualtytreatmentsystem.
Developepidemicsurveillancesystemtopreventoutbreakofepidemicsduringpostearthquakeperiod
ClusterLead:DirectorateGeneralofHealthServices(DGHS)
ResponsibleMinistry:MinistryofHealth&FamilyWelfare
1)ArrangementsforMedicareforinjured2)PreparednessplanningforHospitals3)Handlingdead&Missing4)Medicareforsick&injuredpeople
5)CounselingandPhysiosocialsupport
Sharingofbestpracticesfromothercountries
TechnicalAssistanceinCapacitybuildinginHospitalPreparednessPlanning
CounselingandPhysiosocialsupportatcommunitylevel
Communitymedicalfirstrespondertraining
Assistanceinfuneralarrangementsatcommunitylevel
GlobalCluster
Lead
Partner
Activities
Agencies/
(Proposed)/Other
Institutions
associateagencies
HospitalPreparednessplanningandtrainingonHospitalPreparedness
DGHS
OfficeofCivilSurgeon,AFD,Centrefor
forEmergencyoperations
MedicalEducation(CME),CDC,NIPSOM
Methodologydevelopmentforhandlingofdeadandmissingduring
DGHS
OfficeofCivilSurgeon,AFD,CPP,DMB,
earthquakesandemergencies
AMI,DoE,LG
Developnetworkswithprivate&governmenthospitalswithinthearea
DGHS
AFD,OfficeofCivilSurgeon,AFD,DH
andintheneighborhoodforsupportduringemergencieslike
Globalcluster
earthquakes
partners
Developalertsystemforhospitalstaffincludingdoctorstoreportfor
WHO,IRC,
DGHS
CPP,OfficeofCivilSurgeon,AFD,DH
workduringemergenciessuchasearthquakes
UNICEF,ICDDRB
CentreforMedicalEducation(CME),Office
DGHS
ofCivilSurgeon,AFD,DMB,AMI,FSCD,DH
Settingupof24/7Stateoftheartambulanceservices
Identifyneedsforprepositioningofmedicine,temporaryhospitalsetc
andobtainthenecessaryresources
Methodologydevelopmentforepidemicsurveillanceandcontrol
ConductoperationsurveillancetrainingforallFirstResponder
Organizationforquickmobilizationinearthquakeevents
Traincommunitymedicalfirstresponderswithinthecityanddevelopa
database
Methodologydevelopmentforestimationofcasualtyandhumaninjury
DGHS
NGOs,AFD,NGOs,FSCD,OfficeofCivil
Surgeon,AFD
DGHS
OfficeofCivilSurgeon,AFD,IEDCR,BDRCS
DGHS,
AFD,NGOs,FSCD,CentreforMedical
Education(CME),OfficeofCivilSurgeon,
AFD,NGOs
OfficeofCivilSurgeon,AFD,CPP,DMB,LG,
AgenciesunderHomeMinistry
DGHS
Methodologydevelopmentforestimationoflivestockcasualty
DLS
CPP,DMB,BLRI,AFD
Mobilizehealthteamsforprovidingemergencymedicalcareto
displacedpersons.
Activatethealertsystemforhospitalstaffandvoluntarygroupsto
reporttohospitalsandmedicalcentersasplanned
Mobilizehealthteamstoprovidefirstaidtodisplacedandinjuredwhen
andwherenecessary
Mobilizehealthteamsforsettingupoftemporaryhospitalsinsuitable
locations,whenandwherenecessarytotreatinjuredandsickafterthe
earthquake
DGHS
AFD,FSCD,OfficeofCivilSurgeon,CPP,
DRR,BLRI,NGO
HospitalandClinicauthorities,Medical
Colleges
FSCD,OfficeofCivilSurgeon,NGO,BDRCS
OthersNGO,
INGO,BDRCS
Mobilizeprepositionedmedicalfacilities,MobileHospitalsetctotreat
injuredandsick
Mobilizesupportfromotherhospitals(Privatehospitals(Ithinkno
need),hospitalslocatedelsewhereetc)whenandasneededand
coordinatewithprivateandInternationalMedicalTeamstooptimize
theircontributionstonationaleffortsinsavinglivesandtreatmentof
criticallyinjured.
Mobilizemedicalfirstresponderswithinthecitytoassistfieldmedical
teams,HospitalsandMedicalClinicauthorities
MobilizetrainedTriageteamstoaffectedcitywardsandcontrolpoints,
transportationofinjuredtohospitals
DGHS
DGHS
DGHS
AFD,OfficeofCivilSurgeon,BRCS,CPP,
DMB,DH
DGHS
HospitalandClinicauthorities,Local
GovernmentBodies,AFD,FSCD,Officeof
CivilSurgeon
HospitalandClinicauthorities,Local
GovernmentBodies,AFD,FSCD,Officeof
CivilSurgeon,NGOs
DGHS
DGHS
DGHS
DGHS,HospitalandClinicauthorities,
LocalGovernmentBodies,AFD,FSCD,
BRCS,OfficeofCivilSurgeon,AMI
HospitalandClinicAuthorities,Local
GovernmentBodies,OfficeofCivilSurgeon
WHO,IRC,UNICEF
DGHS
Mobilizeambulanceservicestotransportsickandinjured
Mobilizehealthteamsfortaggingofdeadbodiesandlocatingmissing
duringtheearthquake
Getassistancefromqualifiedprofessionalstoconductrapiddamage
assessmentofallhealthinfrastructurewithinthecityandidentify
suitabilityforusagefortreatmentofinjuredandsick
DGHS
Establishingcounselingcenters
DGHS
DGHS
HospitalandClinicauthorities,AFD,Local
GovernmentBodiesFSCD,BRCS,Officeof
CivilSurgeon.AMI
OfficeofCivilSurgeon,AFD,AMI,LG,
MoHAAgency
LocalGovernmentBodies,Professional
bodies,Acedemia,LGED,PWDB,CMMU,
DPHE
DMB,NGOs
OthersNGO,
INGO,BDRCS
Continueinprovidingemergencymedicalcaretodisplacedpersons.
EarlyRecoveryPhase
ConducttheM&EandperformanceevaluationofHealthcluster
activitiesandintroducenecessarymodificationstoimprovethe
performance
Conductevaluationofperformanceofmedicalfirstrespondergroups
andimprovethemethodologyfortrainingandsimulations
Conducttheevaluationofambulanceservicestotransportsickand
injuredduringemergenciesandintroducemodificationstoimprovethe
services
ContinueAssistancetoauthoritiesinmortuaryservices(suchas
identifyingdead&missing,issueofdeathcertificatesfordisposedand
inventoryingandmaintenanceofrecordsetc)
Followmedicolegalprocedureforidentificationandtaggingofbodies,
disposalofdeadbodies
ConductEvaluationsofthelevelofpreparedness&performanceduring
emergencybyallHospitalandMedicalinstitutions
ConductreviewoftheContingencyPlanfortheHealthClusteragencies
andrevisetointegratetheimprovements
DGHS
DGHS
Local
Government
Bodies
Local
Government
Bodies
DGHS
DMB,AFD,
DGHS
DGHS
AFD,DMB,DRR,
LocalGovernmentBodies,CivilSociety,DH
AFD,FSCD,DMB,DRR,
WHO,IRC,UNICEF
LocalGovernmentBodies,BDRCS,NGO
DGHS,NGOs,Media
OthersNGO,
INGO,BDRCS
DGHS,NGOs,Hospitalandclinic
authorities,Lifelineserviceproviders
AFD,FSCD,DMB,DRR,NGOs,
LocalGovernmentBodies,BDRCS,
BRCS,NGOs,LocalGovernmentBodies,
MoHAAgencies,AMI
AFD,LocalGovernmentBodies,
Medias,CivilSociety
AFD,FSCD,DMB,DRR,
LocalGovernmentBodies,

Cluster4ReliefServices(Food,NutritionandotherRelief)
Objectives:
DamageAnalysisandNeedAssessmentsurveystoidentifyexternalneeds,
Ensureprovisionofnecessaryessentialfacilitiesfordisplacedafteremergencies
Provisionoffoodandnutrition,logisticsupplytodisplacedbasedonneedassessment
EfficientcoordinationwithUNAgencies,internationalandlocalNGOs,DonoragenciestosupplementthegovernmentwelfareassistancetoIDPs
Intersection/Coordination
ClusterLead:DirectorateofReliefandRehabilitation(DRR)
PredisasterPhase
1)DamageAnalysisandNeedAssessmentsurvey,2.ArrangementsforFood&nutritionandnonfoodsuppliesfordisplaced3)MaintenanceofCampsforIDPs
afteremergencies,4)PreventionofoutbreakofepidemicswithinthecampssetupforIDPs
MobilizethesupportofUNagenciestoprovidetechnicalassistance
FacilitategovernmenteffortstoobtainthesupportofInternationaldonorcommunitythroughFlashappeals
MobilizethesupportofInternationaldonorcommunitytosupplementgovernmenteffortstoprovideFoodandnonfooditems
AssistanceindistributionofFoodandnonfooditems
GlobalCluster
Lead
SupportAgencies/Institutionsfromthe
Partner
Activities
Agencies/
Government
(Proposed)/Other
Institutions
associateagencies
Networkingwithvariousstakeholdersanddevelopmentofsystemfor
DRR,DC
,DMB,Dhaka,ChittagongandSylhetCity
reportingthestocksofsuppliesandresources(fundingagencies,NGOs&
corporations,DoF,BDRCS
INGOsforidentificationofresources,improvedcoordinationreliefmaterial
distribution)andmaintainadatabase
Developguidelines,dataformatsandcarryoutcapacitybuildingforDamage DRR
DC,Dhaka,ChittagongandSylhetCity
analysisandNeedAssessment
corporations,DMB
UNICEF,IFRC,
Developguidelinesanddisseminateinformationon
DRR
Dhaka,ChittagongandSylhetCity
WFP,FAO,ADB
corporations,DMB,BDRCS
Logisticsupplymanagementanddeploymentofresources,
Maintainingoftemporaryofpermanentearthquakeshelters,
Distributionofwelfareitemsandfood,
OthersNGO,
Qualityassuranceforfoodandnutrition,
INGO,BDRCS
Settingupwelfarecampsbyallagencies
DevelopGuidelinesforcommunitymobilizationtoincreasethecommunity
participationinevacuationandcampmanagement
Establishregionalwarehousesforstoreofgovernmentsuppliesofwelfare
itemsfoodandsupplementaryitems
Ensuregovernmentresourcesforbuyingadditionalwelfareitemsfoodand
supplementaryitems
Developingguidelinesforrehabilitationofphysicallyhandicappeddisabled
&vulnerablegroups
Developinventoryofagencieswithinthecitywhopossesstocksofwelfare
items,foodandnutrition,temporaryshelterandcamps,waterpurification
plants,Generators,Cookingfacilitiesetctobeusedincaseofemergencies
DMB
DRR
DRR,Dhaka,ChittagongandSylhetCity
corporations,FSCD,AFD,BDRCS
DC,DMB,CityCorporations
DC,DRR
DMB,RC(Food)
DRR
DMB,SocialWelfare,ChildWelfare
DRR,DC
DC,DMB,,UrbanLocalauthorities,AFD,
BDRCS
DRR
AFD,DMB,ForeignAffaireDept.
DCs,DRR,NGOs,AFD,FSCD
PreparationofnecessarydocumentationforpreparationofFlashappealsin
collaborationwithUNagencies
ConductofDamageAnalysisandNeedAssessmentsurveyinaffectedareas
andpreparationofestimatesofitemsandotherurgentneedsforobtaining
donorsupportforexternalcontributions.Networkingwithvarious
stakeholders(fundingagencies,NGOs&INGOsformobilizationof
contributions,improvedcoordinationofreliefmaterialdistribution)
SetuptemporarycampstohouseIDPsandprovideotheressentialitems
(suchasFood,NutritionandotherRelief),MobilizesupportfromNGOs,
INGOsforprovidingassistancetoIDPs
MobilizationofcommunitysocialvolunteergroupsthroughLocal
Governments,CBOsandNGOstoassistsettingupofcampsforIDPs
,maintenanceofcampsetc
Networkwithministries,departments,districtauthorities,UNagencies,
NGOs&INGOsformobilizationofsupportforsupply&distributionofrelief
material&welfareitems.Supplyoffoodandsupplementaryitemsthrough
DCs,governmentdepartments,otherdistrictauthoritiesfordistributionto
victims,Conductsurveysforqualityassuranceforfoodanddistribution
Identificationofphysicallyhandicappeddisabledforspecialtreatment
DMB
DRR,DCs,
Corporations,NGO,BDRCS,AFD
AFD
DRR,DMB,BangladeshAnsar&VDP,
BDRCS
DRR
DCs,AFD,DMB,LocalGovernmentBodies
BangladeshAnsar&VDP,BDR
DGHS
DRR,CityCorporations,PrivateHospitals,
BDRCS,SocialWelfare
UNICEF,IFRC,
WFP,FAO,ADB
OthersNGO,
INGO,BDRCS
Liaisewithrelevantgovt.Agencies,linedepartments,districtauthorities,
DRR
civilsocietyagenciestoensurewelfareofothervictims(thosewhoareliving
intheirown,thosewhoarewithfriendsandrelativesetc)andfoodsupply
AssistotherstakeholderagenciessuchasNGOsandINGOsforsupplyoffood DRR
andsupplementaryitemstodisplacedwhenandwherenecessarythro
assistanceinnationallevelprocurement,importofitems,customclarence,
transportationtoaffectedareasetc
DCs,AFD,DMB,LocalGovernmentBodies,
BangladeshAnsar&VDP
AFD,DCs,,LocalGovernmentBodies
EvaluationofoverallperformanceofClusteronReliefServices(Food,
NutritionandotherRelief)
Networkwithministries,departments,districtauthorities,UNagencies
,NGOs&INGOsandassistanceforefficientcoordinationfordistributionof
reliefmaterialwelfareitems
Conductingroutinesurveysforqualityassuranceforfoodandnutrition
distributionscarriedoutbygovernmentandnongovernmentagencies
PeriodicStocktakingofcentralGodawnstocarryoutqualitativeand
quantitativeassessmentoffooditemsandfacilitateefficientdistribution
PeriodicvisitstowelfarecampsandM&Eofcomplianceofguidelinesfor
maintenanceofwelfarecampsbyallagencies
ProvidenecessaryAssistanceindocumentation,taxpaymentifapplicable
andcustomclarenceetctootherstakeholderagenciessuchasNGOsand
INGOsforcontinuesSupplyoffoodandsupplementaryitemstodisplaced
locatedincampsforIDPs
Assistallagenciesprovidingwelfare,foodandnutritionsupportfor
transportationanddistributionofsuppliestovictimswhenandwhere
necessary
ReviewtheContingencyPlanfortheClusteronReliefServices(Food,
NutritionandotherRelief)andreviseifnecessarytointroducemeasuresto
improveperformance
Police,LocalGovernmentBodies,DRR,
AFD
DMB,DRROs,LocalGovernmentBodies,
DCs
EarlyRecoveryPhase
DMB,DCs
DRR,DCs,
DRR
LocalGovt.Bodies,AFD
DGFood
DRR
NGOs, LocalGovernmentBodies,DCs,
INGOs,NGOs,DRR
DMB,DCs,AFD
DRR,DCs
AFD,LocalGovernmentBodies,NBR
DRR,DCs
DRR,DMB,INGOs,LocalGovernment
Bodies,CityCorporations,AFD
DRR
DRR,DMB,LocalGovernmentBodies,
NGOs,INGO,BDRCS,AFD
UNICEF,IFRC,
WFP,FAO
OthersNGO,
INGO,BDRCS
Cluster5Shelter(Includingsettinguptemporaryshelter)andUtilityPlanning
Objectives:
Toensureefficientrestorationofutilitiesandservicesafterearthquakessuchassupplyoftelecommunicationfacilities,power,gasand,wastedisposaletc
ToensuretemporaryshelterfordisplacedafterdisastereventssuchasEarthquakesandprovisionofbasicfacilitiestothesame
Topreventoutbreakoffireduetomalfunctioningofutilitiessuchasgas,electricitysupplyetc
Toensurepreventionofenvironmentaldisorderduetoreleaseofhazardouswasteandmaterial
ClusterLead:DisasterManagementBureau(DMB)
Main Tasks assigned to lead and support agencies:
1) Vulnerability assessment of Utilities 2) Rapid Damage assessment 3) Restoration of utilities 4) Rehabilitation and recovery planning for utilities
5) Provision of temporary Shelter and basic essential facilities for displaced 6.Actions to control fire outbreaks, environmental hazards etc
Expected Main Tasks by UN cluster partners
Mobilize the support of UN agencies to provide technical assistance
Facilitate government efforts to obtain International Assistance for restoration of utility services and provision of stand-by facilities
Expected Main Tasks by other associated agencies
Create awareness at community level on household/community level actions to control fire outbreaks, environmental hazards etc
Assistance in setting up temporary shelter facilities, standby facilities such as generators
PredisasterPhase
Activities
ConductmeetingswithUtilitiessubcommitteeforenhanced
preparednessmeasurestobeundertakenbyUtilityagencies
tominimizeimpactsandtopreventmalfunctioningof
servicesduringemergencies
Maintenanceofstocksofmostessentialsparepartsand
servicepersonalforattendingtolargescaleemergencies
suchasearthquakes
Developguidelinesforvulnerabilityassessmentofutilities
andconducttrainingforUtilitysectorstaffforundertaking
vulnerabilityassessments
Capacitybuildingofutilitysectorforcontingencyplanning
andplanningforrestorationoffacilitiesandImplement
ResponseCapacityAssessmentprogramsforreductionof
impactsforUtilitysectoranddevelopefficientresponse
LeadAgencies/
Institutions
DMB
GlobalCluster
Partner(Proposed)
TGTDCL,JGTDSL,BGSL,PGCL,DESA,
DESCO,WASA,BPDB
Utilityagencies
DMB
DESCO,WASA,BPDB
DMB
DESCO,WASA,BPDB,CityCorporations
andUrbanLocalbodies
Globalcluster
partnersIFRC,
UNHCR
IOM
capacity
Designandimplementprojectsforprepositioningof
emergencypowersupplyservicesforcriticalareas
Developprocedureforpostearthquakedamageassessment
ofallessentialutilitieswithinthecitybyutilitymanagers
Identificationofallbuildings(suchasschools)whichcanbe
usedasTemporaryshelterandconductcapacityassessment
surveyforidentificationofneeds
Provisionofutilityservicesforbuildingsidentifiedas
temporaryShelters,andmaintainstocksofstandby
emergencyshelteritems/equipmentforquickmobilization
duringestablishmentoftemporaryshelter(standby
generators,Temporarycampsetc)
IdentificationofallpossiblesourcesofHazardous
waste/hazardousmaterialreleaseduringemergenciesand
conductawarenessprogramstopreventenvironmentaland
societalimpactsduetoreleaseofhazardoussubstance
duringemergenciessuchasearthquakes
LocalGovt.Bodies
TGTDCL,JGTDSL,BGSL,
PGCL,DESA,DESCO,
WASA,BPDB
CityCorporationsand
UrbanLocalbodies
DESCO,WASA,BPDB
CityCorporationsandUrbanLocalbodies
Utilityagencies
CityCorporationsand
UrbanLocalbodies
Utilityagencies
CityCorporationsand
UrbanLocalbodies
RelevantIndustries,Businessenterprises
OthersNGO,
INGO,BDRCS
EmergencyResponsePhaseRole
ImmediatelyactivatethePlanforshutoffofallsuppliesof
Gas,electricity,Wastedisposaletcatallshutoffpoints.
Utilityagencies/Local
GovernmentBodies
Utilityagencies(TGTDCL,
JGTDSL,BGSL,PGCL,
Utilityagenciesundertakerestorationworkandactionsto
DESA,DESCO,WASA,
rehabilitatesupplyofpower,gas,etctocritical
BPDB)/Local
agencies(hospitals,AFD,Police,evacuationcampssoon)
GovernmentBodies
Conductrapiddamageassessmentsurveyofpowersupply
Utilityagencies
systems(generation,distribution,supply)andrestorationof (TGTDCL,JGTDSL,BGSL,
supplytocriticalfacilities(suchashospitals,police,AFD,Fire PGCL,DESA,DESCO,
Serviceetc)
WASA,BPDB)/Local
OrganizeprojectteamstoconductRapiddamage
GovernmentBodies,
assessmentofallessentialutilitieswithinthecitybyutility
AFD,FSCD,School,College,Universities,
DMB,DRR,
AFD,FSCD,Universities,
Globalcluster
partnersIFRC,
UNHCR
IOM
OthersNGO,
INGO,BDRCS
managers
BPDB
Mobilizeprepositionedemergencypowersupplyservices
forcriticalareas
Obtainperiodicsituationreportsandreviewtheprogresson DMB
activationofContingencyPlansandrestorationofservices
byutilityagencies
DESA,DESCO, AFD,FSCD,LocalGovt.
Bodies,Universities,NGOs
ConductsurveyofTemporaryshelter setupforIDPsfor
qualitativeimprovementofshelterforIDPs
DevelopearlyrecoveryPlansforsettingupnewSettlement
programsandrehabilitationofpartiallydamagesettlement
andhousingforsupplyofpermanentshelterforaffected.
Conductingdamageassessmentsurveyofallutilitiesand
preparePlansforrestoreandrehabilitatesupplyofpower,
water,gas,toaffectedareasandinwastedisposal
Conductdamageassessmentsurveyofpowersupply
systems(generation,distribution,supply)andprepare
estimatesforrestorationofsupplytootherareas,
PreparationofPlansforrehabilitation
Integratemitigationandpreparednessprogramsin
RecoveryPlanningbyutilitiesforreductionoffuture
earthquakeimpactsduringrestorationoffacilities
Assistinrestorationofallessentialutilitiesandservices
withinthecitybyutilitymanagers
Provideperiodicsituationreportsonthestatusof
restorationofservicesandreviewtheprogress
ReviewthePerformanceofCluster5Shelter(Including
settinguptemporaryCamps)andUtilityPlanningCluster
andintroducemodificationstotheContingencyPlanfor
betterperformanceinfuture.
DRR,AFD,LocalGovernmentBodies,
Academia,Professionalbodies,
LocalGovernmentBodies,
Academia,Professionalbodies,
DESCO,WASA,BPDB
EarlyRecoveryPhase
DMB
DMB
AllUtilityagencies
BPDB
DMB,AFD,LocalGovernmentBodies,
Universities,PDB,PrivateTelecom
Companies,TITAS,Utilityagencies
LocalGovernmentBodies,Universities,
DESA,DESCO
AllUtilityagencies
LocalGovernmentBodies,Universities,
PDB,Telecom,TITAS,Utilityagencies
LocalGovernment
Bodies
DMB,NationalEOC
PDB,TITAS,WASA,DESA,
Universities
PDB,TITAS,WASA,DESA,
Universities
Utilityagencies,LocalGovernmentBodies
DMB,NationalEOC
Globalcluster
partnersIFRC,
UNHCR
IOM
OthersNGO,
INGO,BDRCS

Cluster6WaterSupply,SanitationandHygiene
Objectives:Quickrestorationofwatersupplyforprovisionofsafedrinkingwaterandsanitationmanagementduringearthquakedisaster.
ClusterLead:LocalGovernmentBodies(CityCorporations,Pourashavas)
PredisasterPhase
ResponsibleMinistry:MinistryofLocalGovernmentandRuralDevelopment(LocalGovernmentDivision)
1) Damage assessment of Water supply & drainage, waste management systems 2) Restoration of Water supply & drainage 3)Observe Sanitation norms during
emergencies 4) Restoration of Waste disposal 5) Epidemic control and Immunization
Mobilize the support of UN agencies to provide technical assistance
Facilitate government efforts to obtain International Assistance for restoration of Water Supply & services and provision of stand-by facilities
Setting up alternate measures for drinking water supply at community level
Building community capacity to avoid outbreak of epidemics
Public awareness creation on community level Health, Hygiene and sanitation issues.
GlobalClusterPartner
LeadAgency/
Support
(Proposed)/Other
Activities
Institution
Agencies/Institutions
associateagencies
Developprocedureforvulnerabilityassessmentofwatersupplysystem,
LocalGovernment DWASA,CWASA,,
infrastructurefacilities&buildings,sewerage&drainagesystemsbyrespective
Bodies
DPHE
Globalcluster
managers
partnersUNICEF,
DevelopContingencyPlansforwaterandsanitationsector,wastemanagement
LocalGovernment DWASA,CWASA,DPHE
WorldBank
systemsatalllevelscoveringearthquakepronelocalgovernmentagenciesby
Bodies
ADP
respectivemanagers
GOJ
WASA/DPHE
LocalGovernment
Prepositioningofwatersupplydeepwellstobeusedduringemergencies
Bodies,DPHE
Developminimumstandardsfordrinkingwatersupplyandissueguidelinesto
LocalGovernment DWASA,CWASA,DPHE
public,NGOs,INGOsandothercivilsocietyagencies
Bodies
DGHS
OfficeofCivilSurgeon,
Developguidelinesforclosesurveillanceinepidemicoutbreakandconductof
AFD,Centrefor
preparednessmeasuressuchasImmunizationprograms,awarenessprogramsto
MedicalEducation
preventepidemicoutbreaks
(CME),Local
OthersNGO,INGO,
GovernmentBodies
BDRCS
Developguidelineswithwaterandsanitationgroupforminimumsanitationlevels LocalGovernment DWASA,CWASA,
tobemaintainedintemporarysheltersetupforIDPs
Bodies
DPHE,DGHS
Facilitatealternatesystemsforemergencywatersuppliessuchastransportation
bycontainertrucks,bowsersetc.
Promotehouseholdlevellongtermwaterconservationmethodssuchasrainwater
harvesting,watersoftening&SODIStechniquesforwaterpurification
LocalGovernment
Bodies
LocalGovernment
Bodies
DWASA, CWASA,
DPHE,DGHS,FSCD
DWASA,CWASA,DPHE
ActivatetheContingencyPlansforwaterandsanitationsectoratalllevels
coveringearthquakeaffectedareas
Observetheemergencywatersupplyneedsandcommunicatetorelevant
stakeholders
Closesurveillanceinepidemicoutbreakinaffectedareasduetoproblems
connectedwithwaterandsanitationandmakeremedialactions
Rapiddamageassessmentofwatersupply,sewerage&drainagesystemand
initiateactionsforrestoration
Assistauthoritiestomaintainwatersupply&sanitationfacilitieswithinwelfare
campssetupforvictims
Implementtemporarysheltersanitationmanagementsysteminthetemporary
shelterforthebenefitofvictimsinaffectedareas
Arrangementsforqualitycheckofwatersources,bottledwateranddisposable
watercontainers
Localgovernment
Bodies/WASA
Localgovernment
Bodies/WASA
DGHS,,Officeof
CivilSurgeon
Localgovernment
Bodies
DMB,AFD,DPHE
LocalGovt.Bodies
AFD,DMB,DRR,DPHE
Localgovernment
Bodies
DGHS,DMB,AFD,
DPHE
CarryoutperformanceevaluationofresponseactionsunderclusterWaterSupply, LocalGovernment
SanitationandHygieneandintroducesuitablemodificationstoContingencyPlanto Bodies,WASA
improvetheperformance
LocalGovernment
Observeandfacilitatetheemergencywatersupplyneedsandcommunicateto
Bodies
relevantstakeholders
DGHS,DMB,DRR,
DPHE
DMB,AFD,DPHE,
AFD,Localgovt.
Bodies,DRR
AFD,WASA,DPHE,
DRR,
Globalcluster
partnersUNICEF,
WorldBank,ADP,GOJ
OthersNGO,INGO,
BDRCS
EarlyRecoveryPhase
Closesurveillanceinepidemicoutbreakinaffectedareasduetoproblems
connectedwithwaterandsanitationandmakeremedialactions
LocalGovernment
Bodies
DMB,WASA,DPHE,
District
Administrations
DGHS,DMB,WASA,
DPHE
ConductDamageAssessmentsurveyforWatersupplyfacilitiesanddevelopPlans
torestoreandrehabilitatewaterandsanitationsectorfacilitiesatalllevels
coveringearthquakeaffectedareas
LocalGovernment
Bodies,WASA
DMB,DPHE
Conductperiodicqualitycheckofwatersources,portablewatercontainersand
disposalofwaste
WASA,LocalGovt.
Bodies
DMB,DOE,DPHE
Globalcluster
partnersUNICEF,
WorldBank
ADP,GOJ
OthersNGO,INGO,
BDRCS

Cluster7RestorationofUrbanServices
Objectives:
IdentificationofcriticalpublicfacilitiesvulnerabletoEarthquakesandstrengtheningthesametoahighersafetylevel
SpatialPlanning&landusecontrolforearthquakevulnerabilityreduction
Buildingcontrol&ensurecompliancetoBuildingCodepractices
ClusterLead:Dhaka,ChittagongandSylhetCityCorporations/ConcernedLocalGovernmentBodies
PredisasterPhase
ResponsibleMinistry:MinistryofLocalGovernment&RuralDevelopment
1) Vulnerability assessment of building & facilities and ensure higher standards of building safety in earthquake prone areas, 2) Spatial Planning & land use control (for
emergency evacuation and provision of temporary shelters both in developed & undeveloped areas) 3. Regular reviewing and updating of building codes(BC) and
compliance with BC 4) Certification of suitability for occupancy after occurrence of earthquakes,
Sharing of better International practices related to Urban Planning and Building control, to reduce Earthquake impacts
Assistance in Capacity building
Validation of Contingency plan arrangements for evacuation at community level
Public awareness creation on building safety and community & Household level preparedness
GlobalCluster
Partner
LeadAgency/
Activities
(Proposed)/Other
Institution
associateagencies
UtilityAgencies,FSCD,
UrbanLocalauthorities
Conductscenariobasedneedassessmentsurveyforemergencyservices DG_HS,DRR
Globalcluster
forearthquakeproneurbanareasandreporttoauthorities
partnersUNDP,
CityDevelopmentAuthorities,
UNHABITAT,
Developmethodologyforvulnerabilityassessmentofbuildings&
Professionalbodies(IEB, HousingandBuildingResearch
JICA
infrastructuresandlossestimationtoidentifyhighriskareas
IAB,BIP),REHAB,
Institute,NationalHousing
Universities
Authority,ConcernedLocal
GovernmentBodies
Developprocedureforrestrictingorpreventingentryintodamaged
FSCD,BangladeshAnsar&VDP,
BP
buildings
AFD,UrbanLocalauthorities
ConductVulnerabilityassessmentofimportantgovernmentbuildings,
UrbanLocalAuthorities
Professionalbodies(IEB,IAB,
criticalfacilities,infrastructures(Govt.Hospitals,schoolbuildings,
BIP),REHAB,Academia,City
theatres,&otherimportantgovtbuildings,bridges)
Preparelocationmapsandcollectotherinformationrelatedtopre
positionedessentialfacilities(boreholes,tools,equipments,fire
hydrants,temporaryhospitalsetc)tobeusedduringearthquakes
Developguidelinesforspatialplanning&landuse control(for
emergencyevacuationandprovisionoftemporarysheltersbothin
developed&undevelopedareas)andreviselandusePlansto
create/preserveopenareaswithinurbanareas,createmoreparks,
recreationalareas,greenareassuitableforemergencyevacuations,
createessentialfacilitiessuchaswater,electricity
DevelopguidelinesforRecoveryPlanningatvariouslevelsbasedon
sectorneedsandspecialvulnerablegroups(gender,elderpersons,
childrenetc)throughintegrationofearthquakeriskmanagement
principlestoensurehigherseismicsafety.
ConcernedLocalGovt.
Bodies,FSCD,DGHS,
DRR,,Utilityagencies
LGED/UDD/City
Development
Authorities
Regularreviewingandupdatingofbuildingcodestointegrate
earthquakevulnerabilityreductionneedsinbuildingsandmethodsand
Efficientimplementationofbuildingcodestointegrateearthquake
vulnerabilityreductionwithinthecity
ConcernedLocalGovt.
Bodies,
Identificationofevacuationroutesinhighriskareasandtakeactionsto
improveaccesstoinaccessibleareasforS&Ractions
LGED/UDD/City
Development
Authorities
DMB
DiscusswithPrivateinstitutions(Businesssector,Garmentfactories,
Industriesetc)tocreateawarenessoncontingencyplanningtoreduce
lossesandcasualtiesinworkplacesandprovidenecessarytechnical
assistanceandconductingmockdrilletc.forcontingencyplanning
DMB
DevelopmentAuthorities,
HousingandBuildingResearch
Institute,NationalHousing
Authority,ConcernedLocal
GovernmentBodies
DMB,GSB,SoB,City
DMB,ConcernedLocal
Governmentbodies
FSCD,AFD,DRR,BP,Officeof
DivisionalCommissioners,
LocalGovernmentbodies,
Utilityagencies,NGOs
Professionalbodies(IEB,IAB,
BIP),REHAB,Academia
NationalHousingAuthority,
HousingandBuildingResearch
Institute,CityDevelopment
Authorities,FSCD,Utility
agencies,
DMB,FSCD,AFD,RHD,
ConcernedLocalGovernment
bodies,BP
Private institutions(Business
sector,Garmentfactories,
Industriesetc),City
Others NGO,
INGO
EmergencyShutdownofcontrolswitches&valuesofelectrical
substation,gascontrolcentersetc.
MobilizePrepositioned/standbyessentialemergencysupportunitsand
facilities(boreholesforemergencywatersupply,SearchandRescue
storesatcommunitylevel,Standbygenerators,mobilekitchens,water
supplyandpurificationunits,mobilehospitalsetc)
Facilitatesafeevacuationofvictimsandtheprocessofsettingup
evacuationcentersinpreidentifiedareasforevacuation
Carryoutrapiddamageassessmentofcriticalfacilities(schoolbuildings,
theatres,etc)&citybuildingsandsuitabilitycheckforusingas
Temporaryoffices,IDPoccupationetc
FacilitateprovisionofbasicfacilitiestotemporarycampssetupforIDPs,
Mobilizeteamsforrapiddamageassessmentofhousingunitsand
dwellingsandissuecertificateforoccupationafterearthquakeevent
AssistanceforRapiddamageassessmentofbuildingsbelongtoFirst
ResponderagenciessuchasArmedForcesDivision,Fireservice,
Hospitals,CriticalGovernmentBuildings,forpreventionofoccupationof
unsafebuildingsandfurtherdamageaftershocks
Liaisewithprivateinstitutions(Businesssector,Garmentfactories,
Industriesetc)foractivatingtheContingencyPlanstoconductrapid
damageassessmentstoworkplacesandprovidenecessarytechnical
assistance
Makingsuitablearrangementsandprovideassistancetobuildings
allocatedforVIPs,andImportantMinistries,departmentsforconducting
rapiddamageassessmentsurveyandissueofcertificatesforensuring
suitabilityforoccupationaftertheearthquake
Gas,Electricity&Utility
Agencies
UtilityAgencies,DGHS,
AFD
LocalGovernment
Bodies/City
Development
Authorities
AFD
MEMR&LocalGovt.
LocalGovt.Bodies,Bangladesh
Ansar&VDP,AFD,BP
BP,BangladeshAnsar&VDP,
DMB,LocalGovernment
Bodies
DMB,AFD, PWD,LGED,
DMB,FSCD,LocalGovernment
Bodies,BP,BangladeshAnsar
&VDP
DMB,AFD,RHD,LGED,Utility
Agencies
LocalGovernment
Bodies/City
Development
Authorities
Academic
LocalGovernmentBodies,City
Institutions/Professional DevelopmentAuthorities,DMB,
bodies
LGED,
DMB
LocalGovernment
Bodies
Privateinstitutions(Business
sector,Garmentfactories,
Industriesetc),City
DevelopmentAuthorities,Local
Governmentbodies
AFD,FireService,DGHS,BP,
BRTA,BRTC
Globalcluster
partnerUNDP,
UNHABITAT,
ADB
OthersNGO,
INGO
Carryoutrescueoperationforlivelihoodrecoveryinearthquakeprone
areas
EarlyRecoveryPhase
Phasebyphaserestorationofdisruptedpower,gasandwatersupply
throughassessmentofdegreeofdamage
ProvideassistancetoAFD,FireService,Police,Ministries,departments
forconductingrapiddamageassistanceanddevelopingestimatesfor
rehabilitationofservices
Rapiddamageassessmentsurveyandissueofcertificatestohouse
ownersandownersofotherbuildings(businessenterprises,shops,
commercialcenters,inductees,garmentfactories,hotelsetc)forensuring
suitabilityforoccupationaftertheearthquake
DMB,Professional
bodies,Academia
Utilities,LocalGovt.
Bodies,BP,Ansar&VDP
LocalGovernment
Bodies,Professional
bodies,Academia
PWDandLocal
GovernmentBodies
CityDevelopment
CarryoutPlanningoperationsforsystematiccleaningofdebris,removal,
Authorities,Local
transportationofdebris,identifydumpsites
GovernmentBodies,
CityDevelopment
CarryoutcityPlanningoperationsforrehabilitationandreconstruction
Authorities,Local
ofearthquakeaffectedareasthroughintegrationofearthquakerisk
GovernmentBodies,
managementprinciples
UDD
DMB,Professional
CarryoutsectorbasedearlyrecoveryPlanningatvariouslevelsthrough
bodies,Academia
integrationofearthquakeriskmanagementprinciplestoensurehigher
seismicsafety.
DMB
ConductareviewofperformanceoftheClusterRestorationofUrban
ServiceandrevisetheContingencyPlanaccordingly
UtilityAgencies,Local
GovernmentBodies,relevant
ministries,privatesector
agencies
MEMR,LocalGovt.Bodies
DMB,AFD,Police,Para
military,CityDevelopment
Authorities,UtilityAgencies
DMB,RajdhaniUnnyan
Kortipakha
(RAJUK)andChittagong
DevelopmentAuthority(CDA),
Universities,Professional
bodies
PWD,relevantministries,
privatesectoragencies
UtilityAgencies,relevant
ministries,privatesector
agencies,Academia,
UtilityAgencies,Local
GovernmentBodies,relevant
ministries
LocalGovernmentBodies,,
RajdhaniUnnyanKortipakha
(RAJUK)andChittagong
Development
Authority(CDA),Universities,
Professionalbodies
UNDP,UN
HABITAT,ADB
PredisasterPhase
Cluster8Transportation(Road,rail,air,waterway,sea)
Objectives:
Identificationofvulnerabilitiesoftransportationinfrastructurestoearthquakesandstrengtheningthesametoahighersafetylevel
Torestorethetransportsystemafterearthquakeeventsformobilizationofresourcestotheaffectedareas
ClusterLead:Roads&HighwayDepartment(RHD)
ResponsibleMinistry:MinistryofCommunication/MinistryofLGRDC
1) Vulnerability assessment of transportation infrastructures, 2) Planning for quick restoration of transportation facilities (Road transportation, Rail transportation, Air
transportation, Sea transportation), 3.) Arrangements for quick restoration of transportation facilities
Mobilize support of International community for air and sea transportation of food and non-food items, displaced persons etc
Share International Good practices to improve the knowledge of local level stakeholders
Public awareness creation
Activities
LeadAgencies/Institutions
(Proposed)/Other
associateagencies
corporations,ChittagongPort
Developguidelinesforvulnerabilityassessmentof
RHD,LGED,CAAB,Bangladesh
Authority,ShahAmanat
transportsystems(road,railway,air,waterways)
SthalaBandarKartipaksha,
InternationalAirport,Zia
andConductvulnerabilityassessmentand
NationalBridgeAuthority,
strengthenthebuildingsandtransport
International Airport,Osmani
BangladeshRailway
infrastructure
International Airport,
Globalclusterpartners
BRTC,BIWTC
UNDP,WFP
BIWTA,CAAB, BangladeshSthala
BandarKartipaksha,National
corporations,RoadsandHighways
BridgeAuthority,Bangladesh
Department,LGED,Chittagong
Railway,RHD,LGED
PortAuthority,Shah Amanat
DevelopEmergencyteamsforrestorationof
International Airport,Zia
facilities
Studyalternatetransportarrangementsincaseof
BRTC,BIWTC
earthquakesanddeveloproutemap
Developcoordinationarrangementsbetween
differenttransportauthorities(road,air,sea)to
functionduringemergencies
DevelopContingencyplansforcitylevel
transportationsystemstoavoidhighriskareas
Railway,RHD,LGED
BRTA,BIWTA,CAAB, Bangladesh
SthalaBandarKartipaksha,
NationalBridgeAuthority,
BangladeshRailway,RHD,LGED,
BA
ConcernedCityCorporations
Makearrangementsforstorageofessentialspare
parts
Railway,RHD,LGED
Makearrangementstofabricatetemporary
bridges,
RoadsandHighwaysDepartment,
LGED
Authority,Shah Amanat
International Airport,Zia
BRTC,BIWTC
InternationalAirport,Osmani
InternationalAirport,BRTC,BIWTC
CityDevelopmentAuthorities,BP(
trafficdivision),LGED
InternationalAirport,BRTC,BIWTC
AFD
EmergencyResponse
Phase
Actionbytransportauthoritiestorestorethe
transportationsystemstoreachcriticalareasfor
S&Rteamsandsupplyofrelief
Conductrapiddamageassessmentsurveyand
reportingbytransportauthoritiesforobtaining
cooperationofotheragenciesforrestorationof
transportationsystems.
Mobilizationofresourcesforactivationof
,BRTA,BR,BIWTA,CAAB,
BangladeshSthalaBandar
Kartipaksha,NationalBridge
Authority,BangladeshRailway,
RHD,LGED
,BRTA,BR,BIWTA,CAAB,
RHD,LGED
LocalGovernmentBodies,BRTA,
AFD,ChittagongportAuthority,
MonglaPortAuthority,Civil
AviationAuthority,Local
GovernmentBodies,DMB,DRR,
AFD,FSCD,DGHS,BIWTC,BP
BP,AFD,Chittagongport
Authority,MonglaPortAuthority,
CivilAviationAuthority,Local
GovernmentBodies,
AFD,ChittagongportAuthority,
UNDP/WFP
alternatetransportarrangements
BR,BIWTA,CAAB, Bangladesh
SthalaBandarKartipaksha,National
Railway,RHD,LGED
BRTA,BR,BIWTA,CAAB,
Notificationofaccessibleroutesafterthe
earthquakeeventbasedontherapidassessment
andissueofupdatesregularlyafterrestorationof
additionalroutes
RHD,LGED
MonglaPortAuthority,Civil
AviationAuthority,BIWTC
BP,AFD,Chittagongport
Authority,MonglaPortAuthority,
CivilAviationAuthority,Local
GovernmentBodies,Media
institutions,DMB,
EarlyRecoveryPhase
Conductdamageassessmentsurveyoftransport
systemsduetoimpactofoccurrenceof
Earthquakeandcollateralhazardsanddevelop
Plansforrestorationoftransportsystemsto
higherseismicsafety.
Assistactionsbytransportauthoritiestoidentify
alternateroutesfortransportationofessential
reliefsupplies,foodstocks,welfareitemsetc
Commencerehabilitationofdamagedtransport
infrastructureandfacilities,railroads,main
roads,ports,airportsetc
ReviewtheperformanceofCluster8
Transportation(Road,rail,air,sea)duringthe
Bangladesh RoadandTransport
Authority(BRTA),Bangladesh
InlandWaterTransportAuthority
(BIWTA),CivilAviationAuthorityof
Bangladesh(CAAB),Bangladesh
Railway,RHD,LGED
Railway,RHD,LGED
Railway,RHD,LGED
AFD,DMB,LocalGovernment
Bodies,ChittagongPortAuthority,
ShahAmanatInternational
Airport,ZiaInternationalAirport,
OsmaniInternationalAirport,
BangladeshRoadTransport
Corporation(BRTC),BIWTC
ChittagongPortAuthority,Shah
AmanatInternationalAirport,Zia
InternationalAirport,Bangladesh
RoadTransportCorporation
(BRTC),BIWTC
RoadsandHighwaysDepartment,
LGED,ChittagongPortAuthority,
ShahAmanatInternational
Airport,ZiaInternationalAirport,
OsmaniInternationalAirport,
BangladeshRoadTransport
Corporation(BRTC),BIWTC
ChittagongPortAuthority,Shah
UNDP,WFP
AmanatInternationalAirport,Zia
(BIWTA),CivilAviationAuthorityof InternationalAirport,Osmani
InternationalAirport,Bangladesh
SthalaBandarKartipaksha,National RoadTransportCorporation
(BRTC),BIWTC
Railway,RHD,LGED
Cluster9Security,andWelfare
Objectives:Tomaintainthelawandordersituationduringemergenciessuchasearthquakes
ClusterLead:BangladeshPolice(BP)
ResponsibleMinistry:MinistryofFoodandDisaster Management
Main Tasks:
1) Security arrangements during emergencies to ensure safety of citizens and protection of government & private property,2)Restrict entry into affected areas by unauthorized
persons 3)Traffic control during emergencies
Sharing of Good practices from the region
Assistance in capacity building efforts
Building the capacity of civil society for assisting the police and paramilitary forces in maintaining law and order situation during emergencies
LeadAgency/
(Proposed)/Other
Activities
Institution
associateagencies
DevelopaComprehensivePlanforsecurityarrangementsfor
BP
AFD,BDR,BCG,BangladeshAnsar
Citizensandprotectionofgovernment&privateproperty,
&VDP,RAB
businessandindustriesaswellasformaintenanceoflawand
ordertobeadoptedduringemergenciessuchasearthquakes
UNDP,UNHABITAT
Developacomprehensiveplanfortrafficcontrolduring
BP
emergencies
BP
AFD,BDR,BangladeshAnsar&
Developguidelinesforcontrolofentranceintodamaged
OthersBDRCS,NGO,
VDP,RAB,FSCD,BCG
buildings,andrestrictaccesstoaffectedareasbyunauthorized
INGO
persons
DevelopguidelinesforevaluationofSecurityPlanningand
BangladeshPolice
FSCD,BDR,BangladeshAnsar&
operationsformaintenanceoflawandorderduring
VDP,RAB,FSCD,BCG,AFD,Office
emergencies
ofDeputyCommissioners,
Assistdevelopmentofproceduresforhandlingofdestituteand DRR
NGOs
orphans
Assistinpromotionofsocialsecuritysystems(insurance
DMB
LifeInsurancecompanies,
PredisasterPhase
emergencyresponseperiodandrevisethe
contingencyPlantoimprovetheperformance
schemes,microcredit,etc.)
Developguidelinesforintegratingfirehazardmanagementasa
componentofEarthquakeresponseandearlyrecoveryactions
especiallyconcerningtemporaryshelter,governmentbuildings,
privatebuildings,businessenterprices,,utilities&Services
Developproceduresformanagementandmaintenanceof
informationondeadandmissing
Developproceduresforburialofdead,funeralrights,mortuary
servicesetc
FSCD
AFD,DRR,DMB,INGOs, NGOs
BP
AFD,CityCorporations,FSCD,
DGHS
VDP,,FSCD,AMI
BP
ActivatetheSecurityPlanforcitizensandprotectionof
government&privateproperty,businessandindustriesaswell
asformaintenanceoflawandorder
ActivatethePlanfortrafficcontrolduringemergencies
Exercisecontrolofentranceintodamagedbuildings,and
restrictaccesstoaffectedareasbyunauthorizedpersons
ConductperiodicM&Eofsecurityoperationsformaintenance
oflawandorderduringemergencies
ActivatethePlanforhandlingofdestituteandorphans
Assistindocumentationandfulfillmentofotherneedstobenefit
thebeneficiariesofsocialsecuritysystemssuchasinsurance
Schemes,microcredit,etc.
BP
BP
BP
BangladeshPolice
DRR
DMB
&VDP,RAB
VDP,RAB,FSCD,BCG
NGOs
LifeInsurancecompanies,
CarryoutthePlansforpreventionandcontroloffirehazarddue FSCD
tomainshockandaftershocksintemporaryshelter,government
buildings,privatebuildings,businessenterprises,,utilities&
Services
CarryoutthePlanformanagementandmaintenanceof
BP
informationondeadandmissing
Carryouttheproceduresforburialofdead,funeralrights,
BP
mortuaryservicesetc
AFD,DRR,DMB,INGOs,NGOs
ReviewtheperformanceofimplementationofSecurityPlanand
arrangementsduringearthquakeemergencyforsafetyof
CitizensandprotectionofGovernment&PrivateProperty,
&VDP,RAB
UNDP,UNHABITAT
OthersBDRCS,NGO,
INGO
AFD,CityCorporations,FSCD,
DGHS,
VDP,AMI
y
Re
cov
ery
BP
UNDP,UNHABITAT
BusinessandIndustriesaswellasforMaintenanceoflawand
ordertobeadoptedduringemergenciessuchasearthquakes
ReviewtheperformanceofimplementationofPlanfortraffic
controlduringemergencies
BP
Exercisecontrolofentranceintodamagedbuildings,and
restrictaccesstoaffectedareasbyunauthorizedpersons
CarryoutevaluationofSecurityPlanningandoperationsfor
maintenanceoflawandorderduringEarthquakeemergency
BP
ConductreviewoftheContingencyPlanunderCluster9
SecurityandWelfareandintroducesuitablemodificationsin
revisingthePlantoimprovetheperformance
BangladeshPolice
BangladeshPolice
VDP,RAB,FSCD,BCG
OthersBDRCS,NGO,
INGO
CapacityBuilding,AwarenessCreationandAdvocacytoSupport
PlanImplementation
Capacity building of different public and private agencies/institutions, awareness
creation among different cross section of people and continuous advocacy to the
policy and decision makers are required to support proper and successful
implementation of Contingency Plans. Capacity Building, Awareness Creation and
Advocacyprogramwillhaveseveralcomponents,asshownintheBox9.
5.1CapacityBuilding
A comprehensive understanding
of capacity building as defied by
the United Nations Agenda 21
states, Specifically, capacity
building
encompasses
the
countrys human, scientific,
technological,
organizational,
institutional, and resource
capabilities.
(Chapter
37,
UNCED,1992).
CapacityBuilding,AwarenessCreationand
AdvocacyActivities
TrainingandEducation
PrePositioning of Emergency Facilities at
important Urban Centers and critical
locations
Resource mobilization for addressing the
gaps
CommunityLevelAwarenessProgramme
Awareness campaigns for Different
GovernmentOfficialsatCitylevel
Creating awareness among Private sector
institutions
PublicAwarenessCampaigns
SchoolAwarenessprogrammes
SupportiveRoleofMedia
Advocacy Campaigns for mobilizing
support of political leaders for
ContingencyPlanimplementation
This would mean assessing the

needs in relation to current or
existing
capacities
and
enhancingittoalevel,whichcan
satisfytheneeds.Itisimportant
that our understanding of
capacitybuildingemanatesfrom
the platform of human resource
needs, which would need skills,
(crafts, and labour), knowledge
(technical and indigenous) and
character
(attitudes
and
motivation). Following three
Box9
important issues are needed to
beaddressedfornationalcapacity
buildingtofaceearthquakeemergenciesofthecountry:
5.1.1TrainingandEducation
Training and Education include trainings for different strata of administration and
technical personnel, field officers, NGOs, business community, CBOs, selected
communityleadersandvolunteers.IndevelopingplansforTrainingandEducation
under Contingency Planning for Earthquakes need to consider appropriateness of
such activities already being conducted by various agencies for different Target
Groups. Based on the Training Needs Analysis conducted by the Contingency
Planning Project Team, the categories of trainees and types of training to be
conductedarelistedintable5.1.
Typeoftraining
Targetgroup
ContingencyPlandevelopment
Deliverymethod
Bywhom?
FirstResponderAgencies
TrainingWorkshops.
Utility services agencies and lifeline

agencies
Training
workshop/Guideline
contingencyplanning
Otheragencies
IssueGuidelineforcontingencyplanning
DMB
Ward/Communitylevel
Issue Guideline for contingency planning

and training for NGOs to undertake
planningatwardlevel
DMB
Private sector institutions, banks,

industries,factories
IssueGuidelineforcontingencyplanning
DMB
TraininginEOCfunctions
DMB,Othergovernmentagencies
IssueSOPs
DMB
TrainingonIncidentCommand
System(ICS)
AFD, Stakeholders within city

corporations of Dhaka, Chittagong,
Sylhet
CitylevelTrainingworkshops
DMB
TrainingonDamageassessmentand
needanalysis(DANA)
DMB, DRR, other national level

relevantstakeholders
NationallevelTrainingworkshops
DMB
EarthquakeResponse
simulations/tabletopexercises
HealthService,FSCD,AFD,DMB,DRR,
citycorporations
CitylevelTrainingworkshops
DMB
ProfessionalFirstrespondercourses
(CollapseBuildingSearch&Rescue,
MedicalFirstRespondertraining)
AFD,FSCD,Auxiliaryforces,
PEERtrainingdeliverymethod
By Instructors trained by PEER training program

aspergovernmentcommitment
Hospital
Preparedness
emergencies(HOPE)
Health services, National and city

levelhospitals
PEERtrainingdeliverymethod

aspergovernmentcommitment
Communitylevelfirstresponders
Community Volunteer groups in

threecities
FSCD training course on community first

responders
FSCDasperarrangementwithCDMP
Red Cross
volunteers
Crescent
PEER community first responder training

program

andPEERtrainingschedule
RestorationofUtilityservices
Field teams attached to utility

agencies
Training programs designed by utility

agencies
Byutilityagencies
Restorationoflifelinefacilities
Field teams attached to lifeline

agencies
TrainingWorkshops.
Bylifelineagencies
for
for
DMB
and
Red
Table5.1CategoriesandTypesofTraining
DMB
5.1.2PrePositioningofEmergencyFacilitiesatimportantUrbanCentersand
criticallocations
Anefficientemergencyresponsesystemcanbeinplaceasplannedinareaswhere
damageisminimumbutinareaswherethedamagesarehighduetooccurrenceof
earthquakeeventtherewillbeahighdemandforsearchandrescueoperationsand
otherresponseactionsbutworkinginsuchareaswillbeextremelydifficultdueto
nonfunctioningofmostoftheessentialfacilities.Inareaswherehighriskisfound
and heavy losses are anticipated prior arrangements have to be made to replace
potentialnonfunctionalfacilitiesorenhancetheexistingcapacity.Insomecasesthe
demandmaybehigherthanwhatisavailableduetoadditionaldemandcreatedby
the event, in such areas the additional facilities will help to respond to increased
demand.Alsoinsomecasesduetodamagesanddestructionsexpectedservicescan
notbemadeavailabletocertainotherareasandFirstResponderOrganizationsmay
havedifficultiestoengageefficientlyintheirexpectedroles.
Inordertoeasethesituationcertainfacilitiesormaterialsaresuggestedtobepre
positioned in such a way that such facilities can be utilized immediately after the
disastereventasanalternativesource.
Someofsuchsuggestedfacilitiesaregivenbelow;
Table5.2SuggestedfacilitiesforprepositioningofEmergency
Facility
Purpose
Water supply Emergencywatersupplyfordrinking
wells(deep
Emergencywatersupplyforfirefighting
tubewells)
Temporary
To provide emergency medical care during
Hospitals
masscasualtysituations
Temporary
To be used as temporary shelter for
shelter
displaced
To be used as temporary office facilities,
warehouses,etc
Emergency rescue items, equipments to be
Emergency
usedbycommunityfirstresponders
Rescue
containers
Generators
Provideelectricityforessentiallocationssuch
ashospitals,medicalstorage,foodstorageetc
location
Will
be
decided
after
assessment
ofRisk
Number
Will
be
decided
after
assessment
ofRisk
Tobeusedforevacuationcampsfordisplaced
Water
purification
plants, mobile
kitchens,etc
Heavy
ForUrbansearchandrescue
equipments
andtools
5.1.3Resourcemobilization
i) CDMPPhaseII
Comprehensive Disaster Management Program (CDMP) of the Government of
Bangladesh (GoB) currently being implemented by the Ministry of Food and
Disaster Management (MoFDM) may get extended to its second phase after
completion of Phase I in 2009 August. CDMP is currently funded by the United

Nations Development Programme(UNDP), UK Department for International
DevelopmentBangladesh(DFIDB)andtheEuropeanCommission(EC)andsuch
fundingsupportwillbeextendedtoitssecondphaseandifsuchresourceneeds
can be identified under phase I such needs can be included in the Phase II as
CDMP is designed to strengthen the Bangladesh Disaster Management system
andmorespecificallytoachievetheparadigmshiftfromreactiveresponsetoa
proactiveriskreductionculture.
ii) UNsystemsupport
TheUnitedNationsDisasterManagementTeam(UNDMT)isexpectedtoexistin
each disaster prone country and it can assist in capacity building of most
essentialareasofdeficiency.TheUNDMTcomprisinga core grouprepresented
by the country level representatives of FAO, UNDP, UNICEF, WFP, WHO and
UNHCR when present in the country, is convened as necessary and chaired by
the UN Resident Coordinator/ Humanitarian Coordinator (RC/HC), who is
normallyassistedbythemandatedagencies.
The United Nations Disaster Assessment and Coordination (UNDAC) system is
designed to assist the United Nation system in meeting international needs for
earlyandaccurateinformationsupplyduringtheinitialphaseofasuddenonset
ofanemergency.Italsohelpsinthecoordinationofincominginternationalrelief
at national level and/or at the site of emergency. Other UNAgencies such as
UNOCHA, WFP, UNBCPR, WHO provide different kind of assistance during
disasters.ContingencyPlanshouldhavelinkstoobtainsuchagencysupportand
itisbetteriftheassistanceneededinimplementationofContingencyPlancanbe
definedduringcapacityassessment.
iii) SupportfromINGOs,Donorcommunity
The Red Cross system and International NGOs such as CARE, Oxfam, Islamic
relief, ActionAid etc have their own assessments and Contingency Plans for
assisting countries. DMB and DRR can have a coordination mechanism with all
such INGOs and Donor agencies such as USAID, DEFID for assistance for
emergency response. It is better some agreements can be worked out for not
only for emergency response needs but also capacity building of community
responder teams and other assistance such as material, equipment etc.
Involvement of NGOs and INGOs in Earthquake Preparedness Planning in the
respectivegeographicalareaswheretheyareactivewillbeveryeffective.Such
effortsbyNGOsareunderwayinordertotrainFirstResponderteamsinselected
districtsofBangladesh.DiscussionsareonthewaywithotherNGOsforsimilar
initiativessuchasdevelopingdisastermitigationplans&preparednessplansat
differentlevels;CBDMactivitiesetc.Thegovernmentwilltakestepstostipulate
apolicyframeworkwithinwhichNGOsandINGOswillbeabletooperatewithin
Bangladeshandcomplementtheactionstakenbysomeofthegovernmentfirst
responderorganizations.Suchactivitiesmayinclude:
Responseactivitiesrelatedtomedicalfirstresponse,counselling,psychosocial
supportetc.
Communityfirstresponse
Preparednessplanningatcommunityandhouseholdlevel
Awarenesscreation,advocacyandtraining
iv) OtherOpportunitiesforCapacitybuildingofEnhancementofEmergency
Response
The Program for Enhancement of Emergency Response (PEER) is a regional
training program initiated in 1998 by the U.S. Agency for International
Developments, Office of U.S. Foreign Disaster Assistance (USAID/OFDA) to
strengthendisasterresponsecapacitiesinAsia.
In March 2003, Bangladesh was included as the fifth partner country in the
Program for Enhancement of Emergency Response (PEER), joining India,
Indonesia,NepalandthePhilippinesthefourPEERcountriesinPhaseIofthe
program (19982003). These countries were selected to participate in the
program based on their high seismic vulnerability, their need to improve their
disaster response capacity, and the interest on the part of their national
governmentstoparticipateintheprogram.PEERcountrieswereselectedbased
on seismic vulnerability and PEER is now in the fifth year of phase II (2003
2008).
PEER implements activities in Bangladesh under the coordinating authority of
the Ministry of Food and Disaster Management (MoFDM), with which the
program has a Memorandum of Understanding. The designated training
institution for Medical First Responder (MFR) and Collapsed Structure Search
and Rescue (CSSR) training is the Bangladesh Fire Service & Civil Defence
(FSCD). The designated training institution for Hospital Preparedness for
Emergencies(HOPE)istheNationalInstituteforPreventiveMedicine(NIPSOM),
whichfallsundertheauthorityoftheMinistryofHealthandFamilyWelfare.
TheNationalSocietyforEarthquakeTechnology(NSET),Nepal,incollaboration
with three U.S. partners, manages PEER, International Resources Group (IRG),
Johns Hopkins University/Center for International Emergencies, Disasters and
Refugee
Studies
(CIEDRS),
and
Safety
Solutions,
Inc.
PEERGraduates
PEERInstructorW/sGraduates
PEER conducted Seventeen different programs in Bangladesh from March 2003 December 2007.
PEER was able to produce 59 graduates and 34 IW graduates for MFR, 48 graduates and 34 IW
graduates for CSSR, 53 TFI graduates, 59 graduates and 9 IW graduates for HOPE and 13 Master
Instructors Workshop graduates. These IW graduates can be utilized as assistant instructors and
instructorsforthePEERcourses.IntheprocessofinstitutionalizingandnationalizingPEERcourses
in the country, NSETPEER is assisting the Fire Service and Civil Defense (FSCD) and National
InstituteofPreventiveandSocialMedicineindevelopingtheirpoolofinstructors.
ThePEERstage3willbestartedfrom2009andhasthreecomponentsincludedin
itsnextphase;
PEER training in order to increase the Instructors and master instructors for
CSSR,HOPE,MFRetc.;
ConductofHOPEcourseandprepareHospitalemergencyplans;
Developcurriculumforcommunityfirstrespondertraining;
5.2AwarenessCreation
Low understanding of risk can be the result of inadequate capacity of locallevel
community to understand the risk environment, inadequacy of knowledge on
infrastructure,whichcanprotectvulnerablecommunities,lackofknowledgeorlack
of confidence on early warning or other inadequacies for behavioral change for
improvement of living conditions. Risk communication as an effective tool or
measureforcreatingappropriateunderstandingontheunacceptabilityofprevailing
conditions of risk can cross more boundaries (a skill once learned can be taught
more easily than a safe building can be built). An informed public can take action
before,duringthefollowingdisasteronsettoreducetheriskofinjuryandloss.An
effective public awareness education campaign requires the coordinated efforts of
all the stakeholders such as the government officials and community members,
media,scientificandtechnical experts,businessleadersanddevelopmentworkers,
civilsocietygroupsetc.
5.2.1 CommunityLevelAwarenessProgramme
Followingaspectsshouldbecoveredinawarenessprogrammes
Inasituationofanimpendingearthquakedisaster,
Encourage people to keep fuel in their cars as petrol pumps may be closed
duringemergencies.
Askpeopletokeepgassupplylineclosedalwaysafterutilization
Askpeopletoshutofftheelectricitymainswitches,gasandwatervalves,soon
after the earthquake if they do not have a fixed automatic disconnecting
mechanisms
Closeandlockdoorsandwindowsandsecuretheirhomesbeforeleaving.
Askpeopletolistentoabatterypoweredradioandfollowlocalinstructions.
If the danger is a chemical release, then people should be instructed to
evacuateimmediately.
Leaveearlyenoughtoavoidbeingtrapped.
Followrecommendedevacuationroutes.
Nottomoveordriveintoareasheavydestructionsorareaswithfirebreakout.
Stayawayfromfallenpowerlines.
Releasepetsanddomesticanimals
Communityshouldsetthelivestockfree
Earthquake survival kit: The earthquakes normally generate a high number of

displaced people and also
many people will be
EarthquakeSurvivalKit
trapped inside buildings.
Adequate supply of water in closed unbreakable
The
immediate
life
containers
support and survival will
Adequate supply of nonperishable packaged food and
depend on how fast they
dryrations
can
get
external
Medicine
assistance. Until such
Achangeofclothingandraingear
timetheyneedtosurvive
Blanketsandbedsheets,towels
through
their
own
Buckets,plates,glasses,mugsmadeofplastic
supplies and it is highly
Soap,toothbrushes,toothpaste
recommended that at
Abatterypoweredradio,torch,lantern,matches
community level they
Cashandjewelry
have
prepared
an
Personalmedicines
Earthquake survival kit.
Important documents including passport, national
Families
should
be
identity card, bank passbook, address/telephone book
encouraged to take along
(of relatives), certificates, driving license, property
with
them
during
documents,insurancedocumentsetc.
earthquake emergencies
Special items including food for infants, elderly or
adequatesuppliessuchas
disabledfamilymembers.
shownintheBox10.
Box10
Such supplies should be
collectedandkeptinaGoBagsothattheywillbeabletoevacuatequicklywithsuch
urgentsupplies.
5.2.2AwarenessCampaignsforGovernmentOfficials
Awarenessprogrammesrelatedtofollowingimportantissuesneedtobeconducted
inallcities(Dhaka,Chittagong,Sylhetetc)withhighseismicrisk:
Awarenessonseismichazardsandvulnerabilitytoearthquakes
Awareness about the functional response clusters and contingency planning
functions
Roles and responsibilities of agencies according to city level earthquake
ContingencyPlans
SOPsandresponsibilitiesassignedtovariousagencies/institutions
EOC functions, and duties and responsibilities assigned to various agencies/
institutions
SiteOperationCentre(SOC)functions,anddutiesandresponsibilitiesassigned
tovariouspersonnel
Validation of plans especially evacuation routes at community level with
assistance from local governments (by ward commissioners/ward level DM
committee)andNGOs,CBOsworkingincertainareas.
5.2.3CreatingAwarenessamongPrivateSector
Private sector establishments can get affected by earthquakes depending on the
vulnerabilityofbuildings.Thiscanbringveryhigheconomiclossesaswellashuman
andmateriallosses.InmostcasesinstitutionssuchasGarmentfactoriesdohavea
large work force and vulnerable to building collapse in an event of an earthquake.
The private sector should be encouraged for having their own Contingency Plans
and also they should conduct periodic simulations to enhance the preparedness
level.Thefiresafetyisanotherimportantfactorandtheyshouldbeencouragedto
equip with equipment and trained staff to handle cases of fire until the staff from
FSCDtakechargeofsuchevents.Itisalsobettertoencourageprivatesectorsecurity
firmstohavetrainedandskillmedicalfirstresponders,searchandrescueteamsto
helptheprofessionalfirstresponderagencies.
5.2.4PublicAwarenessCampaigns
Public awareness programmes on the City level Contingency Plans should be
organized with the involvement of City Corporations, various Government
StakeholderAgencies,NGOsandMedia.Thesecantaketheformofpublicawareness
campaigns using both electronic and print media, posters, competitions, street
dramas,workshopsandothers.
Publicawarenesscampaignsgeneratecommunitysupportfortheimplementationof
EarthquakeContingencyPlansatcitylevelandencouragethoseengagedinresponse
activities at community level and to mobilize community support. Informing the
general population about the potential seismic hazard and risks increases public
knowledgeandunderstanding of the situation. Risk communication can encourage
greater public participation in community/household/family level preparedness
activities,enhancingtheeffectivenessofpreparednessplanning.Campaignsneedto
betargetedtospecificaudienceswithdirectedmessages.
PublicAwarenessprogrammesshouldbeforthefollowingtargetgroups:
Community leaders and members including farmers, fishermen, traders, skilled
workmeninbuildingtradesetc.andhousewives
Schoolchildren
Religiousleaders
Officialsofvariousprivatesectororganizations
Professionalsofdifferentsectors
PoliticalheadsoflocalAuthorities,otherselectedmembers,officebearers
Mediapersonnel
Box11
A wide array of channels of communication is available for Public Awareness

campaignswithdifferenttargetgroups:
Facetoface: meeting, seminar, workshop, conference, march, exhibition,
demonstration,training,exchangevisit,planning
Massmedia:television,melodramas,radio,newspaper,cinema
Distributedprintmaterial:leaflet,pamphlet,brochure,booklet,guideline,case
study,newsletter,journal,researchpaper,report
Folkmedia:story,drama,dance,song,puppet,music,streetentertainment
Audiovisual: video, audio, multimedia, artwork, photograph, slide show,
model,map
Standalone print: billboard, poster, banner, warning sign, flood water level
marker
Postal:directmailing
People:communityleader,volunteer,projectworker,headofwomensgroup
Electronic media: website, email, email discussion lists, electronic
conferencing,distancelearningplatform,SMSetc.
Earthquakesimulations
5.2.5 SchoolAwarenessprogrammes
i.TrainingforScoutsasFirstResponders
IftheEarthquakeresponseactivitiescanbebroughttotheScoutsmovement,they
canbetrainedeasilyin
CommunityFirstResponderactivitiestoassistprofessionalSearchandRescue
teams
FirstAidandmedicalFirstResponseactivities.
It will be necessary for the Ministry of Food and Disaster management to have
discussions with Ministry of Education and school authorities as well as with the
Scout movement to impart training on above activities. Qualified
trainers/Instructors from FSCD can provide ToT and train school teachers for
providingnecessarytrainingstoscoutsandgirlguidesinselectedschools.
ii.Schoolawarenessprogrammes
School
awareness
programmes
should
consistoftheactivitiesas
shownintheBox12:
SchoolAwarenessProgrammes
Seminarsforschoolchildren,teachersandparents
Distribution of specific awareness leaflets Materials
on ContingencyPlans,evacuationareas,routs,should
bedevelopedbyDMB
Awareness on First Aid and medical first responder
functions(forthoseinvolvedinScoutmovement)
Awareness programs conducted through media (TV,
Radio and Newspaper) targeting at school children,
parentsandteachers
Box12
DMBwillcollaboratewith
MinistryofEducationand
school
authorities
through
CDMP
in
conducting
school
awareness programmes
and insharingawareness
material (videos, printed
materialpostersetc.)aswellasinconductingjointsimulationactivitiesundersome
SchoolSafetyProjects.
Extra curricular activities like art/quiz competitions, school safety clubs, news
letters etc will be promoted as a part of awareness campaign on contingency
planningandearthquakepreparedness.Theextracurriculumactivitiescomprisedof
establishingofSchoolearthquakepreparedness/safetyclubsintheselectedschools.
Activitiesofsuchclubswillfocusonthefollowing:
Identifyingtheearthquakevulnerabilityintheneighbourhoodoftheschool
Componentsofstructuralnonstructuralvulnerabilityofschools
Earthquake Preparedness planning for class/school and evacuation
simulations
Lecturesbyguestlecturersandpublicationofwallpaper
Studyingwindeffectsandmeasuringwindspeeds
GatheringandrecordingDMrelateddataandinformation
Disastermitigationandenvironmentalmanagementrelatedactivitiesthatcan
bedoneatschoollevel
5.2.6 RoleofMedia
The Media act to provide the public with technical information about hazards, the
risksposedbythehazardsandstepspeoplecantaketoprotectthemselvesandtheir
familiesfromdisaster.Mediatransmitvitalinformationquicklyandinlanguagethat
the community can relate to, both in normal times and in emergency. Media
Personnelareimportantalliesforthegovernmentandtechnicalexpertsinthatthey
have access to telecommunications and information management systems that
governmentmaynothave.Governmentshouldactivelyseekoutmediaparticipation
indisastermanagementactivitiesbefore,during,andafterdisaster;.
For providing information on earthquake disaster, what to do before, during

andafteranearthquakes
For providing information on preparedness measures(keeping a Gobag with
essentialsupplies
For building awareness to develop household level preparedness plan by
everyhousehold
Forcreatingawarenessaboutandcontinuouspersuasiontolocalgovernment
bodiesformakingContingencyPlansatlocalgovernmentlevel
to aware citizens about evacuation places and evaquation routs in the
communities/towns/citiesduringanyearthquakesituation
DosandDontsduringearthquakes
i.TheEmergencyPublicInformationFunction
During the emergencies, provision should be made for frequent briefings with
accurate and timely information to the media. It is advisable to provide as much
information as possible from one location or source, i.e. The EOC where the
informationhasbeencompiledandverified.Accurate,timelyandusefulinformation
and instructions to the public are necessary throughout a disaster period.
Information must be disseminated to the people at risk and also to the public at
large,whomaybeindirectlyaffectedbythedisasterevent,e.g.thosewithfamilyor
friendsatrisk,orpersonswhomaywanttoassistinprovidingrelief.Responsibility
for emergency public information should be convened to the appropriate
organization. Available means of dissemination should be surveyed and access to
them ensured. In case of earthquake, normal lines of communication may be
disrupted,andalternatemeansmayneedtoidentifiedandprovided.
ii.MediaMobilizationGuidelines
InanycaseofdisastereventitisalsonecessarytomobilizethesupportofMediafor
information dissemination. Since this has to be done in a systematic manner it is
advisable to provide guidelines for media so that they will be familiar with the
StandardOperationalProcedureduringsuchemergencies.
ThefollowingmediamobilizationguidelinesaresuggestedforcoveringEarthquake
disaster event, immediate response, social mobilisation at national and local level
etc.
Table5.3MediaMobilizationGuidelines
Methods
Activity/Technique
Materialstobeused
EstablishStandard
OperationalProcedurefor
use
Mediabriefingformats:
pressconferences,warning
bulletinsforaftershocks,
disastereventbulletins
(e.g.,publicsafetyetc.)
Disastereventbulletins,
Aftershockwarning
bulletinspublicstatements
andstandarddataforms
draftedformedia/general
release:casualties,public
safetymeasures,evacuation
instructionsetc.
Informationcontrol:to
preventpublicconfusion
andensureappropriate
behavioure.g.,correct
safety/prevention
measures
Sequencingofinformation
releaseswithcontent
accordingtoeachstageof
evolvingsituation;
accuratetargeting
intendedaudience
accordingtomessage
Data/announcementspre
draftedinreadinessfor
eachstage;contentas
relevanttoeachstage,
accuratelydraftedfor
intendedaudience/
purpose
Mediaeducation:informing
mediaprofessionalsof
natureofpossible/
anticipateddisasters,and
contingenciesarising
thereof;ensuringselected
mediapeople(concerned
reporters/videographers,
newsdecisionmakerse.g.,
editors,newsdirectors)
Specificdisasterrelated
trainingandbriefingof
mediapeople;provisionof
informationalmaterialon
contingencies
Trainingmaterials,disaster
newscoverageguide
manuals,instructional
audio/videocassettes,
photographicbriefs,
briefingdockets,posters
Publicawarenessviamedia
Priorarrangementswith
mediaorganisationsfor
airtimeslots,newspaper
spaceforprepared
material
Videowarning/instruction
messages,preparedprint
materialforpublic
instructionsondisaster
responsemeasures
5.3Advocacy
Itisnecessarytoconductadvocacycampaignstoobtainsupportofpoliticalleaders,
electedrepresentativesetc,cityauthoritiesandformobilizationcommunitysupport
for implementation of the Earthquake Contingency Plans. Such campaigns can be
conductedthroughfocusgroupdiscussions,presentationsanddistributionofpublic
awareness material. The political authorities should be invited as guests in such
events and also it is necessary to explain the importance of preparedness at
community level. City authorities should be invited to take part actively in plan
developmentandplanexecution.
ActionstoSupportImplementationoftheContingencyPlan
6.1
EstablishmentofaNationalEmergencyOperationCenter(NEOC)
6.1.1Introduction
TheproposedNationalEOCisthephysicallocationwherethetasksofallresponder
organizationsaremonitoredandcoordinatedbeforeduringandafterEarthquakes.
However, since Bangladesh is facing many events per year it is useful to have a
permanentMultihazardEOC.InadditiontothisEarthquakewilldemandveryquick
actionsafteraneventandnotimewillbeavailabletoorganizeit.Earthquakeswill
occur without any warning and many activities to increase preparedness for
responding to earthquakes have to be coordinated by a permanent EOC. This
mechanism willenableBangladeshtoissuewarningsagainstslowonsetdisasters
and Tsunami and also to retain theresources(equipment, trained manpower and
databasesonresources)neededforlargescalemasscasualtyevents.TheNEOCwill
workwithlimitedcapacitytofulfiltheroutinetasksduringnormaltimeandduring
onsetofdisastersitwillexpandtheroletoaccommodateduringdisasterfunctions
to coordinate response and recovery actions and resources. This centre may
alternativelybecallednationalcommandcentre.
The proposed NEOC will have to have a redundant system, located in other major
city (May be Chittagong) with similar facility and infrastructure. The purpose of
redundant system is to provide uninterrupted, seamless command and control
duringanyemergencysituation.TheobjectivesoftheNEOCwillbeasshowbelow:
DuringDisaster:
Emergencycoordination,commandandcontrol
withvariousinvolvedagencies
Implementation of disaster response activities
anditscoordination
Reviewandmonitoringofprogressofdisaster
responseactivities
PreDisasterperiod:
creating and ensuring readiness among
various agencies for anticipated
disasters,
Provide technical assistance to
institutions for plan development
reviewandrevisions
Monitoringofreportingofthereadiness
byvariousfirstresponderinstitutions
PostDisasterperiod:
Monitoringofimpactsofaftershocks,
Monitoring and coordination of
emergency response functions for
incidentsrelatedtoaftershocks
Review the plan functions taking in to
consideration
of
the
failures/shortcomings of Contingency
planimplementationbyagencies
Assistanceincoordinationforrecovery
activities
6.1.2 OrganizationStructure
The NEOC suggests inclusion of inter and
MajorDesks
intra organizational coordination. The Desk1:Planningdesk
proposed organizational structure of the Desk2:OperationDesk
NEOCisenclosedatFigure1.TheNEOCis Desk3:Logisticsdesk
headedbycommander/chief.Thechiefis Desk4:Administrationandlogistics
assisted by liaison officer, panel of
technicalexperts,EOCadministrativesystem
and Telecommunication and system analysts. Four major desks are suggested in
NEOC.ThesedesksaredefinedasshownintheBox.
EOC administrative system and telecommunication and system analyst wing of
NEOC is dedicated forensuring sufficientprovision of resources to run the system
roundtheclock.Thiswingwillworkonroutinebasis.Thegovernmentthroughthe
MoFDM will ensure recurring and nonrecurring expenditure towards
operationalizing the NEOC. Other officers and desks will be activated as and when
required.TheNEOCwillalsobecloselylinkedwithEOCoperationsdesksofArmed
Forces Division, FSCD, Auxiliary forces (Police, Ansar &VDP, Paramilitary forces
etc),DGHS,DRR,CitycorporationsofDhaka,Chittagong,Sylhet,LifelineandUtilities
agencies(Water, electricity, Gas, telecom, public works, road and transportation
authorities),andothernodalresponseagencies(RedCross&RedCrescentsocieties,
INGOs,NGOs).
These operation desks of agency level EOC will exchange information on regular
basisforfacilitatingtheNEOCforeffectivefunctioning.NEOCwillalsobelinkedto
EOCs of international, national and local Non government agencies. Disaster
Management Bureau will provide all possible support for operating NEOC. The
commandandcontrolofNEOCwillbetransferredtoArmedForcesDivision(AFD)
duringearthquakeevents.TheEOCatdistrictandcitylevelshouldalsobeequipped
withsimilarresourcesandequipmentstoassistNEOCfunctions.
Planning Desk is primarily involved in evaluating the situation, determining
objectives,selectingaproperstrategy,anddecidingwhichresourcesshouldbeused
toachievedisasterresponseinthemostefficientandcosteffectivemanner.
Operation Desk is responsible for conducting tactical field operations to carry out
theplan.Theydevelopthetacticalobjectives,organizationanddirectsallresources.
Logistics Desk provides support to meet incident needs. The desk Provides
resourcesandallotherservicesneededtosupporttheincidentcommand.
FinanceandAdministrationDeskmonitorscostsrelatedtoincidentmanagement.
ItProvidesaccounting,procurement,timerecording,costanalyses.
6.1.3 PhysicalLayouttheNEOC
TheNEOCisequippedwithStateoftheArtequipmentrelatedtotelecommunication
andcomputingsystems.Thetelecommunicationsystemincludesfollowingasshown
intheBox13:
Thepurposeofprovidingthesesystemsistocreateredundantsystemforseamless
communicationfromincidentsitestothecontrolroom.
The control center should be

linkedtoallnationalandprivate
TV channel to get the feedback
from media from the affected
sites. The control room should
be equipped with GIS based
mapping system for better
decisionmaking.
The NEOC should also have the
followingfacilities:
TelecommunicationSystem
HF/VHFsets
Radio/wirelesscommunicationsystem
Satellitephones
Mobiletelecommunicationsystem
HamRadio
BroadbandInternetconnectivity
VSATsystem
Hotline
High Accuracy Global Positioning
Box13
Systems
Census reports of the area

covering the high seismic
hazard
Microzonationmaps
Vulnerabilitymaps
GISandremotesensingdatafortheareasconcerned
Detaileddemographicmaps
DetailedRoadnetworkwithalternativearrangements
ThephysicallayoutoftheNEOClayoutmaybereferredatFigure6.2.
6.1.4 AdministrativeSetup
TheNEOCworkson24X7basis.Thisrequireslargenumberoftrainedmanpower
invarioussections.Forrunningroundtheclock,thereisarequirementfortwoshift
work force. The administrative section will monitor and regulate the activities of
personnelinvolved.Alsotheseparatesectionwilllookaftertelecommunicationand
systemoperation.Theteamoftelecommunicationexpertsandengineerswillwork
on round the clock basis. Their main responsibility is to ensure the flawless
communicationatanysectionoftime.Thesetofpeoplewillalwayskeepingeyeon
warning communication systems related to other type of hazards also(mainly
hydrometrological, Tsunami,epidemicsetc).Also, inpeacetime,groupoftrained
personnel will liaison with other agencies and NOEC will conduct training and
capacity building activities for other agency staff on NOEC functions. The
administrativestaffwillconductregularmeetingswithotheragenciescontroldesks
toreviewreadinessandcoordinationofreportingetc.
6.1.5 StandardOperatingProcedure
Forfacilitatingquick,rapidandefficientemergencyresponse,itisnecessarytohave
Standard Operating Procedure. The SOP has been developed for First responder
organizations to undertake various activities and functions for coordinating with
NEOC.
InadditionSOPwillbedevelopedforfollowingsectionsofNEOC:
AdministrativesetupofNEOC
Telecommunicationandsystemsection
ChiefofNEOC
Alldeskincharge
Coordinatingnational,districtandPorushawalevelagencies
RedundantNEOC,DistrictEOCfunctionsdesks
The SOP will include vertical and horizontal roles and responsibilities of the
organization and for specific functions of NEOC. The SOP of NEOC will be made in
close collaboration with various associated agencies. A strategy will be formed to
trainandequipalltheagenciestoactasperprovidedSOPs.
6.1.6 RolesandResponsibilitiesofVariousDesks
NEOCisworkingfor24X7.TheNEOCwillbeworkingduringpeaceanddisastertime
withallcapacities.ThebroaderrolesandresponsibilitiesaredescribedintheFigure
6.3.
Figure6.1:OrganisationalStructureforNationalEmergencyOperationCenter
RedundantNEOCinDistant
City(maybeChittagong)
EmergencyOperationDesks
ArmedforceDiv
FSCD
DGHS
DRR
Auxillaryforces(Police,
Ansar&VDPetc)
Power/Gas
Communication
Waterresources
Transportation
DisasterManagement
Bureau(DMB)
NationalEmergency
OperationCentre
ChiefofNEOC
InternationalCoordination.
ThroughMoFDM/UNDP
Emergencyoperationdesksof
NGOs
InternationalNGOS
NationalNGOS
localNGOS
LiaisonSection
TechnicalExpertPanel
OfficeAdministrativeSystem
Telecommunication &
SystemAnalystGroup
Desk1
PlanningSection
Desk2
LogisticsSection
Desk3
OperationSection
DistrictEmergencyoperation
Desks(1.N)
CitylevelEmergencyoperation
Desks(1.N)
Desk4
Administration&
Financesection
DistrictlevelEOC
International
andnational
Warning
Communication
System
Equipment
Room
Hotline
HAMRADIO
Internet
VSAT
DataCenterfor
scenario
assessment,
need
assessment/
damage
assessment
CommunicationRoom
FAX
NationalMinistry,
departmentControl
Room
PlanningRoom
PlanningRoom
Media
Room
EmergencyOperationCenter
Studio
Room
Disaster
management
Burea/
MF&DM/
Prime
Ministers
office
AFDControl
Room
FireServices
ControlRoom
[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[
ComputerWorkStation
LargeScreenPlasmaTV
Conference
Room
Briefing
Room
Briefing
Room
20lineCallcenter
Community
Figure6.2:EmergencyOperationCenter
ControlRoom
/Collateral
hazards
Emergency
Service
Providers
Figure6.3:RolesandresponsibilitiesofNEOCfunctions
ChiefofNEOC
PeaceTime
HazardIdentification
andmapping
Advisoryfunctionto
TheNEOC
strategyformulation
forSafetysecurity
TacticalGuidanceto
NEOCanddesks
DisasterTime
Onspottechnical
supporttotheoperation
resources
Supporttotheplanning
section
O/IPlanningDesk
PeaceTime
Planningfor
strategic
action
planning
Need
assessment
resource
Planning
Updating
the
resources
Creating
databasefor
resources
PeaceTime
Planningforstrategicaction
planning
Monitoringofplanned
activities
Reviewofactionplans
DisasterTime
Planningfordisaster
response
Needassessment
Coordinationwith
variousagencies
briefingtotheNEOC
chief
PeaceTime
EstablishingCoordination
withallassociated
agencies
Regularmeetingwith
national,provinceand
districtlevelofficers/
agencies
O/ILiaisonSection
ExpertPanel
O/IOperationDesk
PeaceTime
Preparednessfor
Emergency
response
Sitingthe
locationforSite
operations
capacitybuilding
foroperations
DisasterTime
Tacticalstrategy
formulationonsite
ResourceMobilization
Demobilisation
Searchandrescue
Evacuation
Healthandsanitation
Food&Nutrition
Careforvulnerable
groups
Sheltermanagement
restorationoflifelines
DisasterTime
TriggeringDisasterresponsemechanism
Instructionandmonitoringtheactivitiesof
variousdesks
Nationalandinternationalcoordinationfor
emergencyresponse
Reportingtonationaldisastermanagement
bureau
O/ILogisticDesk
PeaceTime
Stockpreparation
Resource
allocation
Coordination with
various desks for
resource
requirements
strategy
for
mobilization and
demobilization to
disastersites
DisasterTime
Stock
preparation
Mobilizationand
demobilization
Arrangementfor
additional
resourcesfor
response
updatingthe
resourcesfor
response
DisasterTime
Coordinationwithvarious
agenciesfordisasterrelief
operation
resourcecoordination
MediaBriefing
UpdatingEOCChief
O/IAdmin&FinanceDesk
PeaceTime
Updatingthe
manpower
requirements
lookingafterall
administrative
andfinancial
issuesof
Disaster
response
DisasterTime
Advisingthe
ChiefandO/I
desksaboutthe
legaland
financial
implicationsfor
disaster
response
6.2EstablishmentofreportingsystemforreportingtheReadinessof
differentagencies
6.2.1ReportingonthereadinessofFirstResponderAgencies
During the Plan development stage each and every first responder agency should
agree to provide a biannual report to the National Earthquake Emergency
OperationCentre(NEEOC)aboutthepreparednesslevel.Thisformatisannexedto
AgencylevelPlanpreparedbyeachFirstresponderagency.
Eachagencywillminimumprovidesinformationon:
1. Whether the staff within the agency is familiar with of the Earthquake
ContingencyPlanoftheAgency
2. Orientation and training for Earthquake Contingency Plan and procedures
undertakenornot?
3. Understanding of each relevant officer about the earthquake disaster
responseproceduress/hehastofollowduringearthquakeevent?
4. WhetherarrangementsareinplacetoimpartSpecialskillsrequiredduring
Earthquakeemergencyoperationstotheofficialsandthestaff.
Asexample;
NoofMasterInstructorsforCSSR
NoofmasterInstructorsforMFR
NoofspeciallytrainedcadreofFirstRespondersforCSSRandMFR
5. WhetherfollowingtaskshavebeenReviewedandupdated:
EarthquakePrecautionarymeasuresandprocedures.
Thevulnerabilityassessmentofbuildings
The precautions to be taken to protect equipments and material have been
undertaken.
Postearthquakedisasterprocedurestobefollowed.
6. NoofBuildingswhichwerestrengthenedtohavehighstandardofsafety
7. Name of the officer , who has been designated as Nodal Officer for
EarthquakeDisasterResponse
8. Name,designationandcontactdetailsoftheofficerisasfollows;
9. Details about the Additional Sources of supply of materials, manpower,
equipment required/identified to support the Response capacity of the
respectiveagencyinEarthquakeresponseoperations.
TheNationalEarthquakeEmergencyOperationscentrewilldevelopareportonthe
Readiness or Preparedness level of each agency to Respond to an earthquake
disaster event and submit it through DMB to the Secretary MoFDM for onward
transmissiontotheNationalCouncil.
DependingonthesituationSecretaryofMoFDMandDMBwillbeabletolobbyfor
additionalfinancial/manpower/materialassistancetoFirstResponderagenciesto
achieve the expected levels. They also can present such needs to UnAgencies,
International Donor agencies for possible assistance by them to First Responder
Agencies.
6.2.2Reportingduringdisasters:
DuringearthquakeemergenciesAFDwilltakeoverthecommandinRespondingto
disaster event.. The reporting at each level will be done to each level Response
commander.Forexampleonarrivingatthesceneofanyrescuesite,theOfficerin
Charge will immediately provide the following information to the Incident
Commander:
Location
Typeofstructure
Numberofvictimsaliveandtrapped.
Anydangerswhichmightexistlivewires,gas,hazardousmaterials,etc.
Assessmentofresourcesneededtoeffectrescue
Anymedicalassistanceneeded
Anyotherrelevantinformation
The Officer in Charge will commence rescue operations as necessary and will
provide reports every three hours (3 hours), then every six hours (6 hours), then
twelvehours(12hours)atdiscretionoftheOfficerinchargeatsitetohigherlevels.
Suchoperationswillbecascadeduptohighlevelcommandandthereportswillflow
totheNationalEarthquakeEmergencyOperationsCentre.
Reports will be sent to the National Earthquake EOC from each Operational Head
Quartersevery12hours.Thefollowinginformationwillbeprovided:
Numberdead
Numberinjured
Numberofvictimsstilltrapped
Numberofpersonsreportedmissing
Typeofstructuresdamaged
Existingcolateralhazards
Availabilityofwater
Roadconditions
Incaseorrescueoperation,thereportingsystemwouldalsocoverandmaintainthe
followingprioritylist:
i.
ii.
iii.
iv.
v.
HospitalsandEmergencyServicesFacilities
Schools,EducationalandResidentialInstitutions
HighPopulationAreas
Hotels/GovernmentBuildings
OtherBuildings(factories,commercialbuildingsetc)
6.2.3Reportingafterdisasters
ThereportswillmainlydealwiththeRecoveryaspectsandimprovementsthatare
neededtoincreasetheefficiencyofContingencyPlans(Difficulties,Challengesfaced,
andopportunities,whatwentwell,improvementssuggested.
ThoseplansalsoshouldbesubmittedtoNEEOC,DMBandtotheSecretary,MoFDM.
6.3EmergencyTelecommunicationSystem
For effective implementation of National Earthquake Contingency Plan, it is
indispensable for identifying the needs and procedure of establishing an effective
emergency telecommunication system for response during earthquake events. In
Annex1, required resource inputs for establishing the best alternative emergency
telecommunications system as a component of National Emergency Operations
Center(NEOC)havebeenproposedforeffectiveplanimplementation.Thisproposal
wouldfacilitateachievingthefollowingtwoobjectives:
To meet intra as well as interagency communication needs among
emergency response and humanitarian agencies for data transmission &
sharing(includingdailyprogressreporting)duringemergencies.
ToupdateongoingGISdatabaseofNEOCusingonsiterapidlossassessment
survey and provide spatial information/ onsite assessment of destructions,
degree of loss, possible evacuation routes etc. within the first day of
Earthquake so that concerned emergency response and humanitarian
agencies can use the spatial information for ensuring effective emergency
operationsmanagement.
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ADPC (2000), Standard Operation Procedures of Urban Disaster Management in the
MunicipalityofBandung,Bangkok10400,Thailand
Ali,A.(1999),Ghurnijhar(Cyclone).Dhaka,BanglaAcademy,Bangladesh
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Carney,D.(1998).SustainableRuralLivelihoods:WhatContributionsCanWeMake?
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Choudhury,JamilurReza(2005),OptionsforUrbanDisasterRiskManagement:The
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Management,Dhaka,Bangladesh
GoB (1999), Standing Orders on Disaster, Ministry of Disaster Management and
ReliefandDisasterManagementBureau,Bangladesh
GoB(2008),DraftDisasterManagementAct,2008,DisasterManagementBureau
GoB (2005), Disaster Management Strategic Plan 2005, Disaster Management
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GoB(2008),NationalPlanforDisasterManagement20072015,MinistryofFoodand
DisasterManagement,Bangladesh
GoB(.), National Disaster Management Policy, Disaster Management Bureau and

MinistryofFoodandDisasterManagement,Bangladesh
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FoodandDisasterManagement,Bangladesh
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Cooperation,MinistryofAgriculture,GovernmentofIndia,October,2001
GoI(2007), NationalDisasterManagement Guidelines:ManagementofEarthquakes,
NationalDisasterManagementAuthorityGovernmentofIndia
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regionpartI:thedatabase,JournalofGeologicalSocietyofIndia,Vol.28,pp.
345365.
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September,2005
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MinistryofFoodandDisasterManagement,Bangladesh
IASC (2007), Inter Agency Contingency Planning Guidelines For Humanitarian
Assistance,InterAgencyStandingCommittee
IFRCS, (2007), Disaster response and contingency planning guide, International
FederationofRedCrossandRedCrescentSocieties,Geneva,Switzerland
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Mohitetal(2002). Delineationof FloodDamaged Zones ofDhakaCityBased on the
1998 Flood by Using GIS, Engineering Concerns of Flood. Bangladesh
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NSET(1999),TheKatmanduValleyEarthquakeRiskManagementActionPlan,Nepal
PacificDisasterCenter(2006),DisasterRiskManagementProfile,DhakaBangladesh
(http://emi.pdc.org/cities/CP_DhakaJuly2006.pdf)
Richard C. (2007), Contingency planning and humanitarian action, A Review of
Practice.HPNNetworkPaperNo.59,March2007
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UnpublishedThesis,BUET,Dhaka
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Switzerland
Weinstock, Dr. Joseph A., (2005), New Directions of Asian Development Bank in
ReducingDisaster,AsianDevelopmentBank,Japan
GlossaryofTerms
BuildingCodes
Ordinances and regulations controlling the design, construction,

materials, alteration and occupancy of any structure to insure
human safety and welfare. Building codes include both technical
andfunctionalstandards.
Capacity
Acombinationofallthestrengthsand resourcesavailablewithina
community, society or organization that can reduce the level of
risk,ortheeffectsofadisaster.
Capacity may include physical, institutional, social or economic
means as well as skilled personal or collective attributes such as
leadership and management. Capacity may also be described as
capability.
CapacityBuilding
Efforts aimed to develop human skills or societal infrastructures

withinacommunityororganizationneededtoreducethelevelof
risk.
In extended understanding, capacity building also includes
developmentofinstitutional,financial,politicalandotherresources,
suchastechnologyatdifferentlevelsandsectorsofthesociety.
Cluster
Aclusterisessentiallyasectoralgroupandthereshouldbeno
differentiation between the two in terms of their objectives and
activities; the aim of filling gaps and ensuring adequate
preparedness and response should be the same. (IASC Guidance
NoteonUsingtheClusterApproachNov2006)
ClusterApproach
The Cluster Approach aims to strengthen humanitarian response

capacity and effectiveness in five key ways: i) ensuring sufficient
globalcapacityisbuiltupandmaintainedinkeygapsectors/areas
of response; ii) identifying predictable leadership in the gap
sectors/areas of response; iii) facilitating partnerships and
improvedinteragencycomplementaritybymaximizingresources;
iv) strengtheningaccountability;and5)improving strategic field
level coordination and prioritization in specific sectors/areas of
responsebyplacingresponsibilityforleadershipandcoordination
of these issues with the competent operational agency. (IASC
GuidanceNoteonUsingtheClusterApproachNov2006)
ClusterLeads
Aclusterleadisanagency/organizationthatformallycommitsto
take on a leadership role within the international humanitarian
community in a particular sector/area of activity, to ensure
adequate response and high standards of predictability,
accountability & partnership. (IASC Guidance Note on Using the
ClusterApproachNov2006)
Disaster
Aseriousdisruptionofthefunctioningofacommunityorasociety
causing widespread human, material, economic or environmental
losses which exceed the ability of the affected community or
societytocopeusingitsownresources.
A disaster is a function of the risk process. It results from the
combination of hazards, conditions of vulnerability and insufficient
capacityormeasurestoreducethepotentialnegativeconsequences
ofrisk.
DisasterRisk
Management
The systematic process of using administrative decisions,

organization, operational skills and capacities to implement
policies, strategies and coping capacities of the society and
communitiestolessentheimpactsofnaturalhazardsand related
environmental and technological disasters. This comprises all
forms of activities, including structural and nonstructural
measures to avoid (prevention) or to limit (mitigation and
preparedness)adverseeffectsofhazards.
DisasterRisk
Reduction(disaster
reduction)
The conceptual framework of elements considered with the

possibilities to minimize vulnerabilities and disaster risks
throughoutasociety,toavoid(prevention)ortolimit(mitigation
and preparedness) the adverse impacts of hazards, within the
broadcontextofsustainabledevelopment.
Thedisasterriskreductionframeworkiscomposedofthefollowing
fieldsofaction,asdescribedinISDR'spublication2002"Livingwith
Risk:aglobalreviewofdisasterreductioninitiatives",page23:
Risk awareness and assessment including hazard analysis

andvulnerability/capacityanalysis;
Knowledge development including education, training,

researchandinformation;
Public commitment and institutional frameworks, including

organisational,policy,legislationandcommunityaction;
Application of measures including environmental

management, landuse and urban planning, protection of
critical facilities, application of science and technology,
partnershipandnetworking,andfinancialinstruments;
Early warning systems including forecasting, dissemination

ofwarnings,preparednessmeasuresandreactioncapacities.
Earthquake
An earthquake is a series of vibrations on the earths surface

causedbythegenerationofelastic(seismic)wavesduetosudden
rupture within the earth during release of accumulated strain
energy.
Emergency
Management
The organization and management of resources and

responsibilities for dealing with all aspects of emergencies, in
particularlypreparedness,responseandrehabilitation.
Emergency management involves plans, structures and
arrangements established to engage the normal endeavours of
government,voluntaryandprivateagenciesinacomprehensiveand
coordinated way to respond to the whole spectrum of emergency
needs.Thisisalsoknownasdisastermanagement.
Emergency
Consistsofallactivitiestakeninanticipationofacrisistoexpedite
effectiveemergencyresponse.Thisincludescontingencyplanning,
Preparedness
butisnotlimitedtoit:italsocoversstockpiling,thecreationand
managementofstandbycapacitiesandtrainingstaffandpartners
in emergency response. (Source: ODIHPN Contingency Planning
ReviewPaper2007)
FirstResponder
The term 'first responder' refers to those agencies/ individuals

who in the early stages of an incident are responsible for the
protection and preservation of life, property, evidence, and the
environment, including emergency response providers as well as
emergencymanagement,publichealth,clinicalcare,publicworks,
and other skilled support personnel (such as equipment
operators) that provide immediate support services during
prevention,response,andrecoveryoperations.
Source:HomelandSecurityActof2002(6U.S.C.101,Washington,
U.S.A.)
Geographic
informationsystems
(GIS)
Analysis that combine relational databases with spatial

interpretationandoutputsofteninformofmaps.Amoreelaborate
definition is that of computer programmes for capturing, storing,
checking, integrating, analysing and displaying data about the
earththatisspatiallyreferenced.
Geographicalinformationsystemsareincreasinglybeingutilisedfor
hazard and vulnerability mapping and analysis, as well as for the
applicationofdisasterriskmanagementmeasures.
Hazard
A potentially damaging physical event, phenomenon or human

activitythatmaycausethelossoflifeorinjury,propertydamage,
socialandeconomicdisruptionorenvironmentaldegradation.
Hazards can include latent conditions that may represent future
threats and can have different origins: natural (geological,
hydrometeorologicalandbiological)orinducedbyhumanprocesses
(environmental degradation and technological hazards). Hazards
canbesingle,sequentialorcombinedintheiroriginandeffects.Each
hazard is characterised by its location, intensity, frequency and
probability.
HazardAnalysis
Identification,studies and monitoringof anyhazard todetermine

itspotential,origin,characteristicsandbehaviour.
LandusePlanning
Branch of physical and socioeconomic planning that determines

themeansandassessesthevaluesorlimitationsofvariousoptions
in which land is to be utilized, with the corresponding effects on
different segments of the population or interests of a community
takenintoaccountinresultingdecisions.
Landuse planning involves studies and mapping, analysis of
environmentalandhazarddata,formulationofalternativelanduse
decisionsanddesignofalongrangeplanfordifferentgeographical
andadministrativescales.
Landuseplanningcanhelptomitigatedisastersandreducerisksby
discouraging highdensity settlements and construction of key
installations in hazardprone areas, control of population density

and expansion, and in the siting of service routes for transport,
power,water,sewageandothercriticalfacilities.
Mitigation
Structural and nonstructural measures undertaken to limit the

adverseimpactofnaturalhazards,environmentaldegradationand
technologicalhazards.
NaturalHazards
Natural processes or phenomena occurring in the biosphere that

mayconstituteadamagingevent.
Natural hazards can be classified by origin namely: geological,
hydrometeorological or biological. Hazardous events can vary in
magnitudeorintensity,frequency,duration,areaofextent,speedof
onset,spatialdispersionandtemporalspacing.
Planning
Assumptions
Thekeyelementsofascenariothatformthebasisfordevelopinga
contingencyplan(forexample,projectedcaseloads)(Source:IASC
ContingencyPlanningGuidelines2001)
Preparedness
Activities and measures taken in advance to ensure effective

responsetotheimpactofhazards,includingtheissuanceoftimely
and effective early warnings and the temporary evacuation of
peopleandpropertyfromthreatenedlocations.
Prevention
Activities to provide outright avoidance of the adverse impact of

hazards and means to minimize related environmental,
technologicalandbiologicaldisasters.
Depending on social and technical feasibility and cost/benefit
considerations,investinginpreventivemeasuresisjustifiedinareas
frequently affected by disasters. In the context of public awareness
andeducation,relatedtodisasterriskreductionchangingattitudes
andbehaviourcontributetopromotinga"cultureofprevention".
Recovery
Decisions and actions taken after a disaster with a view to

restoring or improving the predisaster living conditions of the
stricken community, while encouraging and facilitating necessary
adjustmentstoreducedisasterrisk.
Recovery(rehabilitationandreconstruction)affordsanopportunity
todevelopandapplydisasterriskreductionmeasures.
Relief/Response
Theprovisionofassistanceorinterventionduringorimmediately
afteradisastertomeetthelifepreservationandbasicsubsistence
needs of those people affected. It can be of an immediate, short
term,orprotractedduration.
Resilience/Resilient The capacity of a system, community or society potentially

exposed to hazards to adapt, by resisting or changing in order to
reach and maintain an acceptable level of functioning and
structure. This is determined by the degree to which the social
system is capable of organizing itself to increase its capacity for
learning from past disasters for better future protection and to
improveriskreductionmeasures.
Retrofitting
(orupgrading)
Reinforcement of structures to become more resistant and

resilienttotheforcesofnaturalhazards.
Retrofittinginvolvesconsideration of changes inthe mass,stiffness,
damping, load path and ductility of materials, as well as radical
changessuchastheintroduction ofenergy absorbing dampersand
base isolation systems. Examples of retrofitting includes the
considerationofwindloadingtostrengthenandminimizethewind
force,orinearthquakeproneareas,thestrengtheningofstructures.
Risk
The probability of harmful consequences, or expected losses

(deaths,injuries,property,livelihoods,economicactivitydisrupted
or environment damaged) resulting from interactions between
naturalorhumaninducedhazardsandvulnerableconditions.
Conventionally
risk is expressed by
the
notation
Risk = Hazards x Vulnerability. Some disciplines also include the
concept of exposure to refer particularly to the physical aspects of
vulnerability.
Beyond expressing a possibility of physical harm, it is crucial to
recognize that risks are inherent or can be created or exist within
socialsystems.Itisimportanttoconsiderthesocialcontextsinwhich
risks occur and that people therefore do not necessarily share the
sameperceptionsofriskandtheirunderlyingcauses.(Source:ISDR)
Risk
A methodology to determine the nature and extent of risk by
Assessment/Analysis analysing potential hazards and evaluating existing conditions of
vulnerabilitythatcouldposeapotentialthreatorharmtopeople,
property,livelihoodsandtheenvironmentonwhichtheydepend.
Theprocessofconductingariskassessmentisbasedonareviewof
both the technical features of hazards such as their location,
intensity, frequency and probability; and also the analysis of the
physical, social, economic and environmental dimensions of
vulnerability and exposure, while taking particular account of the
copingcapabilitiespertinenttotheriskscenarios.
Scenario
An account or synopsis of a possible course of events that could

occur, which forms the basis for planning assumptions (for
example,ariverfloods,coveringanearbytownandwipingoutthe
local populations crop) (Source: IASC Contingency Planning
Guidelines2001)
Scenariobuilding
Theprocessofdevelopinghypotheticalscenariosinthecontextof
a contingency planning exercise. (Source: IASC Contingency
PlanningGuidelines2001)
SeismicHazard
Seismic hazard in the context of engineering design is defined as

the predicted level of ground acceleration which would be
exceededwith10%probabilityatthesiteunderconstructiondue
tooccurrenceofearthquakeanywhereintheregion,inthenext50
years.

Sustainable
development
Development that meets the needs of the present without

compromisingthe ability of future generations to meettheirown
needs. It contains within it two key concepts: the concept of
"needs", in particular the essential needs of the world's poor, to
which overriding priority should be given; and the idea of
limitations imposed by the state of technology and social
organizationontheenvironment'sabilitytomeetpresentandthe
futureneeds.(BrundtlandCommission,1987).
Sustainable development is based on sociocultural development,
political stability and decorum, economic growth and ecosystem
protection,whichallrelatetodisasterriskreduction.
Vulnerability
The conditions determined by physical, social, economic, and

environmental factors or processes, which increase the
susceptibilityofacommunitytotheimpactofhazards.
Forpositivefactors,whichincreasetheabilityofpeopletocopewith
hazards,seedefinitionofcapacity.

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GovernmentofthePeoplesRepublicofBangladesh

Expected Damage to Essential Facilities in Chittagong City Corporation

Task I: Determine status of contingency planning and design of interim

Planning requires the active participation of the stakeholders in planning stage as

Define the policy changes/revisions, new strategies and approaches for

All of these measures allow constructive intervention immediately after the

Realizing this, the Ministry of Food and

According to the Standing Orderson Disaster (SOD), Disaster Management Bureau

Given the national regulative framework, it is envisaged that, the National

considering seismic hazard which has a potential to create an impact within

Through this planning it is aimed at developing process to ensure maximum

Establish a comprehensive geohazard risk reduction Contingency Planning

Provide an organizational structure to integrate those roles and

Adopt a comprehensive geohazard risk reduction Contingency Planning

This plan details Emergency Response Functions immediately following a

Strongaftershockswillcontinueforseveraldaysresultingin further building

Set up a system for regular reporting and updates on the readiness of

Damage to house in 1997 Earthquake in Damage to an under construction building in

An earthquake at 8.0 Mw from plate boundary Fault2 will moderately damage 22

With at Least Moderate Damage

With Complete Damage

With at Least Moderate Damage

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Capital Stock Loses

Loss Ratio (%)

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National Earthquake Contingency Plan is a plan for management of earthquake

Successful preparation and implementation of the Plan requires a welldesigned

The Government of Bangladesh has

and guidelines applicable to respective project provides evaluation criteria against

This would mean assessing the

Utility services agencies and lifeline

Issue Guideline for contingency planning

Private sector institutions, banks,

AFD, Stakeholders within city

DMB, DRR, other national level

By Instructors trained by PEER training program

Health services, National and city

By Instructors trained by PEER training program