THE DISASTER MANAGEMENT PLAN OF THE MINISTRY OF PANCHAYATI RAJ

THE CONTEXT: On 17 March 2022, the Union Minister of Rural Development & Panchayati Raj released the Disaster Management Plan of the Ministry of Panchayati Raj (DMP-MoPR) with the idea of monitoring, mitigating, and even developing the preparedness at the grass-root level. This article analyzes the role, responsibilities, and issues faced by the PRIs in crisis times and disaster management.

DISASTER MANAGEMENT PLAN OF MINISTRY OF PANCHAYATI RAJ (DMP-MoPR)

ABOUT DMP-MoPR:

• Under the Plan, every Indian village would have a “Village Disaster Management Plan” and every Panchayat would have its Disaster Management Plan.
• The aim is to build disaster resilience at the grassroots level among the Panchayats and establish a framework to align the disaster management measures in rural areas to that of the National Disaster Management Authority.
• It incorporates many innovations in addition to being in compliance with Disaster Management Act 2005, National Disaster Management Policy 2009, and guidelines issued by National Disaster Management Authority.
• It has been prepared with a larger perspective of community-based planning starting from Village to the District Panchayat level.

ISSUES COVERED:

• It comprehensively covers areas such as:
• Institutional arrangement for Disaster Management.
• Hazard Risk, Vulnerability, and Capacity Analysis.
• Coherence of Disaster Risk Management across Resilient Development and Climate Change Action.
• Disaster Specific Preventive and Mitigation Measures-Responsibility Framework.
• Mainstreaming of Community Based Disaster Management Plan of Villages and Panchayats and so on.

NEED FOR THE DISASTER MANAGEMENT PLAN AT THE VILLAGE AND PANCHAYAT LEVEL

VULNERABILITY TO DISASTERS:

• India is the 7th most disaster-prone country in the world according to the “Global Climate Risk Index 2021” released by German watch, based in Bonn and Berlin (Germany).

INEFFICIENT SOPS:

• Standard Operating Procedures (SOPs) are virtually non-existent and even where such SOPs exist, the authorities concerned are unfamiliar with them.

LACK OF COORDINATION:

• The States also suffer from inadequate coordination among various government departments and other stakeholders.
• The Indian system for disaster management also suffers from the absence of an institutional framework at the Center/State/District level.

POOR WARNING AND RELIEF SYSTEMS:

• India lacks a proper early warning system.
• Slow response from relief agencies, lack of trained/dedicated search and rescue teams, and poor community empowerment are other important challenges.

ROLE OF PRIs IN DISASTER MANAGEMENT

HANDLING DISASTERS AT THE GRASS-ROOT LEVEL:

• The devolution of power and responsibilities to the panchayats will result in flexible and committed responses at the grass-root level in the case of natural calamities.
• Effective and Strong PRIs, working in harmony with the state government, will help tackle the disaster through early warning systems.
• Local population has insights of topography and acquired wisdom of generations to deal with any such kind of crisis situation. Such knowledge can be harnessed at a larger level for the common good.
• Community actions have a significant role in disaster response. For instance:
• The socio-demographic variables and self-satisfaction of community resilience in the context of the Kerala floods of 2018 (the fishermen who were prominent amongst the first responders during this flood).
• Odisha has recurrently been in the news in recent years for the exemplary way in which it has managed to cope with the disasters that have struck its coast and affected its people. Community-based disaster risk reduction is at the very heart of Odisha’s approach to disaster management.

ENSURING BETTER RELIEF OPERATIONS:

• Local bodies being nearer to the people are in a better position to undertake relief tasks as they are more familiar with the requirements of the local people.
• This ensures total transparency in working and usage of funds in every disaster situation.
• They can also be relied upon for undertaking day-to-day running of civic services, providing shelter and medical assistance to affected people, etc.

SPREADING AWARENESS AND GAINING COOPERATION:

• Local government institutions have grass-root level contact with people and they can help effectively in spreading awareness and ensure people’s participation in fighting the crisis.
• They are also ideal channels for NGOs and other agencies’ participation in the rescue and relief operations.

PAST EXPERIENCES – PRIS’ RESPONSE DURING COVID-19:

Amid the peak months of the pandemic, the PRIs played a remarkable role by providing essential leadership at the local level.

• Performed Regulatory and Welfare Functions: PRIs set up containment zones, arranged transport, identified buildings for quarantining people, and provisioned food for the incoming migrants.
• Effective implementation of welfare schemes like MGNREGA and the National Rural Livelihood Mission quickened the pace of recovery while ensuring support to the vulnerable population.
• Made Effective Collaborations: During the pandemic, gram sabhas resolved to adhere to Covid-19 norms. Also, regular engagement with frontline workers like ASHA workers and Anganwadi workers through committees further assisted in handling the pandemic at local levels.
• Organised Local Monitoring Bodies: PRIs organised community-based surveillance systems involving village elders, the youth, and self-help groups (SHGs) to keep a strict vigil in quarantine centres and monitor symptoms in households.

ISSUES FACED BY PRIs

UNCLEAR DOMAINS OF PANCHAYATS:

• Though PRIs are a three-tier integrated arrangement of the village, block, and district levels, they have remained largely ineffective as a consequence of ambiguous jurisdictions and unclear linkages.
• Even in respect of the National Disaster Management Act 2005, the powers and responsibilities of panchayats are inadequately defined and left to be determined by respective state governments.

INCOMPLETE AUTONOMY:

• Panchayats lack systems, resources, and capacities to act independently due to numerous constraints imposed by district administrations and state governments.
• Instead of becoming institutions of local self-governance, as envisaged by the constitution, panchayats mostly act as field implementers of decisions made by state and central governments.

UNAVAILABILITY OF FUNDS:

• The Panchayats are not given enough funds and are bypassed by State-controlled line departments that continue to implement programmes falling within the rightful domain of the former.

INTERFERENCE FROM MPS AND MLAS:

• The interference of area MPs and MLAs in the functioning of panchayats adversely affects the performance of Panchayats.

SIGNIFICANCE OF DMP-MoPR

HELPFUL IN MANAGING DISASTERS COMPREHENSIVELY:

• The convergent and collective actions to envision, plan and implement community-based disaster management plans, would be a game-changer in managing disasters comprehensively.
• All stakeholders including Panchayati Raj Institutions (PRI), elected representatives and functionaries of Panchayats, etc. would participate in the planning, implementation, monitoring, and evaluation of the plan.
• The involvement of the community is the key factor in any disaster preparedness strategy and active participation of the community is vital to carry out and sustain the activities relating to disaster management in rural areas.

ENSURE PARTICIPATORY PLANNING PROCESS:

• This plan would be extremely useful for ensuring a participatory planning process for DMPs which is integrated with the Gram Panchayat Development Plan (GPDP) for addressing disasters across the country and initiate a new era of community-based disaster management, convergence, and collective action with programs and schemes of different Ministries / Departments.

THE ANALYSIS:

• Panchayat- level and village-level Disaster Management Plans, envisage mitigating the challenges in the event of a disaster, at the grassroots and foundational level and it is imperative to keep disaster management plans in mind while making a master plan for the holistic development of Panchayats.
• Most appropriate institution: The Panchayati Raj Institution (PRI), the representative body of the people, is the most appropriate institution from the village to the district level in view of its proximity, universal coverage, and enlisting people’s participation in an institutionalised manner. Their close involvement will make people more prepared for countering natural disasters as well as involve them in all possible precautionary and protective activities so that the impact of the disasters is mitigated and the people are able to save their lives and property.
• Social mobilisation: The PRIs can act as catalysts to the social mobilisation process and tap the traditional wisdom of the local communities to complement the modern practices in disaster mitigation efforts.
• Integration: PRIs will also provide a base for integration of various concerns of the community with that of the Non-Governmental Organisations (NGOs) and Community Based Organisations (CBOs) which are engaged in various developmental activities at the grassroots level.
• Leadership Role: The Panchayati Raj Institution (PRI) members can play a role of leadership in Disaster management at all stages. Right from the preparatory stage up to the handling of the long-term development activities for risk reduction.
• Though the idea behind such an initiative is commendable the scarcity of resources, deprived authority to make decisions, and lack of guidance, information, and leadership qualities among the locals might prove to be an impediment.

THE WAY FORWARD:

• Resource Availability and Self-Reliance: Local governance, local leaders, and local communities, when empowered can respond to any disaster rapidly and effectively. The local bodies require information and guidance and must-have resources, capacities, and systems in place to act with confidence, without waiting for instructions from above.
• The shift in Disaster Management Paradigm: There is an urgent need for a shift from risk mitigation cum relief-centric approach in disaster management into an integrated plan for economic development with social justice.
• Early warning systems, preparedness, preventive measures, and awareness among people are as much an important part of disaster management as is recovery planning, rehabilitation and other relief measures, which should be focused along with assigning roles to individual members and providing them with the necessary skills can make such programmes more meaningful.
• Collective Participation: Conducting regular, location-specific disaster-management programmes for the community and organising platforms for sharing best practices will strengthen individual and institutional capacities, which can even be replicated in other parts of the country facing similar issues.
• It is imperative to make disaster resilience an inherent part of the community culture now more than ever.

THE CONCLUSION: India has been vulnerable, in varying degrees, to too many natural as well as human-made disasters on account of its unique geo-climatic and socio-economic conditions. Different parts of the country are highly vulnerable to cyclones, floods, droughts, earthquakes, landslides, etc. Considering the important role that local communities can play in reducing vulnerabilities and early recovery, DMP-MoPR will initiate a new era of community-based disaster management and collective action.

Mains Practice Questions:

1. “Disaster Management Plan framed by Ministry of Panchayati Raj would contribute to the efforts of the government in bringing convergence in disaster management and planning in rural areas.” Elaborate.
2. “The convergent and collective actions to envision, plan and implement community-based disaster management plans, would be a game-changer for the country in managing disasters comprehensively.” Critically evaluate the above-given statement in the context of autonomy and powers of the Panchayati Raj institutions.

ADD TO YOUR KNOWLEDGE

INDIA’S EFFORTS IN MANAGING DISASTER

THE INSTITUTIONAL FRAMEWORK OF DISASTER MANAGEMENT IN INDIA:

It was the impact of the Tsunami in 2004 that catalysed the approach of the lawmakers in India to legislate on disaster management and the Disaster Management Act was passed in 2005. The institutional structure for disaster management is hierarchical and functions at three levels – centre, state, and district. It is a multi-stakeholder setup and draws the involvement of various relevant ministries, government departments, and administrative bodies.

The Act provides for the constitution of the following institutions at the national, state, and district levels:

1. National Disaster Management Authority (NDMA):

• Responsible for laying down the policies, plans, and guidelines for disaster management and for ensuring timely and effective response to the disaster.
• It consists of not more than nine members with Prime Minister as its ex-officio chairperson.

2. State Disaster Management Authority (SDMA)

• A state Disaster Management Authority is established by every state government.
• The Chief Minister of the state is the chairperson of SDMA. There are a maximum of 9 members other than the chairperson.

3. District Disaster Management Authority

• The DDMA are set up by the state government via a notification in the state budget. It consists of Chairperson and seven members. The collector District Magistrate or Deputy Commissioner would be the chairman.
• The DDMA works as a district planning, coordinating, and implementing body for disaster management.
• It will coordinate with the upper two tiers of the structure and will plan the implementation of the prevention, mitigation, and preparedness at the local level.

4. National Institute of Disaster Management

• It is responsible for planning and promoting training and research in the area of disaster management.
• It is a premier national organization working for human resource development at the national level in the area of disaster management.

5. National Disaster Response Force

• Specialist response force to a threatening disaster situation or disaster. The general superintendence, direction, and control of the Force shall be vested and exercised by NDMA.
• Presently it has the strength of 10 battalions positioned at different locations in the country to provide timely response to any crisis situation.

MANAGING CLIMATE CHANGE-RELATED DISASTERS:

• Globally, disasters in the last two decades have predominantly been climate-related disasters, of which floods are the most frequently occurring type of disaster and storms are the second most deadly type of disaster followed by earthquakes.
• India has adopted the Sendai Framework for DRR, the Sustainable Development Goals (2015-2030), and the Paris Agreement on Climate Change, all of which make clear the connections between DRR, Climate Change Adaptation (CCA), and sustainable development.
• India participates in several multilateral organisations that address these and other issues that benefit from multinational coordination.

CONTRIBUTION TO REGIONAL DISASTER PREPAREDNESS:

• As part of its neighbourhood development efforts, India also contributes to regional disaster preparedness and capacity-building efforts.
• Within the context of the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC), India has hosted DM Exercises that allow NDRF to demonstrate to counterparts from partner states the techniques developed to respond to various disasters.
• Other NDRF and Indian Armed Forces exercises have brought India’s first responders into contact with those from states in the South Asian Association for Regional Cooperation (SAARC) and the Shanghai Cooperation Organisation (SCO).

INDIA’S ROLE AS A FOREIGN DISASTER RELIEF:

• India is also an emerging donor that has provided a substantial amount of foreign disaster relief, as well as foreign development assistance, to other countries.
• India’s foreign humanitarian assistance has increasingly included its military assets, primarily deploying naval ships or aircraft to deliver relief.
• In line with its diplomatic policy of “Neighbourhood First,” many of the recipient countries have been in the region of South and Southeast Asia.
• In the last two decades, India has given foreign humanitarian assistance bilaterally to Afghanistan, Bangladesh, Bhutan, Maldives, Myanmar, Nepal, Pakistan, the Philippines, Sri Lanka, and others.
• Few Egs:
• 2004 Tsunami relief.
• 2015 Nepal earthquake relief.
• One of the components in Mission SAGAR.
• Vaccine diplomacy.

DISASTER MANAGEMENT CYCLE

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