Contingency Planning Guidelines

for Bhutan

DEPARTMENT OF DISASTER MANAGEMENT

MINISTRY OF HOME AND CULTURAL AFFAIRS
ROYAL GOVERNMENT OF BHUTAN

“Reducing Disaster Risk For Safe and Happy Bhutan”

First Edition: October 2014

Published by:
Department of Disaster Management
Ministry of Home and Cultural Affairs
Royal Government of Bhutan
PO Box No: 1493
Thimphu, Bhutan
Tel No: +975-2-334944 / 321004
Fax No: +975-2-325035

© Copyright: 2014
Contingency Planning Guidelines for Bhutan
Ministry of Home and Cultural Affairs
Royal Government of Bhutan
All rights reserved.

This document is prepared by the Department of Disaster Management (DDM) in technical

collaboration with the Asian Disaster Preparedness Centre (ADPC), Thailand under the financial
assistance of the Global Facility for Disaster Reduction and Recovery (GFDRR) of The World
Bank (WB).

Disclaimer
The document is a compilation of various consultation workshops; desk based research, and
analysis of existing documents/reports. Any discrepancies are unintended. Due care has been
taken in factual descriptions and data source. This document remains open for any correctness
in facts, figures and visuals.
Contents
iii ACRONYMS

iv ACKNOWLEDGEMENT

1 CHAPTER 1 INTRODUCTION TO GUIDELINES

Legislative Mandate
2
Objectives of the Guidelines
2
Framework
3
Key Considerations
3
Guidelines Development Process
3
Intended User
4

5 CHAPTER 2 INTRODUCTION TO CONTINGENCY PLANNING

Contingency Planning
6
Disaster Management, Contingency Planning and Response Management
7
Contingency Planning Process
7

11 CHAPTER 3 CONTINGENCY PLAN TEMPLATE AND PROCESS

Introduction and Recommended Template
12
Explanatory Notes
13
How to Develop Contingency Plans
18

38 ANNEX: TESTING THE CONTINGENCY PLAN

 ACRONYMS
ADPC Asian Disaster Preparedness Center

DDM Department of Disaster Management

DDMC Dzongkhag Disaster Management Committee

DM Disaster Management

DM Act, 2013 Disaster Management Act of Bhutan, 2013

GFDRR Global Facility for Disaster Reduction and Recovery

IFRC International Federation of Red Cross and Red Crescent Societies

NDMA National Disaster Management Authority

SOPs Standard Operating Procedures

TWG Technical Working Group

WB The World Bank

ACKNOWLEDGEMENT
The Department of Disaster Management, Ministry of Homes and Cultural
Affairs would like to thank all the agencies that participated in the reviewing
and finalizing the Contingency Planning Guidelines of Bhutan.

The development of this Guidelines would not been possible without the
support and dedication of all the members of the Technical Working Group
(TWG) from various agencies, Dzongkhag Planning Officers, Dzongkhag
Disaster Focal Persons, Wangduephodrang Dzongkhag and Gelephu Thromde.

The Department also acknowledge the technical support provided by

the Asian Disaster Preparedness Center (ADPC) and the financial assistance
from the Global Facility for Disaster Reduction and Recovery (GFDRR) and the
Government of Sweden through The World Bank (WB).
 CHAPTER 1
INTRODUCTION TO
GUIDELINES
Disaster Contingency
Planning Guidelines
for Bhutan

Legislative Mandate
As per the Disaster Management Act of Bhutan 2013, Sections 67, 68, 74, 76
and 77 state that every agency notified by the National Disaster Management
Authority (NDMA) and private sector are mandated to prepare its Contingency
Plan. Under Section 31 and 77, the Dzongkhags, through the Dzongkhag
Disaster Management Committees (DDMC), shall develop, review, update and
implement the Dzongkhag Contingency Plan in consultation with the local
governments within its jurisdiction. Section 74 states that the Department
of Disaster Management (DDM) shall prepare the National Plan in line with
the Contingency Plan prepared by the agencies and Disaster Management
Committees. The Dzongkhag Contingency Plans shall be submitted to NDMA
as per Section 78. The Section 79 prescribes that the Contingency Plan should
be updated at least once a year whereas the review of the plans will take place
every five years.1

Objectives of the Guidelines

This guideline is being prepared keeping in view the following objectives:

i. To provide a systematic approach and methodology to develop

Contingency Plans in accordance with Sections 74, 76 and 77 of the DM
Act, 2013;
ii. To provide assistance and guidance to the NDMA, DDMC, notified
agencies and private sector for preparing realistic and implementable
respective Contingency Plans by establishing linkages with the National
Disaster Risk Management Strategy, ¬Annual Work Plans and the Five
Year Plans.

These guidelines aim to ensure that disaster response of the Royal

Government of Bhutan is consistent, prompt and efficient as per Type I, II and
III disasters classified in the Act. The Guidelines provide an overview of the key
elements of contingency planning. This guide seeks to assist all stakeholders
responsible for developing contingency plans at the local, municipal, district
and national levels. It is essential to develop contingency plans in consultation

1 The schedule for review and updation may be followed in coherence to the scheduled
followed for/during the preparation of the Annual Work Plan and the Five Year Plan.
and cooperation with those who will have to implement or approve them. This
document provides guidelines for development of Contingency Plans; each
Contingency Plan will differ based on any given situation, according to the
context and scope of that situation.

Framework
The Guidelines have been developed considering the following framework:

i. Guidelines are consistent with the DM Act, 2013 as well as the Disaster
Management Strategic Policy Framework so that all the technical and
operational aspects could be managed within a legal and technical
framework.
ii. Guidelines seek to provide the opportunity of mainstreaming DRR into
socio-economic development process.

iii. Guidelines focus on developing mitigation and preparedness measures.

Key Considerations
While developing a Contingency Plan, the following key considerations
should be kept in mind:

i. Guidelines for Disaster Management Planning and strategy for response

management are developed separately.
ii. It is closely linked to Disaster Management Plan. The Act, therefore, refers
to it together as Disaster Management and Contingency Plan.
iii. Contingency Plan has to be developed for a specific disaster at a specific
location.

Guidelines Development Process

A number of relevant documents were reviewed in addition to multi-
stakeholder consultations and pilot testing of the guidelines at Dzongkhag
and Thromde. The overall process is summarized below:

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Disaster Contingency
Planning Guidelines
for Bhutan

i. Presentation explaining the concept and process of contingency

planning was made to officers of Department of Disaster Management
(DDM), Technical Working Group (TWG), Dzongkhag officers and other
stakeholders;
ii. The outline of template was developed by different groups of officers/
stakeholders in a participatory mode and presented;
iii. Based on inputs received, draft contingency planning guidelines were
developed and referred to DDM;
iv. Comments were obtained from District level Officers and other
stakeholders by DDM, TWG and The World Bank;
v. Simulation exercises were conducted in Wangdue Phodrang Dzongkhag
and Gelephu Thromde, in order to pilot the draft Guidelines and help
prepare the core parts of the Contingency Plans. Participants’ feedback
was documented and incorporated into the Guidelines;
vi. Guidelines were revised and finalized taking into consideration the
comments received;
vii. Guidelines were approved by DDM and shared with Dzongkhags and
other relevant stakeholders.

Intended User
This guideline is developed with the primary aim of enabling the local
governments and Dzongkhag Disaster Management Committees (DDMC)
to prepare their Contingency Plans. Therefore, the Dzongkhag Disaster
Management Officers, Dzongkhag Planning Officers and other stakeholders
identified by the DDMC, will be the primary users of this guideline.

However, Thromde Disaster Management Sub-committees, Dungkhag

Disaster Management Sub-committees and Gewog Disaster Management
Sub-committees, notified agencies such as ministries, Department of Disaster
Management (DDM), autonomous organizations, government control
companies and private sector can also use this guideline if the formations
of such sub-committees, agencies and private sector are mandated by the
Dzongkhag in terms of relevant provisions of the Act.
 CHAPTER 2
INTRODUCTION TO
CONTINGENCY
PLANNING
Disaster Contingency
Planning Guidelines
for Bhutan

Contingency Planning
A contingency is a situation that is likely to occur, but may not. A
Contingency Plan is devised for a specific situation when things could go
wrong and developed by Governments or businesses, which want to be
prepared for anything that could happen. Contingency Planning is the
preparatory process of identification of and planning for such situations. It is
activated if such a situation does arise; in that case the plan will provide a basis
for rapid and appropriate actions, involving all concerned stakeholders, who
are associated in the planning process and are well aware of their respective
roles, if such a situation arises.

Contingency planning aims to prepare an organization to respond well to an

emergency and its potential humanitarian impact. Developing a contingency
plan involves making decisions in advance about the management of human
and financial resources, coordination and communications procedures, and
being aware of a range
of technical and logistical
responses. Such planning is a
Time spent in management tool, involving
contingency planning all sectors, which can help
ensure timely and effective
equals time saved when provision of humanitarian aid
a disaster occurs to those most in need when a
disaster occurs.

Effective contingency planning should lead to timely and effective disaster-

relief operations2. The Contingency Plan is therefore not a substitute for Disaster
Management (DM) Plan but it supplements the DM Plans and is specific to
each event or situation.

2 International Federation of Red Cross and Red Crescent Societies (2012) Contingency
Planning Guide.
Disaster Management, Contingency Planning
and Response Management
Contingency Plans are intricately linked with the Disaster Management Plans
and response systems. When response planning is needed for a specific event,
contingency planning comes into force. In order to activate a contingency
plan, relevant Standard Operating Procedures (SOPs) have to be put in place.
This would be clear from the diagram given below:

Disaster
Contingency Plans
Management Plan

Response
management/
SOP

Therefore, it can broadly be stated that contingency plans are a sub-

set of disaster management plans to deal with specific disasters at specific
locations whereas Disaster Management Plans lay down actions to be taken
for mitigation, preparedness, response and recovery in any disaster situation.

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Disaster Contingency
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Contingency Planning Process

The contingency planning process basically needs to answer three simple
questions:

• What is going to happen?

• What are we going to do about it?
• What can we do ahead of time to get prepared?

For further conceptual understanding, contingency planning may be

broken down into five main steps, as shown below.

Prepare

Review Analyze

Contingency Planning
Process

Implement Develop
 Prepare
While preparing the contingency plan, the following aspects may be kept
in view:

• What is contingency planning?

• When and how to plan?
• What do we need to plan for?
• Who should plan?
• Inter-agency/ multi-stakeholder contingency planning
• Where to plan?
• Data collection and practical steps to prepare for planning.

In order to be relevant and useful, contingency plans must be a collaborative

effort. They must also be linked to the plans, systems or processes of other
bodies at all levels – national, regional and global.

Analyze
The ‘analyze’ step helps planners to assess priority hazard/disaster and its
impacts, vulnerability and capacity of local, municipal, district and national
levels. It creates realistic scenarios on which the contingency plan will be
based, including what the likely priority social and humanitarian needs will be
and the role of different stakeholders in addressing these issues.

Develop
The ‘develop’ step sets out the detailed process of writing a contingency plan.
The step outlines some of the key components of the plan including purpose,
scope and objectives of the plan, the priority disaster and its characteristics,
disaster response phases, contingency structure, functions and responsibilities
of each concerned stakeholder, disaster response strategy, coordination
mechanism and network, resources arrangements for each stakeholders and
contingency teams, contact lists and approval and review of the plan.

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Planning Guidelines
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Implement
The ‘implement’ step includes preparedness gap analysis and action
plans, Standard Operating Procedures (SOPs), early warning, alert systems
and triggers, logistics and program preparedness, human resources, resource
mobilization, training and simulation and linkages and communications.

Review
The final step ‘review’ would include:

1. Updating and evaluating the plan

2. Evaluating during (real-time) and after the response

The Contingency Plan may also be reviewed based on mock drills and
simulation exercises. It is not necessary to wait for a specific disaster to occur
before undertaking review.3

3 For details, the Contingency Planning Guide of IFRC may be referred to at www.ifrc.org
 CHAPTER 3
CONTINGENCY PLAN
TEMPLATE AND
PROCESS
Disaster Contingency
Planning Guidelines
for Bhutan

Introduction and Recommended Template

As a result of the Guidelines Development Process documented in Section
1.5, the international concepts and tools of contingency planning have been
adapted and aligned to the specific context and conditions in Bhutan. The
intended users have been considered throughout the development process.

The following sections provide a recommended contingency plan

template; explanatory notes; and the process and method for preparation of
the contingency plan.

- Recommended Template. The recommended template details the

chapters, sub-chapters, and process and method for contingency plan
preparation.
- Explanatory Notes. The explanatory notes provide a brief narrative for
the purpose and contents of each sub-chapter.
- Recommended Process. The recommended process provides detailed
guidance (exercises, tips, templates) for preparation of the contingency
plan and each sub-chapter.

CONTINGENCY PLAN METHOD

Chapter 1: Introduction 1.1 Purpose DESK REVIEW
1.2 Scope DESK REVIEW
1.3 Objective EXERCISE 1
Chapter 2: Contingency 2.1 Characteristics of Priority Disaster EXERCISE 2
Plan Overview 2.2 Phases: pre-disaster, during disaster, post-disaster STANDARD TEXT
Chapter 3: Contingency 3.1 Contingency Structure EXERCISE 3
Structure 3.2 Functions and responsibilities of each stakeholder EXERCISE 4
Chapter 4: Disaster 4.1 Disaster Response Strategy for each stakeholder EXERCISE 5
Response Strategy for 4.2 Resource Arrangements for each Stakeholder EXERCISE 6
Concerned Stakeholders
Chapter 5: Disaster 5.1 Multi-Agency Contingency Teams EXERCISE 7
Response Strategy 5.2 Resource Arrangements for Contingency Teams EXERCISE 8
for Multi-Agency
5.3 Communication Network EXERCISE 9
Coordination
EXERCISE 10
Annex: Additional A. Contact List EXERCISE 11
Documents B. Approval and Review EXERCISE 12
C. Other Documents AS NECESSARY
Explanatory Notes
Chapter 1: Introduction

1.1 Purpose: The purpose of contingency planning is to help ensure that

response to an event or disaster is prompt, effective and appropriate. It
should be specific to a particular disaster which might arise in an identified
area, national; district or local; rural or urban or both. If the purpose
is clearly spelt out, it will facilitate the entire process of contingency
planning and keep it focused so that costs are also contained. It should
preferably be a collaborative effort involving all concerned stakeholders
to develop shared perspective on a potential crisis or emergency.
1.2 Scope: The scope should clearly lay down planning principles
adopted, assumptions made and constraints or limitations taken into
consideration. It should also specify geographical area and type of
hazard for which planning has been undertaken and its interface with
other plans, government policies and different stakeholders.
1.3 Objective: The objective of a Contingency Plan in case of an anticipated
disaster is to ensure safety of community; reduce loss to property
and livestock; protect critical infrastructure, lifeline buildings and
environment; ensure essential services continue to be operational
during and after a disaster; and be better prepared to recover from a
major disaster within a reasonable time frame.
The objective(s) has to be formulated for a specific contingency keeping
in view that when there is a specific threat of a disaster, exactly how that
threat will actually impact is not known while preparing a contingency
plan. Therefore, developing different scenarios of possible impacts
may be a good way to plan for it. Besides, it may be kept in view while
developing objectives that the contingency plan is in accordance with
provisions contained in the DM Act, 2013 and to ensure that the plan
provides assistance and guidance to different stakeholders who are
responsible to respond to the threat.

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Chapter 2: Contingency Plan Overview

2.1 Characteristics of Priority Disaster: The history of particular disaster

experienced in the area, for which the contingency plan has to be
prepared may be listed bringing out the frequency; predictability; speed
of onset and warning signs; time duration between early warning and
the onset of the hazard; magnitude; intensity of disaster; extent of loss
of lives and damage; location of the most hazard-prone areas and safer
areas and types of secondary hazards can the major hazard generate;
the lessons learned and remedial measures taken. For this purpose,
documentation of past disaster may be undertaken, to the extent
feasible. This will help in developing different possible scenarios.
This process is actually the Hazard Assessment, which needs to
be conducted as part of Risk Assessment (Hazards, Vulnerabilities
and Capacities Assessment: HVCA) when developing the Disaster
Management Plan. If a Disaster Management Plan has already been
prepared in the same location as the Contingency Plan, it is an excellent
resource to analyze the characteristics of the priority disaster.
2.2 Phases: Contingency Plan has to cover the response phase; immediately
before disaster, during disaster and immediately after the disaster.
1. During ‘immediately before disaster’, one has to ask questions like ‘if
a particular disaster takes place at a near future date after receiving
warning signs, what measures can be taken from now to prevent it
or reduce its impact?’. Necessary measures then can be included in
the contingency plan and its implementation initiated. It must be
noted here that sudden-onset events such as earthquake do not
provide warning for action immediate before the disaster.
2. In the ‘during disaster’ phase, when the disaster strikes, all response
and relief measures have to be taken up by concerned stakeholders
by activating trigger mechanism and based on Standard Operating
Procedures (SOPs), which should already be in place.
3. In the ‘immediately after disaster’ phase, measures taken immediately
after a disaster, which cannot be undertaken when the disaster strikes
will be identified, in order to bring relief to people and communities
affected by the disasters.
All these measures during the three phases must be included in the
contingency plan.
Chapter 3: Contingency Structure

3.1 Contingency Structure: The contingency (or ‘organizational’) structure

will include all concerned government departments at the level
at which the contingency plan is being prepared and would also
include departments, notified agencies and private sector, NGOs and
international organizations which will function as a back-up support
system. It should also include the community where awareness has to
be generated among them or training imparted to them to respond to
that particular hazard. Preparing an accurate structure will significantly
assist in the development of coordination mechanisms (a later section
in the Contingency Plan).
3.2 Functions and Responsibilities of each Stakeholder: The functions
and responsibilities assigned to each stakeholder should be clearly
detailed. For each stakeholder, it is important to consider: i) the normal
objectives and routine activities, ii) potential impacts of the priority
disaster on the normal objectives and routine activities, and iii) the
objectives and responsibilities to reduce the impacts of the priority
disaster.
If the stakeholder is a ministry, sector, organization, agency or private
sector, they should indicate the nodal point and alternate nodal point
for each action point in their respective SOPs, a copy of which may be
shared with the key stakeholders, which has the overall responsibility
to respond to the disaster. It may also be ensured that respective
department, organization, agency or private sector has the requisite
capacity to respond to the specific action points. If the capacity is less
than the desired level, it may be built up through intensive training,
mock drills or simulation exercises.

Chapter 4: Disaster Response Strategy for Concerned Stakeholders

4.1 Disaster Response Strategy for each Stakeholder: The disaster

response strategy for each stakeholder includes the specific - and
sequential - actions which must be conducted, in order to minimize
the impacts of the priority disaster. The response strategy also refers to
information and resource requirements, in order that the stakeholder
can implement the actions. The response strategy for each stakeholder

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Disaster Contingency
Planning Guidelines
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is prepared from the perspective of the stakeholder – coordination and

team efforts with other stakeholders are addressed in a later step.
Therefore, each stakeholder should consider the phases of the priority
disaster (immediately before, during, and immediately after), and the
actions which can be conducted by the stakeholder themselves, in due
consideration of information and resource requirements.
4.2 Resource Arrangements for each Stakeholder: The disaster response
strategy for each stakeholder includes specific actions and the identified
resource requirements to conduct the actions. In order to prepare a
more complete plan, for each resource it is important to specify the
details, including: quantity, location, specifications/quality, and how to
obtain the resource.
It is recommended that all resource requirements identified in the
response strategy are detailed: materials or equipment, human, and
financial resources. Because resources are always scarce, obtaining
resources should be considered from the most practical perspective;
not from an ‘ideal world’ perspective. Resources may be allocated from
Annual and Five Year Plans, loaned, donated, bought through pre-
arranged contracts, filled-in “Form 5: Notice requisitioning human and
material resources and securing premises” (refer to DM Act, 2013 Rules
and Regulations) etc.

Chapter 5: Disaster Response Strategy for Multi-Agency Coordination

5.1 Multi-Agency Contingency Teams: In the Contingency Plan, many

specific actions should be identified and conducted by each stakeholder
(as documented in Chapter 4: Disaster Response Strategy for each
Stakeholder). However, it is also important to consider the shared
actions which require ‘contingency teams’ and coordination between
the different stakeholders.
Depending on the Contingency Plan stakeholders (as documented in
Chapter 3: Contingency Plan Structure) and the specific priority disaster,
one or more contingency teams may be established with members from
several relevant stakeholders. Each contingency team must identify the
sequence of specific actions, the contingency team lead and member
stakeholders, and the resources required to implement the specific
actions. Contingency team examples include: healthcare and medical
operations, public information, and evacuation operations.
5.2 Resource Arrangements for Contingency Teams: In a similar
process to prepare the resource arrangements for each stakeholder,
the contingency teams must discuss the resource arrangements for
the respective teams. An additional consideration for the contingency
teams is more opportunity to pre-arrange stockpiles and pooling of
resources between team members.
5.3 Communication Network: From the lessons of many previous large
and small disasters, coordination and communication between different
stakeholders and agencies is a common issue. Lack of communication
in disaster response leads to critical coordination gaps, as well as
duplications of effort. This means that response may not be efficient, or
effective, and therefore the impacts of the disaster are higher.
The Contingency Plan can directly address this potential issue, by
preparing communication network structures. Based on the Contingency
Structure documented in Chapter 3, direction-of-travel communication
arrows can be added, as well as the means of communication (e.g.
telephone, email, fax). A similar communication network structure can
be prepared for the contingency teams.
The specific contact details of focal points in the communication
networks are to be documents in the Annex: Contact Lists.

Annexes

A. Contact List: A contact list of all concerned stakeholders with their

nodal officers and alternate nodal officers may be prepared and should
be shared with all stakeholders. The list should contain their telephone
numbers including residence numbers, alternate numbers if traditional
communication channels are not functional during a disaster, and
also email addresses. In addition, if there are other support agencies/
persons including suppliers of goods, food materials, medicines, etc.,
their numbers should also be included in the contact list.
B. Approval and Review: The Contingency Plan can serve as a very useful
document for all the stakeholders involved, in addition to stakeholders
who are indirectly involved. However, unless the Contingency Plan is
officially approved through the correct channels, the Plan will not
gain authority. This will likely mean that the potential to significantly
reduce the impacts of the priority disaster is not reached. It is therefore

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important to identify the steps and schedule/deadline for approval of

the Contingency Plan.
It is good practice to monitor the implementation of the Contingency
Plan. Indeed, the DM Act, 2013 requires progress reporting of selected
Plans, such as Dzongkhag Contingency Plans. Similarly, it is also
necessary to periodically review/update the Contingency Plan. The
steps and schedule/deadline for reporting and review/update should
also be documents in Annex B: Approval and Review.
C. Others as necessary: Besides above annexes, if anything is left out or its
need arises, it should also be included in the Annexes.

How to Develop Contingency Plans

Introductory Note:
Effective Contingency Planning requires strong coordination between the
involved personnel, units, and sectors. Therefore, the planning process should
be both participatory and consultative through several meetings.

However, for effective time management in the planning process, a Principal

Drafter should be assigned to document and compile the Contingency Plan.
For example, if the Contingency Plan is developed at Dzongkhag level, the
“Dzongkhag Disaster Management Officer” may be assigned as Principal
Drafter. It is also more efficient if several sections are prepared through desk
review by the Principal Drafter, and presented as a draft at meetings.

The suggested
Planning – what’s important?
exercises, templates, and
tips are directly linked √ The plan itself
to the Contingency Plan √ The process of its development (‘planning’)
template, for easy user- √ Implementation!
reference. The exercises,
templates, and tips can also be used separately, as appropriate.
 It is important to remember that the Contingency Plan incorporates two
perspectives:

1. From the individual stakeholder (compiled into the Contingency Plan).

2. From the coordination between all stakeholders.

Therefore, the exercises are a combination for individual stakeholders, and

for all contingency plan stakeholders together. For the individual stakeholder
exercises, these should be compiled by the Principal Drafter.

The individual stakeholder exercises are very beneficial to each stakeholder,

and can be presented and approved in their own internal meetings, as well as
the presentation of the compiled Contingency Plan.

IMPORTANT NOTE: The term ‘stakeholder’ is used in the following sections,

to refer to organizations or sectors which are directly involved in this specific
Contingency Plan.

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CHAPTER 1: INTRODUCTION
1.1 Purpose

DESK REVIEW 1: What is the main purpose of this

Contingency Plan?
The purpose of this Contingency Plan is to ensure a prompt, effective
and appropriate response to [priority disaster] in [location]. This will help [e.g.
reduce impacts on …].

• This text is only a suggestion, as a starting point.

• The Purpose can be drafted in a desk review, and presented to participants in
order to focus discussions on the Contingency Plan. Participants can edit and
reach consensus.

1.2 Scope

DESK REVIEW 2: What is the scope of this Contingency

Plan?
The scope of this Contingency Plan notes the following:

- Principles: [e.g. Prepared through consensus]

- Assumptions: [e.g. the Contingency Plan will be reviewed annually]
- Limitations: [e.g. Does not include disaster mitigation or recovery
planning]
- Geographic Area: [e.g. Wangdue Phodrang Dzongkhag]
- Priority Disaster: [e.g. Earthquake]
- Interface with other plans, policies, and stakeholders: [e.g. Does not
conflict with Five-Year Plan]

• The Purpose can be drafted in a desk review, and presented to participants in

order to focus discussions on the Contingency Plan. Participants can edit and
reach consensus.
1.3 Objective

EXERCISE 1: What are the objectives of the Contingency

Plan?
Objective 1 To […]

Objective 2 To […]

Objective 3 To […]

• All meeting participants should discuss together.

• Refer to the Purpose and Scope.
• Remember that the Objectives, Purpose, and Scope, are focused on the Priority
Disaster (not general).

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CHAPTER 2: CONTINGENCY PLAN

OVERVIEW
2.1 Characteristics of Priority Disaster

EXERCISE 2: What are the characteristics of the priority

disaster? What is a possible future scenario?
Parameter Disaster Characteristics in … [LOCATION]
Hazard [e.g. Earthquake]

Secondary [e.g. Fire, GLOF, Landslide, (Unstable structures)]

Hazards

Predictability [e.g. No]

Speed of [e.g. Sudden]

Onset

Magnitude [e.g. 4-6.3 Richter Scale (located in earthquake zones III and
IV]

Location [e.g. Whole Dzongkhag]

History [e.g. 2009: Infrastructural Damage: schools, hospitals,

private homes
2011: Higher impact including loss of human life]

• All stakeholders should discuss together.

• If a Disaster Management Plan is already prepared, refer to the Risk Assessment
for further information about the priority disaster.
2.2 Phases: Pre-disaster, During Disaster, Post-disaster

Standard Text: Recommended text for all contingency

plans.
Phases: Contingency Plan has to cover the response phase; immediately
before disaster, during disaster and immediately after the disaster.

1. During ‘immediately before disaster’, one has to ask questions like ‘if
a particular disaster takes place at a near future date after receiving
warning signs, what measures can be taken from now to prevent it or
reduce its impact?’. Necessary measures then can be included in the
contingency plan and its implementation initiated. It must be noted
here that sudden-onset events such as earthquake do not provide
warning for action immediate before the disaster.
2. In the ‘during disaster’ phase, when the disaster strikes, all response
and relief measures have to be taken up by concerned stakeholders
by activating trigger mechanism and based on Standard Operating
Procedures (SOPs), which should already be in place.
3. In the ‘immediately after disaster’ phase, measures taken immediately
after a disaster, which cannot be undertaken when the disaster strikes
will be identified, in order to bring relief to people and communities
affected by the disasters.
All these measures during the three phases must be included in the
contingency plan.

• It is recommended to use the above standard text for all contingency plans, in
order to ensure that everyone is clear about the focus on immediately before,
during, and immediately after the disaster.

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Disaster Contingency
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CHAPTER 3: CONTINGENCY STRUCTURE

3.1 Contingency Structure

EXERCISE 3: What is the organizational structure of the

Contingency Plan? Who is involved?

e.g. Dzongkhag
e.g. Dzongdag

Stakeholder Stakeholder
[focal point] [focal point]

Stakeholder Stakeholder Stakeholder Stakeholder Education Sector

[focal point] [focal point] [focal point] [focal point] e.g. Staff Officer

• All stakeholders should discuss together.

• This diagram should clearly show the structure of the sectors/units/personnel
involved in this Contingency Plan.
• The diagram can also include private companies, NGOs, international
organizations, and communities which may have an indirect role in this
Contingency Plan.

3.2 Functions and Responsibilities of each Stakeholder

EXERCISE 4: What are the functions and responsibilities

of each stakeholder in the Contingency Plan? During the
normal times and during the priority disaster?
3. Stakeholder’s
1. Stakeholder’s 2. Potential Impact of
Objectives and
Normal Objectives Priority Disaster on
Responsibilities to
and Routine these Objectives
Reduce the Impacts
Activities? and Activities?
of Priority Disaster?

• Every stakeholder should answer each question in sequence.

• Each stakeholder can use the PART A template on page 26-27.
• The Principal Drafter can easily compile each stakeholder’s answers in the
template.
CHAPTER 4: DISASTER RESPONSE STRATEGY
FOR CONCERNED STAKEHOLDERS
4.1 Disaster Response Strategy for each Stakeholder

EXERCISE 5: What are specific actions of each stakeholder:

immediately before, during, and immediately after the
priority disaster?
Immediately Before:

Information Resource
Specific Actions
Requirements Requirements

During:

Information Resource
Specific Actions
Requirements Requirements

Immediately After:

Information Resource
Specific Actions
Requirements Requirements

• Each stakeholder should identify the specific actions, information requirements,

and resource requirements.
• Each stakeholder can think of the impacts and possible (better) response
actions experienced from past disasters.
• Each stakeholder should think carefully about the correct sequence of specific
actions.
• Each stakeholder can use the PART B template on page 26-27.
• “Resources” can be in terms of: materials/equipment, human resources, or
financial resources.

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Disaster Contingency
Planning Guidelines
for Bhutan

SEPARATE STAKEHOLDER INFORMATION

PART A (See Exercise 4)

Stakeholder:

Priority Disaster:

Stakeholder’s Normal Objectives and

Routine Activities:
Potential Impact of Priority Disaster
on these Objectives and Activities:

Stakeholder’s Objectives and Responsibilities to Reduce the Impacts of

Priority Disaster:

PART B (See Exercise 5)

Stakeholder’s Specific Actions to Reduce the Impacts

Immediately before the disaster strikes (from … hours/days to … hours/days) before

1.

In sequence
2.

3.

During the disaster strikes

1.

2.
In sequence

3.

4.

Immediately after the disaster strikes (from … hours/days to … hours/days) after

1.

2.
In sequence

3.

4.
 Information Resources
Information Needed Source of Needed Resources Needed Resources Needed (not Source of Needed
Information (available already) available already) Resources (not
available already)

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Disaster Contingency
Planning Guidelines
for Bhutan

4.2 Resource Arrangements for each Stakeholder

EXERCISE 6: What are the resource requirements for each

stakeholder’s specific actions?
STAKEHOLDER: [E.g. Education Sector]
Name of Quantity Location Specifications How to get
Resource and Quality the Resource
[e.g. Temporary [e.g. 1] [e.g. Stored at [e.g. Capacity [e.g. Allocated
Tents] HSS ‘X’] for 30 in annual
persons] plan]

• Each stakeholder should identify the resources, quantities, location,

specifications, and how to get the resources.
• Use the identified resources in Section 4.1 “Disaster Response Strategy for
Priority Disaster”.
• “How to get the resource” refers to:
• Loaned from another stakeholder (specify)
• Donated by another stakeholder (specify)
• Filled-in “Form 5: Notice requisitioning human and material resources
and securing premises” (refer to DM Act, 2013 Rules and Regulations).
• Buy-now using internal regular budget (specify)
• Pre-arranged contract with another stakeholder (specify)
• Etc. (specify)
• Each stakeholder should consider the DM Act, 2013 Section 71: resource
funding for specific actions in the contingency plan, should be provisioned
from the five-year plan and annual plan and budget.
• Remember that resources can be: materials/equipment, human resources, or
financial resources.
 CHAPTER 5: DISASTER RESPONSE STRATEGY
FOR MULTI-AGENCY COORDINATION
5.1 Multi-Agency Contingency Teams

EXERCISE 7: What are the shared actions which require

contingency teams and coordination between different
stakeholders
Actions of
Contingency Contigency Team Contingency Resources
Contingency
Team Lead Team Members Required
Team

Example Contingency Teams are:

• Priority disaster monitoring

• Forecasting and early warning dissemination
• Evacuation operations
• Safe area and temporary shelter management
• Search and rescue operations
• Healthcare and medical operations
• Rapid assessments
• Relief coordination and management
• Public information

• All stakeholders should discuss together.

• The template below may be used for this exercise.
• For Contingency Team specific actions, it is not essential to separate according
to the phases of the priority disaster: immediately before, during, and
immediately after.
• Contingency teams can help different stakeholders work closely together to
minimize the impacts of the priority disasters, but it is not always necessary to
establish all the teams in this template. For example, earthquake disasters do
not need a priority disaster monitoring team.
• Resources can be in terms of: materials/equipment, human resources, or
financial resources.
• It is recommended that the contingency Team Lead Departments and
Members are the same for all priority disasters.
• Contingency team Tasks will differ, depending on the priority disaster type.

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Disaster Contingency
Planning Guidelines
for Bhutan

COORDINATION MECHANISM AND CONTINGENCY TEAMS

Contingency Teams Specific Team Actions Team Lead Department

[E.g. Search and rescue [Identify safe places] [Thromde]
operations]
[Conduct search and rescue]
[Procurement of basic goods]
Team Departments Members Resources Needed Source of Needed Resources
[Police, Armed Forces, Dessup, [Emergency kits, shelter materials, [Donations from local businesses,
Trained students and teachers, food/water, basic needs, human Pre-arranged contract for basic
local community teams, volunteers, resources (capacity-building)] goods.]
business community]

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Disaster Contingency
Planning Guidelines
for Bhutan

5.2 Resource Arrangements for Contingency Teams

EXERCISE 8: What are the resource requirements for each

Contingency Team’s specific actions?
CO N T I N G E N C Y [e.g. Priority Disaster Monitoring]
TEAM:
Name of Quantity Location Specifications How to get the
Resource and Quality Resource
[e.g. Expert from [e.g. 1] [e.g. Thimphu] [Experienced [Contact DHMS]
DHMS] staff officer]

• Each stakeholder should identify the resources, quantities, location,

specifications, and how to get the resources.
• Use the identified resources in Section 4.3 “Coordination Mechanism”.
• Each contingency team should consider the DM Act, Section 71: resource
funding for specific actions in the contingency plan, should be provisioned
from the five-year plan and annual plan and budget.
• “How to get the resource” refers to:
• Loaned from another stakeholder (specify)
• Donated by another stakeholder (specify)
• Filled-in “Form 5: Notice requisitioning human and material resources
and securing premises” (refer to DM Act, 2013 Rules and Regulations).
• Buy-now using internal regular budget (specify)
• Pre-arranged contract with another stakeholder (specify)
• Etc. (specify)
• Remember that resources can be: materials/equipment, human resources, or
financial resources.
 5.3 Communication Network

EXERCISE 9: How will the Contingency Plan stakeholders

communicate immediately before, during, and
immediately after the priority disaster?

e.g. Dzongkhag
e.g. Dzongdag e.g
. tel
eph
on
Stakeholder Stakeholder e
[focal point] [focal point]

Stakeholder Stakeholder Stakeholder Stakeholder Education Sector

[focal point] [focal point] [focal point] [focal point] e.g. Staff Officer

• All stakeholders should discuss together.

• The diagram of section “3.1 Contingency Plan Structure” can be copied.
• Add the communication direction and method (e.g. telephone, fax, email)
• If the contingency plan stakeholders also need to communicate with other
organizations or individuals not directly involved in this contingency plan, this
should be added to the diagram.

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Disaster Contingency
Planning Guidelines
for Bhutan

EXERCISE 10: How will the Contingency Teams

communicate with other Contingency Teams?

E.g. Public
Information
ail
. em Team
e.g
[focal point]

E.g.
[Contingency [Contingency
Healthcare
Team X] Team Y]
and medical
[focal point] [focal point] [focal point]

• All stakeholders should discuss together.

• A similar diagram as the diagram of section “3.1 Contingency Plan Structure” can
be drawn, but for Contingency Teams.
• Add the communication direction and method (e.g. telephone, fax, email)
IMPORTANT NOTE:
The following is directly related to:

• Section 5.1: Multi-Agency Contingency Teams

• Section 5.3: Communication Network

As of 2014, the Department of Disaster Management is in the process of

institutionalizing the Incident Command System (ICS) in Bhutan, supported
by the US Forest Service.

It is intended that ICS is institutionalized at national, Dzongkhag, and

Gewog levels. Part of this includes establishment of Incident Management
Teams (IMT) at Dzongkhag and Gewog levels. It also includes necessary
coordination between IMT and the Emergency Operations Centers (EOC) – if
established at Dzongkhag and Gewog levels (refer to DM Act, 2013).

Incident Management Teams at Dzongkhag and Gewog levels include

the following sections:

• Command Staff
• Operations Section
• Planning Section
• Logistics Section
• Finance and Admin Section

Until the Incident Command System in Bhutan is finalized, it is

recommended to prepare the Contingency Plan according to Sections 5.1
“Multi-Agency Contingency Teams” and 5.3 “Communication Network”.

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Disaster Contingency
Planning Guidelines
for Bhutan

ANNEX: ADDITIONAL DOCUMENTS

A: Contact List

EXERCISE 11: What are names and contact details of all

the Contingency Plan stakeholders?
Contingency First Back-up
Plan Contact Contact
Stakeholder
[E.g. Name Name
Dzongkhag Email Email
Education
Office phone Office phone
sector]
Fax number Fax number
Mobile Mobile
phone phone
Home phone Home phone
Name Name
Email Email
Office phone Office phone
Fax number Fax number
Mobile Mobile
phone phone
Home phone Home phone
Name Name
Email Email
Office phone Office phone
Fax number Fax number
Mobile Mobile
phone phone
Home phone Home phone
Name Name
Email Email
Office phone Office phone
Fax number Fax number
Mobile Mobile
phone phone
Home phone Home phone
Name Name
Email Email
Office phone Office phone
Fax number Fax number
Mobile Mobile
phone phone
Home phone Home phone
• This table should contain the stakeholders, names, and contact details of all
who are involved in this Contingency Plan.
• The table should be extended as necessary.
• It is a key reference for communication and coordination mechanisms, as
identified in the Contingency Plan.

B. Approval and Review

EXERCISE 12: What is the official approval and review

process of this Contingency Plan?
Procedures Steps Schedule or Deadline
Approve 1. [E.g. Principal Drafter [E.g. August 2014]
sends Contingency Plan to
Dzongdag]
2.
3.
Report 1.
2.
3.
Review and 1.
Update 2.
3.

• “Approve” refers to official approval of the Contingency Plan by the relevant

authority (e.g. National Disaster Management Authority (NDMA), Chairman of
Dzongkhag Disaster Management Committee).
• “Report” refers to reporting on implementation progress of the Contingency
Plan.
• “Review and Update” refers to the review, assessment, and update of the
Contingency Plan.
• For each of the procedures, the DM Act, 2013 provides specific instructions, and
is a key reference for Annex 2: Approval and Review.

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Disaster Contingency
Planning Guidelines
for Bhutan

ANNEX
TESTING THE CONTINGENCY PLAN

Introductory Note:
The purpose of a simulation exercise is to test the effectiveness and efficacy
of the Contingency Plan (for the identified priority disaster in the specified
location). The simulation exercise is designed as a practical activity that places
participants in a simulated situation, requiring them to function in the capacity
expected of them in a real event.

Therefore, the exercise participants should be the same stakeholders that

developed the Contingency Plan. The exercise may also include the indirect
stakeholders, which are also identified in the Contingency Plan.

The exercise can be feasibly conducted in a classroom environment (e.g.

meeting hall, school classroom), with all participants within the same room.

The key steps of the simulation exercise are broadly:

1. Develop the scenario. Develop scenarios based on experiences from previous disasters (the scenario
EXERCISE
BEFORE

may be more, or less complicated; this depends on the creativity of the scenario designer). As noted
above, the scenario must be developed for the identified priority disaster in the specified location.
All participants should re-read and bring their copy of the Contingency Plan to the exercise.
2. Explain the scenario. Present the created scenarios to the simulation exercise participants. This should
clearly explain the key elements of the scenario, and allow participants to ask questions and clarifications
about the scenario.
DURING EXERCISE

3. Use the Contingency Plan and act out the scenario. Based on the contents of the Contingency Plan,
participants should then act on the scenario (as if it is actually happening now).
The participants must refer to the details in the Contingency Plan, and during the exercise, must base
their actions on these details.
* The template below may be helpful to engage the participants in the exercise.
4 End the exercise. The exercise ends when all of the key specific actions in the Contingency Plan are
completed. The end of the exercise can usually be observed when participants naturally complete the
key specific actions.
5 Evaluate the Contingency Plan. The participants should reflect on the exercise and the potential
AFTER EXERCISE

improvements for the Contingency Plan. Guiding questions include:

• Did everything go according to the contingency plan? Why/why not?
• How could coordination be improved between the stakeholders?
• What lessons can we learn when we prepare Contingency Plans for other priority disasters?
 Simulation Exercise Communication and Coordination:
In Contingency Plans, effective communication between different
stakeholders is often identified as key for successful coordination. For example,
it is essential for multi-agency coordination.

In order to practice effective communication during the simulation exercise

(and also to encourage active participation), it is helpful to use a simple
messaging system. Participants can be given multiple blank paper templates,
and should complete according to the Contingency Plan and the scenario
details.

The suggested template below contains the following sections:

• “From”: the name of the person or agency who is sending the message
• “To”: the name of the person or agency who should receive the message
• “Message”: short details of information or request for help
• “Sent via”: the means of communication. In the simulation exercise,
a paper template is used; in the real situation, one means of
communications may be preferable to another.

From: To:

Message:

Sent via: (formal letter/ telephone/ fax/ email/ others (please identify)
_______________________________________________________

• Make multiple photocopies of the template.

• Each stakeholder to write down their information/help needed from other
agencies and give to them (used during the group exercise/simulation).

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Disaster Contingency
Planning Guidelines
for Bhutan

Example Simulation Exercises:

Whilst developing the draft Contingency Planning Guidelines in 2014,
Contingency Plans were prepared in workshops in Wangdue Phodrang
Dzongkhag and Gelephu Thromde. In order to evaluate the Contingency
Plans, simulation exercises were conducted as follows:

• Earthquake in Wangdue Phodrang Dzongkhag

• Flashflood in Gelephu Thromde

The main contents of each simulation exercise are presented below. The
exercises may be adapted for other priority disasters and other geographic
locations, to evaluate new Contingency Plans. The Department of Disaster
Management (DDM) is able to provide technical support in this regard.

Example Scenario 1: Earthquake in Wangdue

Phodrang
• Date 21 May 2014
• Magnitude 6.5 earthquake
• Depth 9 km
• Epicenter – near Wangdi
• Time 6:45 am
• Ground shaking 15 seconds
• Most damage shaking occurs in Wangdi and Punakha
• Less severe, but still damaging shaking occur in Thimphu and Paro
• Aftershocks of varying density in several days after the main shocks
cause further damage to structures already weaken by previous shaking
In Wangdue Phodrang,

• Focal person of health sector is on mission abroad

• Office of EOC is partially damaged and need to find safer place for EOC
meeting
• More than 50 people with injuries requiring hospitalization and
estimation of 3 fatalities and 40 receive injuries requiring minor medical
attention
• Many of earthquake victims’ homes and possessions are destroyed or
damaged, causing many to seek short-term shelter
• Damage on bridges and roadways which blocks external assistance and
cause shortage of essential supplies (fresh flood, bottled water, fuel, etc)
• Damage occurs to water supply and distribution system, wastewater
treatment system, power and communication system (telephone,
internet)
• Few people are missing and separated from their families
• Damage to most of schools buildings and affect to students in the
classes
• Partially damage to hospitals and a cultural heritage
• Landslide occurs and block roadways, waterway and cause damage to
farmland
Immediate requests
• National level wants information to provide immediate assistance and
supports
• Media wants information to report to public
• Private sectors and volunteers wants to provide relief assistance and
helps
• Community people not sure when to move back to their houses and
whether the structure will be strong enough

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Disaster Contingency
Planning Guidelines
for Bhutan

Example Scenario 2: Flash flood in Gelephu

Thromde
• The Hydro Met department has announced through BBS, radio and
website that there will be a heavy rainfall during 23-25 May 2014 in the
Central and Southern part of Bhutan.
• The department expects riverine flood and flash flood particularly in
Wangdue Phodrang, Danaga, Tsirang, Throngsa, Zhemgang, Sarpang
and Gelephu.

In Gelephu Thromde,

• Water level of Setikharechu, Ipolechu is increasing. The heavy rainfall is

continuing for 24 hours which cause high possibility of flash flood in
Gelephu Thromde.
• DMC Chairman and a focal person of health sector are on mission
abroad.
• Heavy rainfall continues for 48 hours which causes flash flood (water
level 0.5-1.2 m) in Gelephu
• Office of EOC is flooded and need to find safer place for EOC meeting
• The residential area next to the irrigation canal is flooded. 8 houses
damaged and 10 families required to be evacuated.
• Some members of the victims are asking immediate search & rescue.
Overcrowding at the site
• More than 50 people with injuries requiring hospitalization and
estimation of 3 fatalities and 40 receive injuries requiring minor medical
attention. Some people developed diarrhea after drinking water
• Grave danger of the Satikhareychu up-stream villages being washed out
if the stream changed its course
• The Royal Bhutan Police (RBP) residential areas hit the most and hardest.
The residents, family members and children have to evacuate.
• Whole area near the border gate is flooding and inaccessible.
• A huge tree fallen right at the middle of the highway, blocking flow of
the water towards the border gate and cause damage to paddy field
• Power black out in the town and water source cut off
• Damage occurs to wastewater treatment system,
• Communication system disrupted (telephone, internet)
• It is very dangerous for teachers and students to cross the stream to
schools
• Partial damage to hospitals and a cultural heritage site

Immediate requests

• DDM wants information to provide immediate assistance and supports

• HM Secretariat is asking situation report within an hour
• 80 people were homeless and need food and shelters
• Dasho Dzongda is visiting the incident site shortly
• Media wants information to report to public immediately
• Welfare officer is asking Thromde representatives to attend the meeting
in his office
• Ministries are asking the situation report from their relevant sectors
• Local private sectors and volunteers wants to provide relief assistance
and help
• Some houses are about to collapse and inhabitants are not willing to go
out

43
Department of Disaster Management
Ministry of Home and Cultural Affairs
Royal Government of Bhutan
PO Box No: 1493
Thimphu, Bhutan
Tel No: +975-2-334944 / 321004
Fax No: +975-2-325035

ISBN 978-99936-949-0-8