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District Disaster Management Plan (DDMP) Peshawar
District Disaster Management Unit (DDMU) Peshawar
March 2017
Foreword & Acknowledgement
Peshawar, the capital city of Khyber Pakhtunkhwa is burdened with an alarming and diverse portfolio of
natural and human-induced hazards. The amplified severity and frequency of disasters due to Climate
Change and the prevailing vulnerabilities have augmented the disaster management challenges for
Peshawar. From time to time, millions of refugees and Temporarily Dislocated Persons (TDPs) have
flooded into the district stretching the resources and capacity of the systems beyond its limits and. The
pressure on public service delivery, health, education, livelihoods and governance if combined with
more future shocks may lead to unrest. Disaster Risk Reduction (DRR) is, therefore, absolutely critical
in Peshawar.
To address these enormous challenges and carry out an important responsibility entrusted to DDMU
under National Disaster Management Act 2010 (as amended by Khyber Pakhtunkhwa Amendment Act,
2012) National Disaster Management Plan and the 5 years Road Map for DRM in Khyber Pakhtunkhwa
(2014-19), DDMU developed the District Disaster Management Plan for District Peshawar. The plan –
and the implementation of its projects – will be a great help to our district, province and the country in
building systems for preventing disasters and dealing with their fall-out. The extensive participation of
all the stakeholders has already underlined the importance that we all attach to Disaster Risk
Management in Peshawar. The knowledge and lessons learnt from all stakeholders including DDMU
Swat and Nowshera where DDMPs have been earlier developed have been included in this plan.
DDMU Peshawar firmly intends to involve different line departments, particularly those
departments/organizations with extensive experience in DRM, in the implementation of this Plan.
I acknowledge support of all partners who took part in consultations and provided valuable input. CARE
International and Initiative for Development & Empowerment Axis (IDEA) provided technical and
financial support for the development of the Plan. I am grateful to Deputy Commissioner Peshawar, City
District Mayor, Project Steering Committee of ECHO/DP DRR at PDMA, Earth Quack Engineering
Centre University of Engineering Peshawar, CDPM, DRR Forum KP & FATA Chapter for their
valuable suggestions and guidance during the process. I specially thank Mr. Aziz Ur Rehman (Senior
Advisor DRR & Climate Change CARE International), Mr. Suleman Khan (Project Manager ECHO-
DP/DRR), Mr. Najeeb Ullah (Project Coordinator IDEA), Mr. Zakir Hussain (Head of Emergency
Preparedness & Response) and Mr. Shah Nasir Khan (Lead Consultant) for extending exceptional
support in the development of this document. This Plan is a ‘living document’ and shall be regularly
updated. Feedback and comments from readers will be highly appreciated to revise our future versions.
(Altaf Ahmed Shiekh)
Assistant Commissioner/DDMO Peshawar.
Message of Director General PDMA Khyber Pakhtunkhwa:
The Plan has been developed under the powers invested in DDMU in Clause 21 sub clause 1,2 &3,
Chapter IV of National Disaster Management (Khyber Pakhtunkhwa) (Amendment) Act, 2012. The Plan
is prepared by District Disaster Management Unit Peshawar supported by CARE International in
Pakistan after extensive consultation with all stakeholders including Deputy Commissioner, City District
Mayor Peshawar, all Town Nazims of Peshawar, PDMA-KP, Center for Disaster Preparedness &
Management University of Peshawar, Urban Policy Unit, Earthquake Center in University of
Engineering Peshawar, Government Line departments at Provincial and District levels with inputs from
National Humanitarian Network, Project Steering Committee, DRR Forum at Provincial Level, Civil
Society, Private Sector and Cluster Systems of the United Nation.
Major documents consulted while writing this plan includes National Disaster Management Plan,
National Disaster Response Management Framework, NDM (Khyber Pakhtunkhwa amendment) Act
2012, Road Map for DRM in KP. It is to acknowledge that some parts of this plan have been adapted
from these documents for standardization.
Technical guidance was provided by PDMA-KP especially Mr. Wajid Ali Khan (Assistant Director
DRM), CARE International and IDEA with the financial support from European Commission’s
Humanitarian Aid and Civil Protection (ECHO), while the process was led by District Disaster
Management Officer/Assistant Commissioner of District Peshawar Mr. Altaf Ahmed Sheikh who can be
reached at [email protected].
Mr. Amer Afaq
Director General PDMA KP
Civil Secretariate Peshawar
Message from Deputy Commissioner Peshawar
It is indeed a matter of great pleasure that the District Disaster Management Unit Peshawar has
managed to identify the priorities of the district in the field of Disaster Risk Management for the coming
five years. District Peshawar is faced with and prone to a number of hazards, both natural and human
induced, and we must work with dedication and commitment to usher in a culture of safety and resilience
to prevent, mitigate and reduce the risks of and prepare for any potential disaster.
I congratulate Mr. Altaf Ahmed Sheikh, AC/DDMO and the DDMU team who dedicatedly worked hard,
carried out various deliberations and came up with this much comprehensive document. The document
can be considered as one of major milestone efforts in bridging the existing gaps among disaster
prevention, mitigation, preparedness, response, recovery and sustainable development.
I also want to reassure that the District Administration resolves to undertake various initiatives, as
outlined in the Road Map for DRM in Khyber Pakhtunkhwa and the District Disaster Management Plan,
to realize our vision of Disaster Resilient and Sustainable Development in District Peshawar.
Riaz Khan Mahsud
Deputy Commissioner
Peshawar
Message by City District Nazim District Peshawar
It gives me a great sense of satisfaction that DDMU Peshawar has come up with District Disaster
Management Plan (DDMP). The district is faced with innumerable challenges, not only in terms of
multiplicity of hazards, but also in terms of its diversity, magnitude and frequency of disasters. The
district in the past few years alone faced an earthquake, floods, TDPs influx, tornadoes, torrential rains
and cyclones. These disasters of high proportions have taught us some hard and harsh lessons. The most
important being is to invest in prevention and risk reduction and to mainstream DRR into Development
planning. The DDMP is the first step in this direction and will act as a principle-guiding document to
ensure activities in DRM are synergized to achieve our vision of resilient communities, infrastructure
and disaster resilient development in the district.
The present Provincial and local Government has focused on the development of the capital city where
the plan may be considered a valuable addition to the same efforts to make this development sustainable.
I must acknowledge and appreciate the efforts of Mr. Altaf Ahmed Shiekh, young and brilliant
AC/DDMO for his dedication and unflinching commitment to prepare this document. I also appreciate
all the stakeholders that managed to give their precious time and joined during our consultative
sessions. I also want to thank CARE International in Pakistan for their generous support in making this
process possible. I assure you that we will be reviewing and revising the document yearly with all
stakeholders to keep track of our vision, count on our achievements and identify the gaps and
challenges.
A holistic approach is required and the support of all stakeholders is critical for making the DDMP a
successful initiative. I invite you all to play your active role in making Peshawar a disaster resilient
district.
Muhammad Asim Khan
City District Mayor
List of Acronyms
AC Assistant Commissioner MHVRA Multi Hazard Vulnerability & Risk
Assessment
ADPC Asian Disaster Preparedness Centre BOR Board of Revenue
CDPM Center of Disaster Preparedness &
Management
NA National Assembly
C & W Communication and Works NDMA National Disaster Management Authority
CBOs Community Based Organizations NDMP National Disaster Management Plan
CO Community Organizations NGO Non-Government Organization
CSOs Civil Societies Organizations PA Provincial Assembly
DC Deputy Commissioner PDMA Provincial Disaster Management
Authority
DDMO District Disaster Management Officer PEOC Provincial Emergency Operation Centre
DCR District Census Report PHED Public Health & Engineering Department
DDMA District Disaster Management Authority PMD Pakistan Meteorological Department
DDMC District Disaster Management Committee PRA Participatory Rural Appraisal
DDMP District Disaster Management Plan PRCS Pakistan Red Crescent Society
DDMU District Disaster Management Unit PTC Parent Teacher Council
DO District Officer PTR Pupil Teacher Ratio
DEOC District Emergency Operation Centre PTDC Pakistan Tourism Development
Corporation
EEC Earthquake Engineering Centre PWD Person With Disability
ECHO European Commission Humanitarian Aid
& Civil Protection
SOPs Standing Operating Procedures
FCC Flood Control Cell SC Steering Committee
GIS Geographical Information System UET University of Engineering & Technology
Ha Hectare VDMC Village Disaster Management Committee
TDPs Temporarily Dislocated Persons TMA Town/ Tehsil Municipal
Administration
IMR Infant Mortality Rate TDMC Tehsil/Town Disaster Management
Committee
INGO International Non-Government
Organization
TDPs Temporarily Dislocated Persons
IDEA Initiative for Development &
Empowerment Axis
UC Union Council
KP Khyber Pakhtunkhwa UCDMC Union Council Disaster Management
Committee
LGRD Local Government and Rural
Development
UNESCO United Nations Educational, Scientific
& Cultural Organization
MBT Main Boundary Thrust UNFCCC United Nations Framework Convention
on Climate Change
V/ NDMC Village / Neighborhood Disaster
Management Committee
Table of Contents
District Disaster Management Plan (DDMP) Peshawar ....................................................................... 2
District Disaster Management Unit (DDMU)Peshawar ........................................................................ 2
Table of Contents .................................................................................................................................... 10
Foreword & Acknowledgements .................................................. Error! Bookmark not defined.
Message from DC Peshawar ...................................................................................................... 7
Message by City District Nazim District Peshawar ............................................................................... 9
Chapter 1: Introduction to RM in KP, District Disaster Management Unit (DDMU) & District
Disaster Management Plan ................................................................................................................... 18
1. Disaster Management in Pakistan & KP-Historical Perspective ................................................... 18
2. PDMA Khyber Pakhtunkhwa ........................................................................................................ 19
3. NDM (Khyber Pakhtunkhwa) Amendment Act 2012 ................................................................... 19
4. District Disaster Management Unit (DDMU)-composition, powers & functions in the light of
NDM Act ................................................................................................................................... 20
1.4.1 Constitution of District Disaster Management Unit ............................................................. 20
1.4.2. Powers of Chairperson of District Unit: .............................................................................. 20
1.4.3 Powers and functions of District Unit .................................................................................. 20
1.4.4. Additional Powers of District Unit. ...................................................................................... 21
1.4.5 District Plan ............................................................................................................................ 22
5. Key Challenges faced by DDMU ................................................................................................. 22
6. District Plan Peshawar ................................................................................................................... 23
The process of developing of Disaster Management Plan was thus initiated in the light of the
powers and functions as entrusted upon the DDMU. The vision, mission and objectives as below: 23
Vision 23
Mission .............................................................................................................................................. 23
Objectives .......................................................................................................................................... 23
1.7.Process for developing DDMP Peshawar
24
1. Data collected through primary sources ................................................................................ 24
2. Data collected through secondary sources ............................................................................. 24
Chapter 2: Profile of District Peshawar ................................................................................................ 25
2.1. District Peshawar .......................................................................................................................... 25
2.2. Geography of the District ............................................................................................................... 28
2.3. Weather and Climate ...................................................................................................................... 29
2.4. Environment .................................................................................................................................. 31
2.6. Geology of the District & Landuse planning ................................................................................. 32
2.6. Demographic Profile of the District ............................................................................................... 34
2.7. Governance & Administration ....................................................................................................... 35
2.8. Economic Features ......................................................................................................................... 37
2.8.1. Agriculture .............................................................................................................................. 38
2.8.2. Livestock ................................................................................................................................. 39
2.8.3. Industry ................................................................................................................................... 39
2.8.4. Main Trading, Commercial Areas and Bazars ....................................................................... 41
2.9. Physical Infrastructure ................................................................................................................... 41
2.9.1. Roads & communication ......................................................................................................... 41
2.9.2. Irrigation ................................................................................................................................. 42
2.9.3. Piped water supply .................................................................................................................. 42
2.10. Social Infrastructure ..................................................................................................................... 43
2.10.1. Health facilities ..................................................................................................................... 43
2.10.2. Education .............................................................................................................................. 43
2.11. Urbanization, City Structure and Population .............................................................................. 46
2.11. Social & Poverty Profile ............................................................................................................. 47
2.11. Slum Areas of Peshawar .............................................................................................................. 48
Chapter 3: Hazards, Vulnerability and Risk Profile of District Peshawar ....................................... 51
3.1. Background ................................................................................................................................... 51
3.2. Methodology adopted for hazard and risk assessment ................................................................... 53
3.3. Prevailing major hazards ................................................................................................................ 53
3.3.1. Floods ..................................................................................................................................... 53
3.3.2. Earthquake .............................................................................................................................. 59
3.3.3. Mini-Cyclones/ Tornadoes ...................................................................................................... 63
3.3.4. Fires ........................................................................................................................................ 65
3.3.5. Conflicts/ Terrorism ................................................................................................................ 65
3.3.6. Temporarily Dislocated Persons (TDPs) & Refugees ............................................................ 65
3.3.7. Environmental Risks ............................................................................................................... 67
3.3.8. Epidemics & Endemics .......................................................................................................... 67
3.4. Exposure, elements at Risk and vulnerability context of the district ............................................. 68
3.5.1. Population ............................................................................................................................... 69
3.5.2. Buildings ................................................................................................................................. 69
3.6. Risk assessment of the district ....................................................................................................... 69
Chapter 4: District Disaster Management Unit’s Organizational Structure .................................... 73
1. Organizational Structure and Members ........................................................................................ 73
2. DDMU Secretariat ......................................................................................................................... 74
3. Function of DDMU ....................................................................................................................... 74
4. Local Disaster Management Committees ...................................................................................... 75
4.4.1 Tehsil/Town Disaster Management Committee (TDMC)1...................................................... 75
4.4.2. Union Council Disaster Management Committee (UCDMC) ............................................... 76
4.4.3. Village/ Neighborhood Disaster Management Committee (VDMC) ...................................... 76
Chapter 5: Key stakeholders and their role in Disaster Management ............................................... 78
1. District Disaster Management Unit (DDMU) ............................................................................... 78
2. Town Municipal Administration .................................................................................................. 81
3. Agriculture Department ................................................................................................................. 82
4. Irrigation Department .................................................................................................................... 83
5. Revenue Department ..................................................................................................................... 84
6. Health Department ......................................................................................................................... 86
7. Education Department ................................................................................................................... 87
8. Finance & Planning Department ................................................................................................... 88
9. Civil Defense Department ............................................................................................................. 89
10. Police Department ......................................................................................................................... 89
11. Social Welfare & Community Development Department ............................................................. 90
12. Communication & Works Department .......................................................................................... 91
13. Public Health Engineering (PHE) .................................................................................................. 92
14. Media ............................................................................................................................................. 92
15. Pakistan Army .............................................................................................................................. 93
16. Private Sector (NGOs, and Pakistan Red Crescent Society, etc.) ................................................. 93
17. Transport Department .................................................................................................................... 94
18. Rescue 1122................................................................................................................................... 95
19. Academia ....................................................................................................................................... 95
Chapter 6: Standard Operating Procedures for Emergency Response ............................................. 97
1. Establishment and functioning of District Emergency Operations Centre .................................... 97
2. Communication network of DEOCs .............................................................................................. 98
3. Operational staff structure ............................................................................................................. 98
4. Standard Operating Procedure – Activation Procedure for DEOC ............................................... 99
6.4.1. On Receipt of Alert (Standby - Stage 1) .................................................................................. 99
6.4.2. On Receipt of Warning (Stage 2) ............................................................................................ 99
6.4.3. Stand Down Procedure (Stage 3) ............................................................................................ 99
6.4.4. Operationalization of DEOC ............................................................................................... 100
5. Simulations and drills .................................................................................................................. 100
6.5.1. Responsibility for organizing drills ....................................................................................... 100
6.5.2. Schedules for organizing drills ............................................................................................. 100
6.5.3. Resources for organizing drills ............................................................................................. 100
Chapter 7: Priority Disaster Risk Management Strategies (2015-2020) .......................................... 101
Priority Area 8.1: Established the institutional and legal system for disaster management .............. 102
Priority Area 8.2: Prepare disaster management plans at various levels ............................................ 103
Priority Area 8.3: Conduct multi-hazard, vulnerability and risk assessment ..................................... 105
Priority Area 8.4: Establish multi-hazard early warning and evacuation systems ............................. 107
Priority Area 8.5: Promotion of training , education and awareness in relation to disaster
management, risk reduction & Climate change adaptation ............................................................... 110
Priority Area 8.6: Infrastructure development for disaster risk reduction .......................................... 113
Priority Area 8.7: Mainstreaming disaster risk reduction into development ...................................... 116
Priority Area 8.8: Establish emergency response system at District Peshawar .................................. 118
9. Summary of Budget required implementing the DDMP in the District ....................................... 120
List of Annexure .................................................................................................................................... 121
Annexure I: Maps of Peshawar ........................................................................................................... 121
Annexure II : Glimpses from the Consultative Workshops and launching ceremony ....................... 129
Annexure III: Selected basic definition useful in the District Disaster Management Plan1 ............... 130
Planning Authority: District Disaster Management Unit Peshawar Approval of the Plan: Dated December 27, 2016, Peshawar
Review, amending and updating of the Plan:
As per Clause 21 sub clause 3, Chapter IV of National Disaster Management (Khyber Pakhtunkhwa)
(Amendment) Act, 2012, “The District plan shall be reviewed and updated annually”. Accordingly,
tentative timelines for Review through Consultations, review and revision of the Plan are planned as
below. A review committee in DDMU will carry out the said function and can suggest changes as per
requirement. Review plan will be as follows;
Oct 2017 Stakeholders Consultation & Review of the Plan
Oct 2018 Stakeholders Consultation & Review of the Plan
Oct 2019 Stakeholders Consultation & Review of the Plan
Oct 2019 Stakeholders Consultation & Review of the Plan
Oct 2020 Stakeholders Consultation & Review of the Plan
This District Disaster Management Plan (DDMP) is a living document and it will continue to improve
based on stakeholder‟s feedback. The review committee will also be required to update the sections of
plan specifically related to MHVRA (as it is carried out) and priorities in consultation with Academia
and other stakeholders if necessary. More accurate and authenticated sources and data if available will be
utilized for the review and revision. It may not always be possible to publish these profiles/updated plans
in print format; however PDMA and/or DDMO Peshawar will ensure that these updates are made
available on PDMA and District Peshawar official websites. For updated version of following profile,
please visit www.dcpeshawar.gkp.pk and www.pdma.gov.pk
Any questions/comments concerning information presented in this report can be addressed to:
District Disaster Management Officer (DDMO) Peshawar email: [email protected]
Figure 1: Peshawar Snapshot
Chapter 1: Introduction to Risk Management in Khyber Pakhtunkhwa, District Disaster
Management Unit (DDMU) & District Disaster Management Plan
1. Disaster Management in Pakistan & KP-Historical Perspective
The Punjab National Calamities (Prevention and Relief) Act, 1951, Khairpur National Calamities
(Prevention and Relief) Act, 1954, and the West Pakistan National Calamities (Prevention and Relief)
Ordinance were repealed by the 1958 „Calamity Act‟ of Pakistan1. This act was to provide for the
maintenance and restoration of order in areas affected by certain calamities that are described in the act,
and for the prevention and control of and relief against them. Although prevention is stated to be a
priority area under the act, there is little or no evidence within the rest of the document of any prescribed
action or measures to achieve this. Once an area is declared to be a „calamity affected area‟, a Relief
Commissioner is appointed for the province or for part of the affected province. This Relief
Commissioner is responsible for the execution of emergency relief activities and any activities relating to
this, including the restoration of order. Emergency Relief Cells supplemented the various calamity acts
and ordinances in each province, which were characterized by their overlapping roles and
responsibilities. An Emergency Relief Cell was created within the cabinet division in 1971 and was held
responsible for disaster relief at the national level. The role of this Emergency Relief Cell at the Federal
level was to provide funding and resources to the corresponding bodies at provincial levels. 2005 was a
turning point for disaster management in Pakistan. Not only was this the year when Pakistan became a
signatory to the Syndai Framework of Action, indicating a shift toward more comprehensive disaster
management that is proactive as well as being reactive, but also was the year when the country was
struck by a devastating earthquake whereby damage and casualties over an area of 30,000 km2 in Khyber
Pakhtunkhwa (the then N-W.F.P. Province of Pakistan) and parts of Pakistan-administered Kashmir
occurred2. The sheer scale of this disaster highlighted Pakistan‟s vulnerability to disasters and further
enforced the commitment to better DRR practices, resulting in the promulgation of the National Disaster
Management Ordinance (NDMO) in 20063
. The ordinance provided legal and constitutional
arrangements for disaster management at federal, provincial and district levels. The NDMO provided the
National Disaster Management Commission (NDMC) as the apex body for managing disasters, with the
National Disaster Management Authority (NDMA) as its administrative arm. The National Disaster
Management Authority will deal with the „entire spectrum of disaster management in the country‟.
Under consultation with UN agencies and I/NGO‟s, the Government of Pakistan in 2007 established a
national framework for disaster risk management known as the National Disaster Risk Management
Framework (NDRMF) which identified nine priority areas for a five year action plan, ranging from
institutions and legal arrangements to early warning systems and training, as well as identifying
institutions responsible for disaster management in the country. However, due to overlapping roles and
responsibilities of the actors in the disaster management spectrum, disaster management remained
disorganized.
1 National Disaster Management Authority (NDMA). NDMA Annual Report 2010; 2011. www.ndma.gov.pk 2 Dr. A. Naeem, Dr. Qaisar Ali, Muhammad Javed, Zakir Hussain, Amjad Naseer, Syed Muhammad Ali, Irshad
Ahmed, and Muhammad Ashraf. “Pakistan: A Summary Report on the Muzzafarabad Earthquake”, Earthquake
Engineering Center at the Department of Civil Engineering, N-W.F.P. University of Engineering and Technology,
Peshawar, Pakistan 3 Government of Pakistan. National Disaster Management Ordinance 2006. Islamabad, Pakistan; 2006 (Source:
www.ndma.gov.pk )
In December, 2010, the NDMO was converted into an Act of the Parliament as the National Disaster
Management Act (NDMA) 2010, with retrospective effect from August 2007. The three tier hierarchical
framework sets out the National Disaster Management Commission headed by the Prime Minister as
being at the top of the hierarchy and responsible for national disaster policymaking in the country. The
National Disaster Management Authority is the focal point for the coordination and implementation of
disaster management policies in the country. The second tier consists of the Provincial Disaster
Management Commissions and at the third tier, Provincial Disaster Management Authorities and District
Disaster Management Authorities, which are responsible for drawing up Disaster Management plans at
their administrative level4. 2012 and 2013 was yet another landmark year in the disaster management
arena in Pakistan when National Disaster Management Plan (NDMP) National Disaster Risk Reduction
Policy of Pakistan were formulated to „advocate an approach to disaster management that focuses on
reducing risks‟. PDMA Khyber Pakhtunkhwa, taking a lead among the provinces was the first one to
develop a five years Road Map for DRM in KP (2014-19)5. Although this plan, policy and road map of
KP are thorough and comprehensive, its implementation is still a question mark, especially in its failure
to create institutional synergies and assignment of responsibilities to various layers of governance and
actors in the field. This means that the issue of overlapping duties and responsibilities of departments is
carried forward yet again.
2. PDMA Khyber Pakhtunkhwa:
Provincial Relief Commissioner-ate (PRC) was established under the BOR in 2006 and PDMA, Khyber
Pakhtunkhwa established on 27 October 2008. PRC was abolished w.e.f. 30th June 2010 after the passage
of National Disaster Management Act (NDM Act 2010). Relief, Rehabilitation and Settlement
Department (RRSD) was established on 1st July 2010 whereas the functions of RRSD were notified in
2010 under Rule of Business (RoB), 1985. PDMA KP was declared Attached Authority of Relief,
Rehabilitation and Settlement Department (RRSD) along with Rescue 1122 & Civil Defense, with all
three placed under RRSD.
3. NDM (Khyber Pakhtunkhwa) Amendment Act 2012
NDM Act 2010 was enacted under Article 144, which means that Federation Legislating on behalf of
Provinces & Empowerment by Provincial Legislature Resolutions. The Last clause of the act is referred
to as Disassociation whereby it is possible that any amendment be done by the assembly of the
respective province as deem appropriate. Due to the specific needs of the KP Province in the wake of
protracted conflict and man-made crises, under the Disassociation clause PDMA-KP moved the
legislation of amendment to the Act known as NDM (Khyber Pakhtunkhwa) Amendment Act 2012.
Under the amendment, Sections 2, 13, 14, 15, 18, 30, 38 were amended while the Inserted Sections
includes Section 15 (A), 15 (B), 41(A), and 47 (A) & Section 39 was substituted. District Disaster
Management Authority was renamed as District Disaster Management Unit (DDMU) in Khyber
Pakhtunkhwa6.
4 Zubair Ahmed, Disaster risks and disaster management policies and practices in Pakistan: A critical analysis of
Disaster Management Act 2010 of Pakistan, International Journal of Disaster Risk Reduction, Volume 4, June
2013, Pages 15-20, ISSN 2212-4209, http://dx.doi.org/10.1016/j.ijdrr.2013.03.003. 5 The 5-years Road Map for DRM in KP can be accessed through www.pdma.gov.pk
(http://www.pdma.gov.pk/sites/default/files/drm_road_map_2014-19.pdf) 6 The amended act can be accessed through (http://www.ifrc.org/docs/IDRL/-
%20To%20add/Pakistan%20NDMAAct2010.pdf )
4. District Disaster Management Unit (DDMU)-composition, powers & functions in the light
of NDM Act
Under Chapter IV of the Act the establishment and notification of the DDMU has been articulated. Few
important points as below:
1.4.1 Constitution of District Disaster Management Unit
The District Unit shall consist of such number of members, as may be prescribed by the Provincial
Government and unless the rules otherwise provide, it shall consist of the following members, namely:-
(a) Head of the local council at the district level (by whatever name called) or the Administrative
Head of the district who shall be Chairperson, ex- officio;
(b) Deputy Commissioner;
(c) District Police Officer, ex-officio;
(c-i) 01 Executive Engineer (Communication and Works);
(c-ii) 02 Executive District Officer (Education);
(d) Executive District Officer, Health; and
(e) Such other district level officers, to be appointed by the District Government.
1.4.2. Powers of Chairperson of District Unit:
The Chairperson of the District Unit shall, in the case of an emergency, have power to exercise
all or any of the powers of the District Unit but the exercise of such powers shall be subject to
ex-post facto approval of the District Unit.
1.4.3 Powers and functions of District Unit
Subject to the provisions of the Act, the District Unit shall be as the district planning, coordinating and
implementing body for disaster management and take all measures for the purposes of disaster
management in the district in accordance with the guidelines laid down by the National Authority and
the Provincial Authority. Without prejudice to the generality of the foregoing provisions, the District
Unit may:
a) Prepare a disaster management plan including district response plan for the district;
Co-ordinate and monitor the implementation of the National Policy, Provincial Policy, National
Plan, Provincial Plan and District Plan;
b) Ensure that the areas in the district vulnerable to disasters are identified and measures for the
prevention of disasters and the mitigation of its effects are undertaken by the departments of the
Government at the district level as well as by the local authorities;
c) Ensure that the guidelines for prevention, mitigation, preparedness and response measures as laid
down by the National Authority and the Provincial Authority are followed by all departments of
the Government at the district level and the local authorities in the district;
d) Give directions to different authorities at the district level and local authorities to take such other
measures for the prevention or mitigation of disasters as may be necessary;
Lay down guidelines for preparation of disaster management plans by the departments of the
Government at the districts level and local authorities in the district;
e) Monitor the implementation of disaster management plans prepared by the Departments of the
government at the district level;
f) Lay down guidelines to be followed by the departments of the Government at the district level;
g) Organize and co-ordinate specialized training programmes for different levels of officers,
employees and voluntary rescue workers in the district;
h) Facilitate community training and awareness programmes for prevention of disaster or
mitigation with the support of local authorities, governmental and non-governmental
organizations;
i) Set-up, maintain, review and upgrade the mechanism for early warnings and dissemination of
proper information to public;
j) Pprepare, review and update district level response plan and guidelines;
k) Co-ordinate with, and give guidelines to, local authorities in the district to ensure that pre-
disaster and post-disaster management activities in the district are carried out promptly and
effectively;
l) Review development plans prepared by the departments of the Government at the district level,
statutory authorities or local authorities with a view to make necessary provisions therein for
prevention of disaster or mitigation;
m) Identify buildings and places which could, in the event of disaster situation, be used as relief
centers or camps and make arrangements for water supply and sanitation in such buildings or
places;
n) Establish stockpiles of relief and rescue materials or ensure preparedness to make such materials
available at a short notice;
o) Provide information to the Provincial Authority relating to different aspects of disaster
management;
p) Encourage the involvement of non-governmental organizations and voluntary social-welfare
institutions working at the grassroots level in the district for disaster management;
q) Ensure communication systems are in order and disaster management drills are carried out
periodically; and
r) Perform such other functions as the Provincial Government or Provincial authority may assign to
it or as it deems necessary for disaster management in the District.
1.4.4. Additional Powers of District Unit.
For the purpose of assisting, protecting or providing relief to the community, in response to any disaster,
the District Unit may –
a) Give directions for the release and use of resources available with any department of the
Government and the local authority in the district;
b) Control and restrict vehicular traffic to, from and within, the vulnerable or affected area.
c) Control and restrict the entry of any person into, his movement within and departure from, a
vulnerable or affected area.
d) Remove debris, conduct search and carry out rescue operations;
e) Provide shelter, food, drinking water and essential provisions, healthcare and services;
f) Establish emergency communication systems in the affected area;
g) Make arrangements for the disposal of the unclaimed dead bodies;
h) Direct any department of the Government of the Province or any authority or body under that
Government at the district level to take such measures as are necessary in its opinion.
i) Require experts and consultants in the relevant fields to advise and assist as it may deem
necessary.
j) Procure exclusive or preferential use of amenities from any authority or person;
k) Construct temporary bridges or other necessary structures and demolish structures which may be
hazardous to public or aggravate the effects of the disaster;
l) Ensure that the non-governmental organizations carry out their activities in an equitable and
non-discriminatory manner; and
m) Take such other steps as may be required or warranted to be taken in such a situation.
1.4.5 District Plan7
1. There shall be a plan for disaster management for every district of the Province.
2. The District Plan shall be prepared by the District Unit having regard to the National Plan and
the Provincial Plan.
3. The District plan shall be reviewed and updated annually.
5. Key Challenges faced by DDMU
1. Relief Paradigm with focus on relief and compensation after any calamity and no investment in
disaster risk reduction
2. DDMU not capacitated and fully functionalized with no dedicated staff to work on entire spectrum
of DRM with focus on risk reduction at the district level. District Disaster Management Officer
7 NDM (Khyber Pakhtunkhwa) Amendment Act 2012
(DDMO) portfolio is carried out as an additional responsibility by Assistant Commissioner of the
District.
3. Lack of financial resources and enough capacities including financial resources to deal with the
disaster/emergencies.
4. No DRM Plan of the province and the district
5. Weak coordination mechanism between PDMA, DDMU to deal with disaster and still need to be
enhanced.
6. Absence of DRM budget heads in annual development plans.
7. Lack of awareness and resources to implement the DRM checklist of planning commission of
Pakistan8.
8. Absence of technical studies especially related to multi hazard, vulnerability and risk assessment
which acts as foundation for the development practices.
9. No mechanism of and awareness regarding contingency planning, emergency response plans,
simulation exercises etc.
6. District Disaster Management Plan Peshawar
The process of developing of Disaster Management Plan was thus initiated in the light of the powers and
functions as entrusted upon the DDMU. The vision, mission and objectives as below:
Vision
Disaster Resilient Peshawar District
Mission
To manage and mitigate disaster risks and climate change impacts through synergized planning efforts
by all stakeholders in order to lessen the vulnerabilities and enhancing the local capacities.
Objectives
In line with the United Nations Sendai Framework for Disaster Risk Reduction 2015-2030; NDMA‟s
National Disaster Management Plan 2012-2022; and PDMA KP‟s Road Map for Disaster Management
2015-2019, the following objectives are listed below:
1. To identify the Multi Hazards, Vulnerabilities, Capacities and Risk Assessment in District
Peshawar in order to build consensus on and to prioritize areas of interventions in the district
2. To functionalize the institutional mechanism for effective disaster management in the district;
3. To ascertain the prioritized disaster risk reduction / Climate change adaptation measures
essential for reduction of disaster risks and its impacts;
4. To chalk out tentative timeframe and potential partners for the implementation of the disaster
risk management plan;
5. To plan for effective preparedness, emergency response and post disaster recovery mechanism
8 The checklist along with circular of Planning Commission dated 23rd Nov 2010 can be downloaded from
http://www.ndma.gov.pk/site/plans/Checklist-of-Planning-Commission2010.pdf
7. Process for developing DDMP Peshawar
The District Disaster Management Plan (DDMP) has been developed through series of in-house
discussions and consultative meetings with all stakeholders including PDMA, DDMU & LG
Representatives, Consultation and validation workshops and discussion on and formal endorsement of
roles and responsibilities of different stakeholders in the disaster management system in the district.
The Data were collected through various primary and secondary sources while tools like Focus Group
Discussions (FGDs), Key Informant Interviews (KIIs), and Standard Questionnaire forms were utilized.
The results of FGDs of situational analysis of Urban DRM were also utilized which included brief
survey of perceptions of hazards and level of information and preparedness of communities in four
different localities of Peshawar (Karim Pura, Warsak Road, Gulbahar and Hayatabad). The LG-SAT
tool, UNISDR tool kit findings of same study has also been utilized. GIS techniques were used to
prepare required maps. The Earthquake Engineering Centre (EEC) UET Peshawar prepared earthquake
hazard map for Peshawar. Discussions were also held with key stakeholders involved in both districts of
KP (Nowshera and Swat) where the DDMPs have been developed and launched in 2015. Lessons learnt
from both the districts were utilized during the planning and development process for Peshawar DDMP.
1. Data collected through primary sources
Various data collection tools were used in meetings and workshops to consult the stakeholders and to
validate the information collected through various tools. These tools include;
Focus Group Discussions;
Key Informant Interviews in various meetings;
Hazard zonation mapping acquired from various available sources;
Standard questionnaire surveys in few areas of Peshawar.
2. Data collected through secondary sources
Various offices were visited and their update data on their websites along with data and publications of
Bureau of Statistics KP were utilized to collect the relevant information for preparing profile. Data were
collected from the following offices and/ or their websites/ publications;
National Disaster Management Authority (NDMA) Islamabad;
Provincial Disaster Management Authority (PDMA) Khyber Pakhtunkhwa;
Bureau of Statistics KP Peshawar;
Deputy Commissioner Office Peshawar.
Urban Policy Unit P&D KP, Peshawar
Various Departments of Khyber Pakhtunkhwa;
Departments of District Peshawar.
Offices of Town Nazims & LG representatives
2.1. Inception & Consultative meeting with PDMA Project Steering Committee Members
(Government departments and I/NGOs) Meeting
Inception meeting was held at PDMA HQ Peshawar on 21st March 2016 chaired by Deputy Director
(T&A) PDMA and attended by Line Departments to share the findings of Situational Analysis Study of
Urban DRM in Peshawar and to carry out consultation/ brainstorming for DDMP Peshawar. The
methodology of development of the DDMP and table of contents were shared with participants and the
steering committee approved them in principle.
Series of inception meetings were also organized separately during March 22-31 2016 to orientate the
stakeholders on the process of development of DDMP, identify their existing roles and responsibilities,
identify gaps, availability of resources and acquire some relevant information and data for the DDMP.
2.2. Consultation Session with Local Government / City District Government
representatives on 4th
April 2016 at Peshawar
A consultative workshop was organized on 4th April 2016 at Town-3 Nazim Office Peshawar to discuss
the process for DDMP, get knowledge of the roles and effectiveness of newly established LG system and
to chalk out the way forward for finalization of the roles and responsibilities of different organizations in
the DDMP. Extensive Discussions were carried out to identify, validate and prioritize villages and
neighborhood Councils as per disaster risks. The suggestions were incorporated in the final report.
Workshop was chaired by the Town Nazim Mr. Arbab Muhammad Ali Khan while TMO Mr. Ihsanullah
Khan and representative from different organizations participated in the said workshop
2.3. Consultation workshop with faculty and students of Centre of Disaster Management &
Preparedness (CDPM), University of Peshawar on 4th April 2016 at Peshawar
2.4. A consultative workshop was organized on 4th April 2016 at Centre of Disaster
Management and Preparedness, University of Peshawar to discuss the process for DDMP,
discuss the table of contents and roles and responsibilities of different organizations as well
as SOPs in the DDMP. Wide-ranging discussions were carried out. The suggestions were
incorporated in the final report. Director CDPM, professors & faculty members and around
40 students of PhD, M. Phil, MS and BS participated in the said workshop.Roles &
Responsibilities shared with all relevant Stakeholders by DDMU for comments and
concurrence on Disaster Risk Management
The draft roles and responsibilities of every stakeholder were shared with Line Departments by DDMU
through formal letters. Ample time was provided to respond on if any amendments were required.
Final Consultation workshop with district government departments, Academia and I/NGOs on 26th
August 2016 at Peshawar
Before formal launching ceremony of the DDMP, draft plan shared with the Deputy Commissioner,
DDMO and other key stakeholders and discussion continued over the key interventions specified in the
document and make necessary correction and updating.
Besides these meetings and workshops, series of in-house meetings were conducted at PDMA KP,
District Nazim Office, DC Office, DDMU, CARE International/IDEA offices. Based on continued
discussion and in-house consultation, the DDMP was revised to incorporate suggestions given by the
stakeholders and above organizations.
Chapter 2: Profile of District Peshawar
2.1. District Peshawar
Peshawar, the capital of Khyber Pakhtunkhwa (KP) province, is located at the north-west end of
Pakistan, about 160 km west of federal capital Islamabad. Peshawar has a geo-strategically important
location and an enriched history. This city has seen the rise and fall of many civilizations. It was once the
center of Gandhara civilization and has subsequently been ruled by Persians, Greeks, Buddhists,
Kushans, Afghans, Mughals, Sikhs and the British, up to the independence of Pakistan in 1947. Under
the latest revision of Pakistan's administrative structure, promulgated in 2001, Peshawar was given the
status of a city district.
The history of Peshawar can be traced back to the Persian rulers, the Alchaemenians and Sassanians. In
the Alchaemenian text, it indicates a region on the North West frontier of India. From the west, Peshawar
was the first to meet on the way to India and hence, the name is derivable from the Persian “Pesh
Awardan” (the one that comes first). This region remained under the Persian control until it was
conquered by Alexander the Great in 326-7 B.C2.
Later on, the region was ruled by Chandra Gupta Maurya, who defeated the Greeks. The Mughal
emperor Babar came to Peshawar in 1530 A.D. He used the name as “Parashawar”. He also used the
name Baghram for Peshawar. His grandson Akbar formally gave the name Peshawar that means „The
Place of the Frontier‟9. In 1818, Ranjit Singh, the Sikh ruler of Punjab, conquered Peshawar. The British
succeeded the Sikhs and occupied Peshawar in 1849, but as much as Sikh rule had been hated, its British
replacement aroused little enthusiasm. More or less continuous warfare between the British and the
Pashtuns necessitated a huge British garrison on the west side of the city. The British ruled the region
from 1849 to 1947, when it became part of Pakistan.
9 Khan, Shah Nazar (2004), Ancient Peshawar (An Analysis of the History and Archeology), Ph.D Thesis, Area
Study Center, University of Peshawar
Figure 2: Map of District
From its inception some 2000 years ago and up to the 16th and 17
th Centuries, the area now referred to as
the “Old City” was the core commercial and residential area of Peshawar. At the beginning of the last
century (1900-1915), the Cantonment area to the west of the railway line was developed to provide
housing for the military personnel stationed there at the time. This has since been extended to provide
housing for Government employees. Since the mid 1950‟s, this Old City area has become overcrowded,
congested and polluted and the urban sprawl had extended to the areas immediately south and east as
well as across the rail line to the north into the then farming area.
During the 1960‟s, the University Town developed to the west while to the east, ongoing developments
occurred to the north of the railway line at Sikandar Pura, Nishtarabad and Gulbahar and the Dabgari
Gardens to the west. These evolved with minimal influence of formal town planning input. In the 1980‟s
the new town of Hayatabad adjacent to the western edge of University town was developed by the
Peshawar Development Authority. Since then, informal settlement has continued to the west as far as the
boundary of the tribal area bordering Afghanistan. More recently, the Regi Model Town development to
the north of Hayatabad is being developed by the Peshawar Development Authority to cater for demand
from residents in the medium to poor category. Similarly, Defense Housing Authority (DHA) is under
development in the same area. These all developed on the basis of both the east west international rail
line and GT Road serving the trade route to Kabul. It is essentially this influence, which created the basis
of the east west linear form Peshawar displays today.
2.2. Geography of the District
District Peshawar is bounded by tribal agencies on its three borders. It is situated near the eastern end of
the Khyber Pass. The total area of this district is 1,257 square km. Peshawar lies between 33° 44 and 34°
15 north latitude and 71° 22 and 71° 42 east longitude.
The City District Government Peshawar has been divided into four Towns namely Town-I, Town-II,
Town-III and Town-IV. In addition to that, the city‟s urban areas include the Cantonment and new
housing schemes of City District Municipal Department (CDMD) such as Hayatabad and Regi Lalmah.
Town-I and Town-III are mostly composed of city/urban area, while Town-II and Town-IV primarily
consist of rural suburbs. Peshawar is an urban district in nature and 48.5 percent of the total population
resides in urban areas. The city district is composed of 130 neighborhood councils and 216 village
councils.
District Peshawar is bounded by tribal agencies on its three borders with Khyber Agency and Mohmand
Agency towards west, District Nowshera towards east, District Charsadda towards north and Khyber
Agency towards south. The Afghan border is approximately 40 Km to the West. The district comprised
of 92 union councils.
Figure 3: District Peshawar in context of Peshawar Valley and KP
2.3. Weather and Climate
The climate of District Peshawar is sub-tropical, semi-arid and sub-mountain with winter and monsoon
rainy season, because of which Peshawar experiences considerable precipitation during winter and
summer.
Generally, four seasons prevail in the area, which may climatologically be divided as:
i. Winter: December-March
ii. Pre-monsoon: April-June
iii. Monsoon: July-September
iv. Post-monsoon: October-November
During winter season, the western disturbances pass over the region and cause rainfall. If there is a
strong trough, the air mass may get moisture supply from the Arabian Sea. Sometimes the path of
western disturbance slightly moves to lower latitudes (middle part of the country) resulting in increasing
number of rainy days. During the month of March which is the ending of winter season tracks of western
disturbance lie more towards southern Pakistan. The western disturbance normally enters through Quetta
and moves towards Peshawar.
Pre-monsoon season is a transition period from the winter circulation to the monsoon circulation in the
region. During this season, westerly waves shift northwards and relatively the frequency of western
disturbances become less. It remains active over the northern parts of the region with the decreasing
frequency of occurrence as compared to the peak winter months. Sometimes, due to intense solar
heating, mesoscale convective systems dominate over the plains and mountainous areas. As a result,
heavy downpour associated with hailstorm and thunderstorms occur. Southwest monsoon rains start
from the month of July and last till September. These rains are quite heavy and can cause significant
flooding, even severe flooding if they interact with the waves of western disturbance in the upper parts of
the country. Post-monsoon Season is transition period from the monsoon seasons to the winter season in
the region. In this season the rainfall activity is very less and the temperatures become lower.
Precipitation is relatively high in winter and monsoon seasons. The area receives more rain during winter
season than in summer ranging from about 20 to 76 mm. Maximum average monthly temperature is in
the months May-June ranges from 37-40⁰C. Low temperature occurs during November to March with
minimum value of 18.6⁰C in January. Wind is influenced by a wide range of factors, from large scale
pressure patterns, to the time of day and the nature of surrounding terrain. The mean surface wind speeds
vary during the year from 2 to 6 knots and the direction is usually variable. The average humidity is not
high over the region. Under the influence of western disturbances and monsoon rainfall it rises locally.
The mean relative humidity ranges from 42 to 69 percent during the year. The surface wind speed varies
during the year from 2 to 6 knots, and the direction is usually variable.
Figure 4: Increasing trend in mean max temp in Peshawar Source: Climate Change Cell, Environment
Department KP)
27.0
28.0
29.0
30.0
31.0
32.0
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
2007
ME
AN
MA
X T
EM
P
YEARS
Peshawar Mean Max 1979 - 2008
Figure 5. Rainfall in Peshawar (1979-2008), Source: PMD Peshawar
2.4. Environment
Peshawar has numerous environmental problems like other metropolitan cities of the world. Issues of
environmental pollution particularly with physico-chemical parameters of waters, air and noise pollution
are predominant. The relative measurements of various parameters, the spot values of pollution
indicators, its comparison with the permissible standards set by International Agencies and various
studies indicate that the water quality of Peshawar metropolis is threatened due to heavy discharge of
toxic industrial and domestic effluent. The untreated municipal and industrial effluents are finally
disposed in the natural water drains including Budni Nullah, Bara River leading to Kabul River.
The other identified sources of pollution entering the Kabul River system are untreated industrial effluent
from sugar mills, paper and board mills, tanneries, textile mills, ghee and chemicals factories scattered
all across the river bank.
As per study carried out by Pakistan Council of Research in Water Resources (PCRWR)10
in year 2008
for Water Quality Assessment Survey of Clean Drinking Water, the status of ten union councils of
Peshawar is witnessed here. The survey indicated that out of ten samples one sample indicates higher
value of hardness and the other shows higher value of nitrates comparing with the WHO standards. The
two major causes of non-safe drinking water were bacteriological contaminants and iron.
Bara River, Budni Nullah received untreated sewage and wastewater from the eastern and central part of
Peshawar and ultimately fall into Kabul River after passing through several residential and agricultural
areas.
10 http://www.pcrwr.gov.pk/waterqlty.html
0.0
22.5
45.0
67.5
90.0
112.5
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
2007
To
tal R
ain
fall
years
Peshawar Rainfall 1979-2008
Total Rainfall
The untreated Industrial effluent is not only dangerous to human and aquatic life but is also producing
obnoxious smell along its route, which causes adverse impacts on the associated environment. The water
of these seepage drains and River Kabul gets heavily polluted due to discharge of untreated municipal
and industrial effluents. The water of drains and river in downstream is used for cattle drinking, washing
and bathing purposes which spreads water borne diseases. Owing to extensive retentions of sewage in
the drains, aerobic process starts, with obnoxious smell increasing the nitrous and sulphatecordes. This
creates an environmental disaster for the habitat.
In Peshawar, the increased number of vehicles without proper testing, factories established without
proper planning, smoke and dust on the roads has created an atmosphere which is neither acceptable to
human life nor climate friendly. The industrial units are scattered over a vast area with greater
concentration in and around the city. Industrial emissions from chimneys are also a source of air
pollution in these areas. The increased number of brick kilns situated in the province particularly in
Peshawar has almost doubled the level of air pollution mainly due to the use of large amount of
unauthorized fuel. Massive burning of solid waste and domestic activities are also contributing air
pollution.
As per Peshawar Foundation report “Peshawar is the most polluted city of Khyber Pakhtunkhwa (KP)
Province with carbon dioxide emission reaching up to 23 particles per million (ppm) against the World
Health Organization guidelines of 10ppm,” owing to emissions from vehicles, industries and brick kilns;
massive burning of solid waste/refuse, domestic burnings and use of ill-maintained vehicles.
As per World Health Organization (WHO) Standards, the level of sound generated by an activity, object
or person etc. is the sound that exceeds the maximum permissible level i.e. 85 dB and may likely to
annoy, distract or even harm others.
Although recent database is not available on noise pollution yet some historical studies on Peshawar are
available and may be considered as reference. Noise survey was conducted at the main traffic junctions
and it was observed that the average noise level in Peshawar City was above 90dBin all the cases as
compared to the WHO limits of 85 dB (decibel).
2.6. Geology of the District & Land-use planning
District Peshawar is underlain by recent river, stream and flood plain deposits, which belong to the
Pleistocene age group. Such deposits constitute about 80% of the District area. These are classed into
three types i.e. Stream beds, Fan deposits and Alluvium. Apart from these, about 20% of the area of the
Peshawar district is covered by other rock types. These rocks are typically revealed in the outcrops to the
west, southwest and south of the district. These include Tertiary Rocks, Jurassic Rocks, Paleozoic Rocks
and Precambrian Rocks.
About 80% of District Peshawar adjacent to Khyber Agency is covered by Landi kotal slate and Manki
formation in Khyber area slate with subordinate argillaceous limestone intruded by dolorite dykes.
Manki formation consists of dark gray, black thin bedded argillite sericite bearing slate, phyllite and
subordinate lenses of limestone, gravel sand and silt which has a bearing capacity in the range of 7-8 ton
per sqft for gravel and 0.2-0.3 ton per sqft for clay soil with low water table. Therefore, as far as geology
is concerned, the District area is suitable for urbanization, provided other factors permit.
Regarding seismicity in the District, Peshawar lies in zone 2b of minor damage zone corresponding to
PGA (Peak Ground Acceleration) value of 0.0667g to 0.1g. There have been several earthquakes in late
19th century generated by faults in District Peshawar. Due to the Hindukush ranges seismically active
since few years, Peshawar districts has had several earthquake jolts recently, the most notable among
them was the 26th October 2015 earthquake, which caused damages in Peshawar.
Land use planning has not been a central feature of the long term development of the city. As a
consequence, those areas that reflect a well-structured and planned urban form are to the west of the rail
line as it crosses GT Road. For much of this planned area, the road network, the residences and the
general urban streetscape are significantly better than that of eastern areas11. But as with many other
Pakistani cities, Peshawar‟s expansion has largely been unplanned and unregulated, with development
taking place mainly along the major roads and routes leading to other regional centers. The Urban Policy
Unit P&DD KP is however working on a land use/ Development plan for Peshawar.
Figure 6: and-use plan (Source: UPM P&D KP)
11 ADB/CDIA Interim Report, March 2014 CDIA: Urban Transport Pre-Feasibility Study in Peshawar, Pakistan 21
2.6. Demographic Profile of the District
The total population of Peshawar as per 1998 Census was 2,026,851. Population of district Peshawar has
an estimated inter-censual growth rate of 3.58% per annum, which means that the population doubled
itself in 19.36 years from 1998. A total of 46.07 per cent of the population as per 1998 census was
below 15 years of age and 2.55 per cent was 65 years or above. The estimated population for 2015 is
3,685,634 showing an 81.84% increase in 17 years from 1998.
The male population is 1,936,942 (52.6%) and female population is 1,748692 (47.4%). The average
household size is 8.5 with 48.5 % urban and 51.5 % rural population.
Figure 7: Growth pattern Peshawar (Source: KP BOS)
Figure 8: Male-female population in Peshawar
2026851. 2099412. 2174571. 2252420. 2333057. 2416581. 2503094.
2592705. 2685524. 2781666. 2881249. 2984398. 3091239.
3201906. 3316534.
'-
850,000
1,700,000
2,550,000
3,400,000
4,250,000
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
POPULATION GROWTH PATTERN
Dependent population, in the case of Peshawar district, is 48.62% of the total population. The working
population of the district is 51.38%, which shows that dependency ratio12
in the district is 95%.
Population forecast for Peshawar as estimated by Urban Policy Unit (UPU) is around 6.2 million by
2033 (the two closer estimates, i.e. about 5.3 million under regression model, and 4.9 million under
cohort survival have been averaged to achieve more accuracy). The estimates under the three forecasting
models and the recommended population for different years are graphically illustrated as below in figure
10.
Figure 9: Peshawar population forecast
It is estimated that 57% of the population is under 20 years of age. The additional population during the
period 2013-2018 is estimated to be around 410,160 while that in the subsequent 15 years (2018-2033),
the additional population will be about 1,336,942. The housing demand in these two time periods will
accordingly be 68,360 and 222,824 respectively, or in aggregate, 291,184 plots. This is based on the
assumption that each family of 6 will have one house.
Current Housing backlog in the district is around 189,475 houses. The caseload of the millions of
displaced/ refugee population has not been taken into account while calculating the backlog.
Population (2013) Houses Required Existing Stock Current Backlog
3,360,393 560,066 370,591 189,475
Table 1: Current Backlog of Housing in Peshawar
2.7. Governance & Administration
As per the Khyber Pakhtunkhwa District Government Rules of Business, 201513
the executive authority
of the district government is vested in the City District Nazim while the Deputy Commissioner is the
12 KP Development Statistics 2014 13 http://lgkp.gov.pk/the-khyber-pakhtunkhwa-district-government-rules-of-business-2015/
2.9353 3.3604
3.7706 4.2016
4.6468 5.1075
2.50
3.50
4.50
5.50
6.50
2008 2013 2018 2023 2028 2033
Po
pu
lati
on
in
millio
ns
Years
Population Forecasts by Different Models District Peshawar
Extrapolation Regression Cohort Survival Recommended
administrative head of all the district line departments while each department has their own head in the
district as District Officer DO (1st tier administration).
With the changing Governments and resultantly the changing policies there has been to and from
movements of change of names and local government structures and set ups in Peshawar. The revival
and abolishment of the designations of Administrator, Mayors and Nazims since 1959 has been a regular
and well known practice.
In accordance with the 2001 Local Government Ordinance, Peshawar was given the status of a city
district and subdivided into four towns. Each town consists of a group of Union Councils, with 92
councils in all. In addition to the four towns, urban areas also include the Cantonment and new housing
schemes under the City District Municipal Department (CDMD), such as Hayatabad and Regi Lalmah.
The abolishment of Peshawar Municipal Corporation (PMC) in 2001 led to the devolution of
responsibility for urban planning and development to different towns under the various Town Municipal
Authorities (TMAs). In Peshawar, seven TMAs for each the four towns, the Cantonment and rural/semi
urban areas were set up. Additionally, the Peshawar Development Authority (PDA) which is a separate,
semi-private entity that generates its own funds, was made responsible for Hayatabad and other large
housing schemes on the outskirts of the city.
In May 2012 the KP Local Government Act was passed, abolishing the TMAs and reviving the
Peshawar Municipal Corporation, with overall jurisdiction over the four towns of Peshawar. However,
with the passage of the Khyber Pakhtunkhwa Local Government Act No. XXVIII of 2013 the Municipal
Corporation and the post of Administrator was abolished. As per the act the local Government was re
constituted as City District Government for Peshawar, four Town Municipal Administration (TMA) and
neighbour hood councils. The Local bodies elections were held in May 2015 and the District Nazim took
the charge of his office on 1st November 2015.
Figure 10: KP Local Government System as per LG Act 2013(Source: UNDP Pakistan. An amendment:
In Peshawar its City District Government and Town Municipal Administrations & ROBs have been
notified in Oct 2015)
With the creation of new entity like the Water and Sanitation Services Peshawar, which absorbed a
considerable staff of the TMAs, the responsibilities related to water & sanitation municipal functions
have some-how been reduced for TMAs in Peshawar, the responsibility of the urban planning, building
control, and disaster risk reduction still lies with it. It can be safely believed that while the city District
Government and the TMAs has a lot of mismanagement issues, lack of resources, under-utilized staff it
still has the space and the mandate to be utilized for enhancing the urban resilience in Peshawar. The
approval and enforcement of by laws and regulations is one of them. The City District Council has the
powers to approve the macro municipal plans for the City.
The Khyber Pakhtunkhwa District Government Rules of Business, 201514
have also been notified under
which the executive authority of the district government would be vested in the Nazim. He shall exercise
his powers and perform functions as provided in Sections 11, 12, 13, 14, 15 and 16 of the Local
Government Act within the policy framework of the government. The Nazim would be the approving
authority for expenditure within prescribed sphere of responsibilities. However, he shall not be the co-
signatory of the cheques with the drawing and disbursing officers at the district concerned. The Nazim
shall be a non-voting co-opted member of district development advisory committee in the respective
district to participate in the meetings for avoiding duplication and overlapping of development schemes
being executed under different funding arrangements.
The Deputy Commissioner, on the other hand, would be coordinating head of the secretariat to facilitate
day-to-day working of the district government. He would ensure expeditious disposal of the business for
convenience of the people, issue standing orders specifying the cases or class of cases which may be
disposed of by an officer subordinate to him within time period prescribed by the government or district
government.
The Deputy Commissioner would coordinate and supervise activities of district offices for evidence and
need-based robust planning, equitable and systematic development, effective and efficient functioning,
and ensure that the business of all the group of offices in the district government is carried out in
accordance with law and rules and the human and material resources placed at his disposal are optimally
utilized to improve governance.
The District is represented by eleven elected Members in the provincial assembly of KP and four elected
Members of National Assembly (MNAs) in the National Assembly of Pakistan.
District Tehsil Towns Neighborhood
Councils
Village
Councils
Cantonments
Peshawar 01- Peshawar 04 & 1 PDA as a
separate entity
130 216 01
2.8. Economic Features
Historically Peshawar being a gateway to Central Asia was a route for traders and tourists. Most of the
exports and imports to central Asia from the region were through Khyber Pass. In 1975, Peshawar had
largest number of hotels and restaurants in Pakistan. As a result, the city enjoys a commercial sector
typified by a blend of modern, historical and cultural perspectives. The commerce and trade in Peshawar
is a major income and employment-generating sector, and a large proportion
The inhabitants of rural areas of Peshawar depends on natural resource base as cultivation of food grains
vegetables and orchards both as cash crops as well as cereal crops also along with the livestock rearing
and fishing of subsistence value. Some of the population depends on paying their services as a vocational
14 http://lgkp.gov.pk/the-khyber-pakhtunkhwa-district-government-rules-of-business-2015/
base. Some portion of the economy contributed from the micro entrepreneurship of hoteling and tourism
industries. On the other hand, a noticeable proportion of population has emigrated to Middle East, UK
and Europe and even USA in search of better income prospects. Consequently, foreign capital
remittances also hold a vital share in household income accumulation; the estimated household per
capital income stands between PKR 11,000- 15,000/household. The population living below poverty line
i.e. percentage of population consuming less than income required to satisfy their basic needs is 24% of
the population. The district has 55.3 % of kachha houses. The Infant Mortality Rate (IMR) is 4 deaths
per 1,000 live birth. The district comes under food insecure category with 54.2% food insecure
population.15
2.8.1. Agriculture
Agriculture and small scale industries in Peshawar are relatively developed. According to a report of
Agricultural Census organization, Government of Pakistan, agriculture is the main as source of
employment; however, it stands true about the rural suburbs. The report also states that the share of
services and personal business combined is more than the agriculture. Still agriculture is extremely
important for district Peshawar‟s economy and the land here, due to its topography and climatic
conditions, is suitable for raising multiple food crops. Out of total area of the district 79,014 hectares are
cultivated and 47,647 hectares are un-cultivated. The district possesses vast potential for growing many
types of crops i.e. Sugarcane, Wheat, Sugar beat, Tobacco and vegetables as well as fruits. The area has
potential to increase it‟s per acre yield by adoption of improved methods of crop production technology.
Below table shows variety of crops being produced in district.
Type Crop Area Sown in
2007-08
(000 Hectares)
Production in
2007-08
(000 Tonnes)
Area Sown in
2008-09
(000 Hectares)
Production in
2008-09 (000
Tonnes)
Food Wheat 34.5 78 35.3 83.6
Rice 0.3 0.7 0.3 0.7
Maize 16.6 29.4 16.9 29.8
Cash Sugarcane 11.9 0.613 11.5 0.598
Table 2: crops in District & production (Bureau of Statistics KP)
Wheat is the major crop grown in this District. The corresponding index shows that the trend in area and
production has been similar over the last 28 years. Area and production decreased significantly in 1990
due to the separation of Nowshera and Charssadda districts from district Peshawar. Though production
has increased slightly more than increase in the area, during 2000- 08, the relative change in the area and
15Pakistan Social And Living Standards Measurement Survey (Pslm) 2012-13, Pakistan Bauru of Statistics, Islamabad
production remained the same in district Peshawar. Maize is the major crop of Kharif season in this
district. Due to the nature of soil and irrigation, maize cultivation is preferred over rice cultivation. The
figure shows the trends in area and production of maize. After the secession of Charssadda and
Nowshera, both area and production drastically decreased in 1989-90, as shown in the corresponding
graph. Otherwise, both area and production has shown consistency in the following years. Sugarcane is
the only significant cash crop of district Peshawar. The area and production of this crop has shown
consistent decrease over time. Comparing the trends of wheat and maize with sugarcane, it can be
ascertained that, area and production of sugarcane follows similar trend as other crops mentioned above
due to the secession of Nowshera and Charssadda. Area and production of
this crop has consistently decreased over time even after the secession. This declining trend may be
attributed to the topographic nature of the land, which is more suitable for the food crops.
2.8.2. Livestock
Livestock plays an important role in the economy as it provides job opportunities to a sizeable number of
the rural population. Khyber Pakhtunkhwa provides 23% of the total livestock production of Pakistan.
Asses, buffaloes, cattle, goats, horses, mules and sheep along with several poultry farms are found in the
district. Livestock in District Peshawar in 2006 were estimated to be as 143,481 Buffaloes, 67,204
Sheep, 265,272 Goats, 684 Camel, 6,205 Horses, 35,262 Asses, 473 Mules and 1,936,581 Poultry16
.
2.8.3. Industry
The modern industrialization process in the city was commenced in early seventies when specific
governmental sector institutions i.e. Sarhad Development Authority & Small Industries Development
Board etc. were set up. These institutions took multifarious measures to initiate and promote small and
medium level industries in the city. It included setting up of industrial estates and training programmes,
advisory services and loaning facilities for development of small and medium scale industries in private
sector. In addition, the provincial and federal governments announced certain incentive and subsidies for
the industries. As a result of these efforts, chain of industries came up. Despite all these measures
Peshawar could not flourish as an industrial city due to tough challenges of the illegal trades, smuggling
and dearth of the required climate to promote industrial base. Moreover, Peshawar has another
disadvantage that it is located at distance from the sea port i.e. from main market and sources of
necessary raw material. Because of the city‟s relative remoteness, limited local market and
underdeveloped resource base, a significant proportion of raw materials as well as manufactured goods
have to be imported. Transportation costs are substantial and as such represent a major cost disadvantage
suffered by industries in Peshawar. Already worsened situation of Peshawar city has further deteriorated
due to regional political scenario, war in Afghanistan, influx of refugees and prevailing extremism and
terrorism.
There are around 550 industrial units in the district. The list varies from food, beverages, tobacco, rubber
and plastic goods to minerals and metals products. Industrial activity provides employment for
approximately 14, 600 workers. At present, there are a total of 550 registered industrial units in
Peshawar. Of these, 122 are closed and 428 are operational. The principal employee enterprises are
Sugar & Distillery, employing a total of 525 persons, Paper & Paper Board and Match manufacturing
16 Source: Directorate of Livestock & Dairy Development Department, NWFP KP, Peshawar, year?????
with a total of 2,232 employees. Sugar mill and a number of small industrial units are functioning, which
are manufacturing hosiery, small arms, leather and foot wear, garments, ghee, soap, etc. Match factories,
flour mills and steel re-rolling units are also operating in the district. The total Investment of all these
industries amounts to Rs. 5009.902 million17
. The city has three industrial estates; two have been set up
for small industries and one for medium industries. One small industries estate is located at Kohat Road
and the other is located on Jamrud Road adjacent to the medium industries estate.
From a broader perspective, the economy of the city appears to be dominated by the commercial/retail
sector, which exists primarily to serve the local customer base - as distinct from a more interprovincial or
international perspective. The exception to this of course is the growing influence of the transport and
logistics sector. On the basis of this initial scan, there are a number of economic challenges emerging for
Peshawar.
S.no Nature of Industry Total No. of Units
1 Food, Beverages & Tobacco 128
2 Textile, Wearing Apparel & Leather Products 37
3 Wood & Wood Products 38
4 Paper & Paper Products 39
5 Chemical, Petroleum, Rubber & Plastic Good 126
6 Mineral Products 71
7 Metal & Metal Products 86
8 Other Manufacturing Industries 25
Total 550
Table 3: List of Industries in Peshawar18
S.No Particular Number of Units
1 Total No. of Units in Industrial Estate Jamrud Road 329
2 Total No. of Units in Small Industrial Estate Kohat Road 85
3 Total No. of Units Out Side Industrial Estates 136
Total 550
17 Directory of Industrial Establishments 2007 (www.khyberpkahtunkhuwa.gov.pk) 18 Ibid
Table 4: Industrial Units (Area wise & number)19
2.8.4. Main Trading, Commercial Areas and Bazars
The City‟s commercial/shopping areas are to be found in six precincts. These are Saddar Road, Qissa
Khani, Pippal Mandi, Khyber Bazaar, the Jamrud Road corridor and Karkhano Bazaar. The level of
commercial activity varies with the area. Peshawar has an inner city area, which is enclosed within a city
wall and which had sixteen gates, of which only few remain. Within the walled city consumers‟ activity
and some trading takes place.
Karkhano Market and Bara bazar being a famous shopping centres offering a comprehensive range of
services. Bara Market is a commercial center situated at a corner of Khyber Agency. These two markets
having Pakistani as well as foreign made commodities, smuggled through Afghan Transit system. The
Bara market was damaged by militancy and is presently closed, however, its master planning by FATA
administration is in process.
2.9. Physical Infrastructure
2.9.1. Roads & communication
Total Roads in Peshawar district are 420.50 km20
out of which 380 km are black topped, 40.50 km
shingled roads. Roads per km of area is estimated to be 0.3321
. The total rail network is 30.90 km22
.
The city reflects the basic road network which has existed for centuries. Commercial enterprises and
trading is a common feature along all principal corridors. Even with the recent addition of the southern
ring road, the preference for this trend continues. Figure 3.1 shows this linear arrangement.
Within the core urban area, Peshawar city has three distinct categories of residential areas. These are (i)
within the walled city, (ii) surrounding the walled city and the area to the north of the rail line as urban
development extended into the previous farming areas now served by the road network supporting the
Charsadda and Dilazak Road arterials, and (iii) the formal residential areas to the west of the rail line to
accommodate the needs of the military (Cantonment) and that of the expanding population base of the
city at Hayatabad and University towns.
The City‟s commercial/shopping areas found in six precincts are Saddar Road, Qissa Khani, Pippal
Mandi, Khyber Bazaar, the Jamrud Road corridor and Karkhano Bazaar. All generate substantial demand
for travel with all suffering from excess traffic congestion at various times of the day. The commerce and
trade sector collectively provide employment for approximately 36,000 workers while the figure for the
services sector is closer to 50,000. The overall length of the road system in Peshawar has remained
essentially unchanged since 1999. In contrast the number of annual vehicle registrations has increased
consistently during this period. As a result, for much of the primary and secondary road network, severe
congestion occurs at specific pinch points during much of the day. GT Road between the Ring road and
the railway and the Sunheri Masjid Road- Khyber Road route through Saddar is particularly congested.
19 Directory of Industrial Establishments 2007, Page 109-125 20 Socio economic indicators of KP 2015-Buereaue of Statistics (http://kpbos.gov.pk/files/1433314107.pdf) 21 Chief Engineer, C & W Deptt: Khyber Pakhtunkhwa 22 Pakistan Railways, Divisional Office, Peshawar
Most of the primary and secondary roads; irrespective of right of way width are dual carriageways. The
emphasis in the past has always been to provide the maximum carriageway widths as the basis for
addressing capacity issues. Within the network, many intersections are well laid out but the ongoing
preoccupation with providing the maximum carriageway space for motorized traffic has resulted in
minimal available space for non-motorized modes. As the cantonment road network is laid in a grid
pattern, the opportunity exists for a relatively easy upgrading to an adaptive control system for
improving network capacity and overall mobility in the area. Previously signalized junctions on G T
Road and Jamrud Road under the control of Peshawar Development Authority (PDA) have now been
replaced with U Turns. These together with costly grade separations, fly overs at T junctions and long
detours for T junctions has simply shifted the traffic issue from one point on the network to another –
rather than curing the problem. This reflects the previously held misguided view that the solution lies in
providing more lane space rather than better management of the existing lanes.
Having regard to this continued growth, and with the likely future urban footprint, the need for a mass
transit system becomes not just a pipedream but also an absolute necessity.
2.9.2. Irrigation
Khyber Pakhtunkhwa province lies between river Indus and the Sulaiman hills that form the western
barrier of Pakistan. Its canals are insignificant as compared with the great irrigation works of the Punjab.
The only ones of any importance are in the Peshawar valley. These draw their supplies from the Kabul,
Bara, and Swat rivers, but the first two rivers irrigate small portion of cultivated area of the district.
Agriculture in Peshawar is largely dependent on Canals. Moreover, tube wells irrigation is also available
in some places. The irrigated land in district Peshawar constitutes a large percentage as compared to
other districts of Khyber Pakhtunkhwa. 73% of the rural mouzas are irrigated by Canals while 15-20 %
are irrigated by other sources including river, Tube-wells, ravine, and spring stream etc23
.
2.9.3. Piped water supply
Public Health & Engineering Department (PHED) and Department of Local Government and Rural
Development (LGRD) are responsible for water supply in the district. The tehsils wise details of public
pipeline/water supplies supervised by district PHE departments are given in Table 2.324
.
Water Delivery System
Tap Water Hand Pump Motor Pump Dug Well Other
Total 59 18 17 6 0
Urban 79 5 15 1 0
23 Data provided by Irrigation Department KP, 2015 24 Data provided by District Public Health and Engineering Department, Peshawar, 2014
Rural 36 33 19 11 1
Table 5 Percentage distribution of Households (HH) by source of drinking water
2.10. Social Infrastructure
2.10.1. Health facilities
There are 32 Civil Dispensaries, 47 Basic Health Units , 03 RHCs, 0D 04 Category D Hospitals, 05
MCH Centers, 03 Teaching Hospitals, in addition to this there are 05 other hospitals Molvi Amee Shah
Hospital, GT Road Peshawar, Naseer Ullah Baber Hospital GT Road Peshawar, Children ID Hospital
Old haji Camp Peshawar, Maternity Hospital Peshawar, Services Police Hospital, Peshawar, Wapda
Hospital –Wapda House Shami Rd Peshawar, Shaukat Khanum Peshawar Hayatabad Phase 5 Peshawar,
RMI Hospital Phase 5 Peshawar, IRNUM. The total beds strength of government teaching hospital is
about 3,460 beds. However, it may be noted that the 3 teaching hospitals not only cater for patients from
throughout the province, but FATA and even Afghanistan.
The under construction Hospital in Peshawar are Peshawar Institute of Cardiology, Hayatabad Peshawar,
Fountain House Hayatabad Peshawar, Children Hospital Hayatabad and Indus Hospital Peshawar. The
Provincial Government has notified not construct any more Basic Health Units in future. There is also
Provincial Health Services Academy in Peshawar to train Health Service Managers and service
Providers. (Source: Health Planning Cell Civil Secretariat Peshawar,)
District/
Tehsil
Hospitals Dispensaries R.H
Centers
B.H Units T.B
Clinics
S.H
Centers
M.C.H
Centers
No
.
Beds No. Beds No
.
Bed
s
No
.
Bed
s
No
.
Bed
s
No. No.
Peshawar 16 4,090 53 16 3 29 49 - 4 52 0 4
Table 6: Number of health institutions in Peshawar25
2.10.2. Education
According to UNESCO Education Policy Analysis Report 2009, literacy rate of district Peshawar is 47%
(68% male literacy while 24% female literacy) as compared to 57% of national average of Pakistan.
According to the 2012 estimate of the Ministry of Education and Training, Government of Pakistan the
gender parity index (girls/boys enrolment ratio) for district Peshawar is 0.8, enough well from the
province average with a good survival rate of 96% to grade five. The Pupil Teacher Ratio (PTR) was 52
for the primary level of the rural areas of the district while the same was 40 for the urban areas of the
district. The Pupil Class Room (PCR) Ratio was 52 in primary schools of rural areas while the same was
78 of urban areas of the district. The schools statistics of the district is given in the table 2.5
Boys
Primary
Girls
Primary
Boys
Middle
Girls
Middle
Boys
High
Girls
High
Boys Higher
Secondary
Girls Higher
Secondary
604 456 81 74 85 55 19 11
25 http://www.khyberPakhtunkhwa.gov.pk/Departments/BOS/nwfpdev-statis-health-tab-107.php
Total primary=1060
(4.6 % of province)
Total middle=155 (5.8
% of province)
Total High=140
(6.6 % of
province)
Total H. Sec= 30 ( 7.4 % of
province)
Table 7: Government schools statistics of Peshawar26
Education is a substantial component of the urban activity in Peshawar as over. Over 2,300 educational
institutions were recorded in Peshawar in 2009. Although these are located throughout the city, their
concentration is on Warsak Road to the north and in the University Town area to the west.
The estimated 2013 population of the study area is 2.8 million. This is likely to grow to nearly 4.5
million during the life of the Public Transport Strategy and Roadmap. Table 2.1 presents the details.
In district Peshawar, the literacy rate for population 10 years and above (2010-2011) was 54 percent
(Males: 68%, Females: 38%). Which increased to 59% in 2013. For the urban rural comparison, the
urban literacy rate is higher than the rural, which is 62 per cent. Among urban community, literacy ratio
for male is 75 and for female it is 47%27
. In district Peshawar, the total numbers of primary level schools,
are 1,063 and on an average, each primary school has an enrolment of 225 students with a teaching staff
of 5 28
. There are a total of 150 middle schools and on an average, each middle school has an enrolment
of 427 students with a teaching staff of 6. The secondary schools are 118 with an average enrolment of
210 students with a teaching staff of 13. Moreover, there are 52 higher secondary schools in the district
and an average enrolment of 133 students with a teaching staff of 33 in each school. Majority of the
schools are built prior to 2005 and with no seismic provisions or DRR measures applied during
designing stage.
Table 8: Gross & Net Enrolment Rates by Gender and Locality at different levels
Adult literacy rate (> 15 years) is 51 percent. Gross Enrollment Rate (GER), at the primary level, is 93%
(Male: 101%, Female: 85%). Net Enrollment Rate (NER), at the primary level, is 56% (Male: 59%,
Female: 52%). Gross and Net Enrolment Rates by Rural and Urban Gender at different levels
The total enrollment of students in government schools in district Peshawar is 300,013 (Boys: 182,735,
Girls: 117,296). Out of a total of 8,914 teachers 5,540 are male and 3,374 are female teachers. This
illustrates that, on an average, one teacher is teaching 34 students. Total educational facilities are 1,337;
out of which 815 are boys‟ and 522 are girls‟. This means that, on an average, every facility has an
enrolment of 224 students and a teaching staff of around 529
.
Urban/ Rural/ Gender Gross Enrolment Rates Net Enrolment Rates
Primary
Group (5-
9)
Middle
Group (10-
Matric
Group (13-
Primary
Group (5-
Middle
Group (10-
Matric
Group (13-
26 Source: E&SE Department data and website ( http://www.kpese.gov.pk as accessed on May 8th 2016) 27 Pakistan Social and Living Standard Measurement Survey 2012-13
28 KP Development Statistics 2014 29 Khyber Pakhtunkhwa Development Statistics 2007-08
13) 14) 9) 12) 14)
Urban Male 104% 91% 68% 62% 26% 7%
Female 90% 60% 55% 58% 21% 12%
Total 97% 76% 62% 60% 24% 9%
Rural Male 98% 67% 45% 57% 13% 4%
Female 79% 35% 42% 41% 8% 4%
Total 90% 51% 44% 51% 10% 4%
Total Male 101% 80% 57% 59% 20% 6%
Female 85% 48% 48% 52% 15% 8%
Total 93% 64% 53% 56% 17% 7%
Level No. of Schools Enrolment Teachers
Boys Girl
s
Total Boys Girls Total Male Femal
e
Total
Primary 604 456 1060 122,605 81,529 204,134 3,274 2,118 5,392
Middle 81 74 155 36,418 20,457 56,875 559 386 945
High 85 55 140 16,371 9,714 26,085 921 465 1386
Higher Secondary 19 11 30 1,422 1,922 3,326 567 256 823
Inter/ Degree College 5 4 9 5,919 3,674 9,593 219 149 368
Total 815 522 1337 182,735 117,296 300,013 5,540 3,374 8,914
Table 9: Schools, Enrolment & teachers
Primary: In district Peshawar, the total number of primary level schools, that is reported, is 1,056 (Boys:
641, Girls: 415). The total enrollment, at the primary level is 204,134 (Boys: 122,605, Girls: 81,529).
Total number of teachers, at the primary level, is 5,392, out of which 3,274 are male and 2,118 are
female teachers. Thus, on an average, each primary school has an enrolment of 193 students with a
teaching staff of 5.
Middle: There are a total of 150 middle schools reported. The total enrollment at the middle level is
56,875 (Boys: 36,418, Girls: 20,457). The total number of teachers at the middle level is 945, out of
which 559 are male teachers, while 386 are female teachers. Thus, on an average, each middle school
has an enrolment of 379 students with a teaching staff of 6.
Matric: There are a total of 97 secondary schools in the district. The total enrollment at the secondary
level is 26,085 (Boys: 16,371, Girls: 9,714). The total number of teachers at the secondary level is
11,386, out of which male teachers are 921 and female teachers are 465. Thus, on an average, each
Secondary level school has an enrolment of 269 students with a teaching staff of 14.
Higher Secondary: There are a total of 52 higher secondary schools in the district. Total enrollment, at
the higher secondary level, is 3,326 (Boys: 1,422, Girls: 1,922). The total number of teachers at the
higher secondary level is 823, out of which 567 are male teachers and 256 female teachers. Thus, on an
average, each higher secondary school has an enrolment of 133 students with a teaching staff of 33.
Pupil teacher ratio is 34, which is quite high as compared to the global average of 1830
. In terms of 3rd
MDG “Promoting Gender Equality and Women Empowerment”, district‟s Gender Parity Index 0.70 is
less than that of country‟s average of 0.84 for 2008-0931
2.11. Urbanization, City Structure and Population
Since the 1960‟s there have been several failed attempts to develop a city master plan3. The consequence
of this is that, with the exception of the University and Hayatabad developments, the continued urban
development and sprawl of the city has continued during the past half century with minimal influence of
comprehensive urban policies. The streetscapes and often chaotic commercial and traffic activities along
many corridors reflect this Hazard (3 Source, Study on Slums in Peshawar. Cynosure Consultants (Pvt)
Ltd. 2013). More recently, the city has experienced a steady increase in population for the past two
decades. This has been the consequence of natural population increases, the familiar rural-urban drift as
citizens relocate to the city for improved employment, education or social reasons, and the security
factor where refuge is sought by refugees, displaced persons. As a result, the current urban area accounts
for an estimated 45% of the total stock of dwellings in the Peshawar District. With the boundary to the
west now having been reached, urbanization to the north and south has seen the familiar ribbon
development along Warsak, Charssadda and Dilazak Roads to the north and along Bara Road, Indus
Highway (to a lesser extent) and Phandu Road to the south. Although no specific confirmation data is
available, it is felt that these roads are a natural draw card for residents from rural area of the broader
30 http://huebler.blogspot.com/2008/11/ptr.html 31 Khyber Pakhtunkhwa Millennium Development Goals Report 2011
district who (for a range of social and security reasons), seek a life closer to Peshawar. They provide
ready access to the broader city area and also maintain a ready corridor of access back to their broader
family members in the rural towns and villages throughout the broader District of Peshawar. Thus over
the next 20 years the urban footprint will likely cast a shadow, similar to that cast by the body and
tentacles of an octopus. This has obvious implications for a future mass transport system network design.
(ADB/CDIA Interim Report, March 2014 CDIA: Urban Transport Pre-Feasibility Study in Peshawar,
Pakistan).
2.12. Social & Poverty Profile
The population of Peshawar has roughly doubled since 1998 to about 3.3 million people, becoming one
of the largest recipient cities for refugees and IDPs in South Asia. It is also one of the poorest: an
estimated 29% of KP‟s population lives in poverty (UNDP, 2012). Today, approximately 0.8 million
registered Afghan refugees live in or around Peshawar, half of them - illegal. In addition to this, an
estimated one million unregistered Afghan refugees reside in Peshawar‟s urban areas. In addition, a
significant proportion of the Pakistanis displaced since 2008 from internal strife in Swat and FATA now
live in Peshawar. According to UNOCHA, as of September 2013, 463,000 IDPs live in Peshawar.
The distribution of the various socioeconomic groupings across the city is the key issue as it identifies
where those with the (likely) highest rates of private vehicle ownership are, and as is the norm, will have
the highest quality public infrastructure. It also identifies where those in the middle to poor
socioeconomic groupings live and who have both a lower level of private vehicle ownership as well as
generally poorer standards of public infrastructure. When this spatial distribution is understood, the
priority areas as far as improvements in personal mobility are concerned become readily apparent.
There is a basic east west divide between the middle –upper and lower-poor communities. From an
urban transport and a non motorised transport perspective, those communities in the lower-poor areas
suffer from poor infrastructure. This will be a target for the MRT as corridor upgrades in the form of
complementary measures are a proven way of improving conditions for non motorised transport modes
(NMT).
This situation analysis draws heavily on secondary sources for key information on poverty in the
province of KPK and the city of Peshawar. Most notably, “The Study on Slums in Peshawar”
commissioned by UN-Habitat (2012). There is strong evidence to suggest a correlation between social
inclusion, infrastructure development and economic growth. Nowhere is this, more true than in the
public transport sector. The urban poor, their economic potential could be harnessed to put Peshawar on
a competitive footing. Failure to do this could mean the loss of significant revenue potential for the
provincial and city authorities.
The population of Peshawar has roughly doubled since 1998 to about 3.3 million people, becoming one
of the largest recipient cities for refugees and IDPs in South Asia. It is also one of the poorest: an
estimated 29% of KP‟s population lives in poverty (UNDP, 2012). Today, approximately 0.8 million
registered Afghan refugees live in or around Peshawar, half of them - illegal. In addition to this, an
estimated one million unregistered Afghan refugees reside in Peshawar‟s urban areas. In addition, a
significant proportion of the Pakistanis displaced since 2008 from internal strife in Swat and FATA now
live in Peshawar32
. The situation, however, seems to improve as the refugees repatriation and FATA
TDPs return has gained pace recently.
2.11. Slum Areas of Peshawar
UN-Habitat in association with UPU has a conducted a poverty study of slums in Peshawar city. The
study has identified 18 slum areas which are poorest areas of the city. These areas are located in 10
Union Councils of the city. The details of urban slums are shown in Table 3. Total population of the
slum areas is comprised of 27,450 HHs, whereas their average HH size is 11. (This estimate is based on
the detailed study of four slum areas). Based on this data base, total population of slum areas is around
250,000. It is nearly 15 % of the whole city population.
The household size of these poor areas is quite large if compared with the national HH average of 6.4.
Average income of these households is Rs. 52.62 per capita per day. It is 53% of USD 2 or Pak
Rs.107.10 set as the international poverty line. In these slums 97% houses are signal story and 70%
houses are made from mud and clay or wood/thatch. Mostly Afghan refugees and IDP are living in these
areas. 74% people reported occurrences of various diseases (during the period July- September, 2013).
Only 22 % houses have gas facility. Within the dwellings, most of the roads and streets are unpaved.
Link road are in a very bad conditions. The educational institutions are located at an average distance of
3.5 KMs and 42% school aged boys and 22% girls attend schools.
32 ADB/CDIA Interim Report, March 2014 CDIA: Urban Transport Pre-Feasibility Study in Peshawar, Pakistan
Sr. # Slum Area Sr. # Slum Area Sr. # Slum Area
1 Akhun Abad 7 Hassan Garhi 13 Shah Dand
2 Afghan Colony 8 Hazar Khani 14 Sufaid Dheri
3 Chamkani (rural) 9 Kashkal 15 Taj Abad
4 Garhi Rajkot 10 Mohallah Pir Hidayat ullah 16 Shaheed Abad
(Tehkal Payan)
5 Ghareeb Abad/ Changar Abad 11 Nasir Bagh Road (some
areas)
17 Wazirabad
6 Haidar Colony 12 Mohallah Rahimabad 18 Gujjar Camp
Table 10: Slum Areas (Source UNHABITAT, Urban Policy Unit Study)
Chapter 3: Hazards, Vulnerability and Risk Profile of District Peshawar
3.1. Background
Peshawar is a disaster prone district and vulnerable to a number of both natural and human induced
hazards. As per the severity index of the NDMP 2012-22 it ranks at 26 among the 145 districts of the
country with a scoring key of 19 and categorized as at “very high Risk”33
. The index highlight that
Peshawar is at the highest level of risk for earthquake and floods. However, a critical analysis of the
index calculation reveals some flaws especially in case of cyclone; the risk of which has been
categorized as low. This was proved wrong recently in August 2014 and April 2015 when very strong
winds caused a huge amount of destruction in Peshawar. Moreover, it can be safely argued that Peshawar
would have fallen in the category of top three vulnerable districts if human induced hazards like refugees
& displaced persons influx, terrorism, fires would have been considered while calculating these risk
indices for NDMP. The list of hazards thus confronting the district in general and the city in specific is a
diverse and alarming one. Some of the noteworthy natural disaster events in Peshawar are shown in
Table 12 below.
33 Analysis by JICA Study Team P30-32 Main Volume NDMP 2012-22 (www.ndma.gov.pk)
Table 11: Relative Severity Index of Districts in KP (NDMP)
Scoring Key Very High High Medium Low Very Low Non Hazard
Relative Severity of Various Risks per district of KP
Rank
No No Province District
Flo
od
Ris
k
Lan
d
slid
e
Ear
th-
quak
e
Tsu
na
mi
Cycl
on
e Dro
ug
h
t Aval
an
che
GL
OF
s
PD
MA
Poli
cy
Tota
l
Ris
k
1 K18 KP Nowshera 5 5 5 2 3 4 1 5 24
2 K5 KP Charssadda 5 3 5 2 3 5 1 5 23
3 K20 KP Swat 5 5 4 2 2 5 5 5 23
4 K21 KP Shangla 5 4 5 2 4 5 5 3 23
5 K16 KP Mansehra 4 5 4 2 1 5 5 5 21
6 K4 KP Buner 5 4 4 2 4 4 1 1 20
7 K17 KP Mardan 5 5 5 2 1 5 1 1 19
8 K19 KP Peshawar 5 3 5 2 3 4 1 1 19
9 k1 KP Abbottabad 3 5 5 2 2 5 1 1 18
10 K2 KP Bannu 4 2 5 2 4 1 1 1 18
11 K22 KP Swabi 5 3 5 2 2 5 1 1 18
12 K24 KP Upper Dir 4 5 4 2 2 4 5 1 18
According to a country wide study done by Dr. Sarosh Lodhi of NED University Karachi34
by
combining the EMS technology for risk assessment coupled with extensive research and field work and
using the building inventory record from 2005 to produce intensity based fragility curves, the building
stock of Peshawar will face significant amount of damages in case of any strong shaking of earthquake.
Multi Hazard Vulnerability & Risk Assessment (MHVRA) plays important role as a planning tool for
DRM and especially in the context of diversified nature of human induced and natural hazards in District
Peshawar. At district, town, union council and village/neighborhoods council level, MHVRA can be a
planning base for all DRR interventions. Experiences, available data and hazard mapping exercise
conducted by government officials from district line departments, I/NGOs representatives and workers
identified the hazards and scenarios as the most likely to effect the people of Peshawar and need to
consider as planning basis for prevention, mitigation, effective response and early recovery for decision
makers and administration. The hazards prioritized are floods, earthquake, cyclones/ strong winds/
windstorms, urban flooding, epidemics, fires, terrorist attacks.
3.2. Methodology adopted for Hazard and Risk Assessment
As a limitation of this plan, both in terms of resources and time, it was not possible to conduct a
comprehensive MHVRA of District Peshawar in DDMP. A detailed MHVRA in line with NDMA
guidelines35
and in close collaborations with Academia and urban Policy Unit Peshawar for the urban
areas in specific is one of the strategic priority area as identified in the plan. The MHRVA as soon as
conducted will be made part of the revised plan as per the revision timelines. For the sake of
understanding and prioritization a broad hazard and risk profile has been compiled. The tools utilized for
this includes a review of past and ongoing studies and activities related to various hazards in the
categories of hydrological, meteorological, and geological phenomena. Mostly, cost weighted approach
has been applied for probabilistic multi hazards assessment. Exposure, vulnerability and risk assessments
were considered in the dimensions of population, buildings, crops, transport and infrastructure.
Primarily, two major hazards floods and earthquake were focused; the hazard mapping for earthquake
carried out by Earthquake Engineering Centre UET Peshawar was utilized while the flood inundation
maps of floods 2010 were mainly used for flood risk zonation.
Data gaps, alternative sources, verification of hazard assessments, elements of vulnerability estimation
have been completed through, hazard mapping, focus group discussions and Key Informant Interview
etc. Questionnaires and hazard assessment forms were also developed for various KIIs and FGDs.
3.3. Prevailing major hazards
3.3.1. Floods
Distribution of rainfall in District Peshawar generally occurs during two different seasons: winters
rainfall continues during December to March while summers rainfall which falls during June to
September. Normally monsoon arrives in first or second week of June but major floods occur in late
summer i.e. July to September. During recent years, it has been commonly observed that the distribution
of rainfall is very disturbed due to climatic changes and the District receives heavy rainfall in the form of
erratic and cloud burst normally occurs especially during the monsoon season.
34 Lodhi et. Al (2013) 35 Consultations were on-going during the development of this report to finalize the MHVRA guidelines by NDMA
Pakistan
NDMP categorize Peshawar as one of the top few cities in terms of flood risk. The PDMA KP has also
listed Peshawar as highly vulnerable to floods in the last three consecutive Monsoons Floods
Contingency Plans36
. The flood Plains/zones falls between Kabul River and Budni Nala from Warsak in
the Northwest towards Southeast in the upper Northern half of the district. The district was also one of
the worst affected district in floods 2010 when river Kabul and Budni Nala devastated most parts of the
district affecting 16 UCs, destroying 33,867 houses with 46 dead and 68 injured37
.
Similarly, in 2012, three precious lives were lost while seven injured and a total of 217 houses were
damaged38
. In 2014, 13 drowned, 54 injured. The same went on for 2015 when 224 houses were partially
damaged, 19 fully collapsed and 7 persons lost their lives due to heavy rains and flash floods39
.
Urban flooding is a well-known and usual phenomenon, which has intensified since few years in
Peshawar. Poor drainage system in urban areas, which the newly established Water and Sanitation
system calls “almost completely clogged drainage system” is one of the reason for increased urban
flooding. Apart from the old city, Warsak road, Gul Bahar, Cantonment area the planned township
Hayatabad faces severe urban flooding with around 4 feet of water levels were recorded in 2013, 14 and
15. The District administration however claims that the most important reason of urban flooding is
heavily encroached Budni Nala. The reason being that almost all the drainage from Peshawar has its
outfall into the same Nala which eventually run into the Kabul River. An anti-encroachment drive to
clear the nullah is in progress as per the directions of the provincial Government. A technical study for
Budani Nullah has been proposed in the five year Road map for DRM. PDMA officials seems assertive
that the recently approved Federal flood commission‟s Flood protection plan if implemented and the
anti-encroachment drive will bear fruits in near future. A detailed analysis of the Peshawar part of the
inventory of Flood Works in KP40
on the Federal Flood commission website and interviews with the
department of Irrigation reveals that flood works are mostly done without any technical assessments,
with very less DRR measures while designing and implementation and sites usually identified by the
concerned MPA or Minister. Due to these issues the funds to flood protection works have usually very
less impact and sometimes detrimental to reducing the risk in a holistic context of urban areas like
Peshawar. Some residents of the Andar Shehr (city area) recalled the old days when the drainage system
of Shahi Kata in the city used to work amazingly well and urban flooding was a rare occurrence. The
rapid urbanization and without planning was considered by many interviewed as the major cause of
increased urban flooding. It was also identified that appropriate actions are lacking in the land use, and,
therefore, growth of vulnerable developments in flood plain areas continue unabated. The climate change
and the westward movement of monsoon rainfall patterns pose serious hazards to Peshawar.
While it is very difficult to make a direct co-relation between climate change and a particular flood our
knowledge about climate change science including in the South Asian Region, particularly based on
recent IPCC studies is making it increasingly clear that climate variability in this region is going to be (a)
high (b) is likely to increase the incidence of extreme climate events particularly those dealing with
water in the South Asian Region. While our ability to predict particular events at particular places or
36 www. pdma.gov.pk/publications 37 Source: http://www.pdma.gov.pk/Flood_2010/situation.php 38 NDMA Losses and Damages Details floods 2012 39 PDMA PEOC report; Damages due to rain from 01-7-2015 to 20.08.2015. 40 http://www.ffc.gov.pk/Inventory%20Reports.aspx
particular times remained highly uncertain, our general understanding of global climate model is making
it clear that more such events are likely to happen with greater frequency as we move to the future.
It is important to understand that the key issue based by climate change lies in the increasing variability
of climate patterns. These patterns are already very difficult to project or predict even in the best cases
and the scientific consensus that it is going to become increasingly difficult to project and predict
because of the new levels of variability added by climate change.
The precipitation pattern has changed in Pakistan over the last century. The amount of precipitation has
increased significantly in the northern part of Pakistan. In addition, a study by PMD found that there has
been a shift of precipitation toward the west by about 60-80 km. The hazard for Peshawar valley has thus
increased with this shift.
Figure 12: Westward shift of precipitation
Moreover, Western Peshawar basin is endangered by both riverine floods as well as flash floods.
Riverine floods are caused by high discharge in 07 streams, which include Jindai and Khiali (Swat
River), Sardaryab, Naguman and Shah Alam (Kabul River). Other notable rivers include Kalapani
from north of Mardan and Bara from south of Peshawar. Except for Kalapani and Jindai rivers, rest of
these distributaries converge into main Kabul river within an area of 5 km2 immediately upstream the
Kabul river bridge on M1 Motorway. Bara River joins the Kabul river immediately past M1 Kabul
river bridge while Jindai and Kalapani join the Kabul River further downstream near Nowshera.
Figure 12:Major Rivers in Khyber Pakhtunkhwa (Source: Irrigation Department)
Considering the warning time available when Swat River floods at Khwaza khela and Amandara can
be comparatively much safer as compared to when Kabul River floods due to rains in Afghanistan
and FATA where no rain water gauges and telemetry stations available.
S.# Location Distance (km) Time Lag (hrs)
1 Swat River from Khawaza Khela to Amandara 65 12 hours
2 Swat River from Amandara to Munda 55 9 hours
3 Swat River from Munda to Charsadda Road 40 6.5 hours
4 Kabul River from Charsadda Road to Nowshera 35 6 hours
5 Kabul River from Warsak to Nowshera 60 10 hours
Table 12: Time Lag of Rivers in KP (Source: Irrigation Department)
Figure 13: District Peshawar Roads and Canals
Figure 14: Peshawar 2010 floods inundation
Figure 15: Classification of areas by degree of flooding
3.3.2. Earthquake
Most of Peshawar, as per the building codes of Pakistan, lies in seismic zone 2B except for small area in
the north west of district adjoining to Mohmand and Khyber Agency which falls in seismic zone 3. The
relative severity of risk index of NDMP by JICA puts Peshawar into the very high category in terms of
earthquake risk. Peshawar lies in the zone, which consists of southern part of Eurasian plate and northern
part of Indo-Australian plate. Highly Seismic Hindu Kush region is approximately 200 km North West
of Peshawar. Most of the earthquakes felt at Peshawar have their origin in the Hindu Kush region of
Afghanistan or Northern areas of Pakistan41
. A recent unpublished study by Earthquake Engineering
Centre (EEC), University of Engineering & Technology which has been funded by the Provincial
Government on the recommendations of PDMA KP records the historical seismicity of Peshawar and
reflects the high intensity of earthquakes in 1865, 1868, 1869, 1878, 1879 and 1883 with intensities of as
high as level VIII. EEC experts also feel that with such a record of historical seismicity, possibility of a
huge earthquake in Peshawar in the near future cannot be ruled out.
Figure 16: Historical Earthquakes of Khyber Pakhtunkhwa (Source: Dr. Naveed et al. , EEC UET,
2015)
Enforcement of building codes is conspicuous by its absence. Interview with P&DD & C&W revealed
that after 2005 earthquake the Pakistan building codes Seismic provisions of 2007 are being followed by
the Government departments for the public buildings and infrastructure. However, for the private
buildings no codes enforcement regime in Peshawar is in prospect. PDA with its administrative authority
over Hayatabad and Regi Lalma in theory is carrying out the checks to implement the safety standards in
private construction; in practice it seems to be not enforced except few open space regulations. The most
recent building regulations available for Peshawar date from 1985 and apply to the “urban areas of the
41 Dr. Q. Ali, A. Naeem: A critical review of the seismic risk zoning and development of Design spectra for
Peshawar and adjoining areas
North-West Frontier Province” (PUDB, 1985). These bylaws have essentially no requirements for either
structural or earthquake design.
A recently conducted seismic hazard mapping study for Peshawar by a postgraduate research team at the
Earthquake Engineering Center of UET Peshawar42
has produced most up-to-date earthquake catalogue
data obtained from various national and international sources (Ambrasey and Douglas, Ambrasey, ISC,
Global-CMT, NGDC, USGS) and including both the shallow (< 50m depth) and deep earthquakes (<
50m depth). Additionally, a set of recent global ground motion prediction equations (GMPEs) were
systematically tested and selected for ground motion modeling. Region specific seismicity (G-R) models
were developed and incorporated in CRISIS softwares for PSHA analysis (on a grid size of 0.050 i.e.
5km x 5km) and derivation of hazard maps for various return periods.
It has been observed that for 475 years return period that the northern parts of Peshawar are in Zone 3
and the southern parts are in Zone 2B. However, the building code of Pakistan BCP-2007 places
Peshawar in Zone 2B.
(Homogenized Catalogue)
(De-Clustered Catalogue)
Figure 17: Earthquake Catalogue used in Seismic Microzonation of Peshawar
42 Seismic Microzonation of District Peshawar by Dr. Naveed Ahmad, Earthquake Engineering Center, UET
Peshawar, 2016.
(Low: 0.08g – 0.16g)
(Low: 0.08g – 0.16g)
(Low: 0.16g – 0.24g)
(Medium: 0.16g – 0.24g and High: 0.24g –
0.32g)
(Very High: > 0.32g)
Figure 18: Seismic Hazard Maps for Peshawar
3.3.3. Mini-Cyclones/ Tornadoes
Strong winds and windstorms is a recurring hazard in Peshawar. The damages due to these winds are
increasing due to unsafe urban planning practices such as unsafe and buildings, as well as the use of
unstable billboards throughout the city. In 2012 there were 4 deaths and 25 casualties during a wind
storm in the city. However, the mini-cyclone that ripped through Peshawar division on 26th April, 2015
was an unusual phenomenon. The Pakistan Meteorological Department stated that this mini-tornado was
the third forceful whirlwind in the recorded history of Pakistan and termed it as an “unusual and extreme
weather event”. The mini-tornado was accompanied by strong winds with a speed of 110km per hour
and 60mm rainfall. The analytical report of the PMD stated that warm moist winds from the south and
cool heavy air coming from the west and north collided over central KP, resulting in formation of the
powerful whirlwind. Due to this event at least 31 people were killed more than 203 injured43
.
PMD in its press release issued on the next day accepted their inability to forecast such weather patterns.
PDMA in its report44
stated that no operational weather radars have been installed in the province despite
of a scheme approved at the Federal level in 2007. Apart of inadequate weather forecasting installations
the report also highlighted the non observance of building codes, improper drainage system, unplanned
urbanization, unchecked cabling and wiring
The report also noted that in most of the damages it was observed that houses were built in narrow
streets where collapse of a boundary wall or roof resulted in the collapse of adjacent houses or boundary
walls, thus creating a chain reaction of infrastructure collapse. The report moved forward to suggest that
“regulatory mechanisms for the concerned authorities need to be chalked out and effectively
43 http://www.pdma.gov.pk/recent_updates/Special_Situation_Report.pdf 44 Ibid.
implemented so as to safeguard against such happenings in future”. However, despite attempts no
correspondence on the issue was obtained for the report, where the concerned authorities were either
identified or directed for further actions.
Figure 19: Comparison of Deaths/injured in Cyclone of 26th April 2015 (Source: PDMA KP
45)
Figure 20: Post Cyclone (26th April 2015) Number of Death compensations ( Source: PDMA KP
46)
45 PDMA Khyber Pakhtunkhwa: Overview of Natural Disasters 2015
(http://www.pdma.gov.pk/sites/default/files/Overview%20of%20natural%20disasters%202015_7_0.pdf) 46 Ibid
3.3.4. Fires
Fire is one of the important hazard the urban areas of Peshawar are faced with. The recent past is full of
instances of fires eruptions in houses, industrial units, markets, hospitals and schools (especially the
privately owned ones). Around sixteen students of a school suffered burn injuries when a fire erupted
inside a school building in Nothia, one of the most overcrowded area of the city47
in 2013. In January
2014 , more than hundred shops caught fire in Khara Market48
. The blaze lasted for more than eight
hours and caused a loss worth millions. Usually the fires are attributed to electric short circuits as no
detailed investigations are in vogue. The mushrooming of CNG stations and LPG cylinders at number of
shops in every vicinity is a great hazard and there have been number of accidents of fire due to that.
Moreover, there have been several fire eruptions after the bomb blasts in Peshawar city causing huge
damages to the buildings and markets, sometime more than the blast itself.
Fire brigades are on standby for any sort of rescue operations and are housed within the city in at least
eight stations. Around 220 fire fighters are available with Fire Brigade Peshawar. Rescue 1122 have also
got fire vehicles, around 200 fire-fighters and are trained for fire emergencies. However, it did not have
heave machines like snorkels to rescue stranded people and extinguish fire at seven and the above floors.
3.3.5. Conflicts/ Terrorism
Between 2006 and 2012, the province was subject to 166 suicide attacks, with 1,930 killed and 4,502
injured. In 2011 there were 120 terrorist attacks in Peshawar alone – an average of ten a month (Khwani,
2012). In 2012 there was a 5% increase in attacks on the police, targeted strikes on politicians and other
influential people rose by 17% and the year saw the highest number of suicide attacks since 2006 (Gul,
2012). While the threat of explosions, targeted killings and kidnapping is not limited to particular parts
of the city, the outskirts of Town IV, where most of the urban poor reside, experience considerably more
attacks than other areas. The most gory and unforgettable for the residents of Peshawar and for all
Pakistan was the recent one in December 2014 when 141 students of Army public School were martyred.
With the launch of a full fledges military operation Zarb e Azb against the militants that have enfeebled
their prowess, the peace returning to FATA as a result of the military operation and the return of
Temporarily Dislocated Persons (TDPS) of their homes security situation seems to improve, however,
the risk still remains high for Peshawar due to its geographical location and proximity to Afghanistan.
3.3.6. Temporarily Dislocated Persons (TDPs) & Refugees
Approximately 42% of registered Temporarily DPs reside in Peshawar district (UNHCR, 2012c). As per
the FATA Secretariat developed “ FATA Sustainable return & rehabilitation Strategy” document the
figures of those from five agencies of FATA as of March 2015 is 310,729 families49
and around 2
million individuals. Many came to Peshawar after military operations in malakand in 2008 and
subsequent operations in FATA‟s Bajaur, Mohmand, Khyber and South Waziristan agencies. While
many originating from Swat and Dir have gone home, significant numbers remain from Bajaur,
Mohmand and South Waziristan even though their areas of origin may have been officially „de-notified‟.
While they were expected to return and have in many cases been de-registered, many remain due to
47 http://tribune.com.pk/story/498652/fire-hazard-school-inferno-injures-16-students/ 48 http://dunyanews.tv/en/Pakistan/208836-More-than-100-shops-gutted-in-Peshawar-market-blaz 49 http://fata.gov.pk/cp/uploads/news/1429099729552e5296e0770.pdf
security or economic concerns or because they are still waiting for government assistance to rebuild their
houses before returning.
More acute is the issue of refugees from Afghanistan. Since late 1970s Afghan refugees have been
pouring in to Peshawar. As of 2015, approximately 80% of Pakistan‟s 1.7m registered Afghan refugees
live in KP and 60% of these live in or around the Peshawar valley50
. The Commissionerate Afghan
refugees (CAR) Ministry of States and Frontier Regions set the figures of those in camps in Peshawar at
52,017 families which make 42.2 % of the total in-camp refugees in Pakistan. These refugees are
estimated at 40-50% of the city population51
; and the presence of whom have compounded the level of
urban poverty in Peshawar which is already significant and serious. A report by Environmental
Protection Agency notes that the influx of Afghan refugees exerts immense pressure on the fragile
resource-based ecology and nascent infrastructure of the province and triggering ecological demands
including air and water pollution, solid waste problems, deforestation, soil erosion, growing scarcity of
water, overuse of rangelands and wasteful energy consumption.
The presence of large numbers of refugees and TDPs in Peshawar as put immense pressure on housing
and land. Most displaced people rent properties rather than buying, given exorbitant land prices and legal
constraints preventing Afghans from owning land or „immovable property‟. Many Afghans from Kabul
who were part of the ruling elite or business class have been able to settle in wealthier districts of
Peshawar, such as Hayatabad, whereas others settled in camps before moving on to informal settlements
or renting property. Other refugees, especially those from rural areas in Afghanistan and those with
fewer resources, have settled on the outskirts of town in informal and unplanned areas. Although
officially not allowed to buy land, many have managed to acquire CNIC cards illegally or have bought
property in the name of Pakistani friends. The housing conditions are often very poor and crowded and
the expansions of slums have grown considerably with this trend52
. The refugee problems have led to a
proliferation of informal settlements in and around the city and the deterioration of urban infrastructure
and services in the city.
The massive population movement of Afghan refugees has neither been uniform nor unidirectional. It is
marked by the back and forth movements between Afghanistan and Peshawar as the conflict seemed
near resolution, reignited or mutated. Indeed, since 1979, the conflict has metamorphosed continuously
as the resolution of each chapter led to the surfacing of more dissentions and dispute. Afghans have been
living in Peshawar for 36 years now. Many of the younger generation have never even seen Afghanistan.
A clear majority) lives outside the camps, which signifies that they themselves have since long begun to
look after themselves and for long-term strategies inside Peshawar. In addition to the ongoing fighting
and economic insecurity in Afghanistan, the waning support by foreign donors and the progressive
closing of camps have in the long run favored their entrenchment deeper in society of Peshawar, forcing
them to develop their own coping strategies, rather than encouraging them to go back. Any DRM or
urban planning strategies for Peshawar must also take into the consideration this additional population of
refugees.
50 Sanctuary in the City, HPG working paper by Irina Morsel and Ashley Jakson (2013) 51 http://www.citiesalliance.org/sites/citiesalliance.org/files/CAFiles/Projects/Pakistan_1.htm 52 Collective for Social Science Research. 2006, January. Afghans in Peshawar: Migration, Settlements and Social
Networks. Afghanistan Research and Evaluation Unit (AREU) Case Study Series.
3.3.7. Environmental Risks
Environmental disasters are also imminent in Peshawar. Almost 50 percent of the vehicles in the
province are in Peshawar alone. Other than rampant air and noise pollution from vehicles, Peshawar is
also home to industries such as cement, ghee, soap and marble. Effluents from these industries which
have been proven to be higher than permissible levels are discharged into the Bara and Kabul rivers,
where they not only contaminate drinking water but also percolate into the soil and contaminate
groundwater aquifers.
As per Peshawar Foundation report “Peshawar is the most polluted city of Khyber Pakhtunkhwa (KPK)
Province with carbon dioxide emission reaching up to 23 particles per million (ppm) against the World
Health Organization guidelines of 10ppm,” owing to emissions from vehicles, industries and brick kilns;
massive burning of solid waste/refuse, domestic burnings and use of ill-maintained vehicles. The noise
pollution is also an issue as well as the solid waste especially the use of plastic bags which usually clog
the drainage and sewage system increasing risks of urban flooding.
3.3.8. Epidemics & Endemics
The World Health Organization (WHO) in January 2014 declared Peshawar as the world‟s “largest
reservoir” of endemic polio with 90 per cent (83 out of the 91 polio cases) in Pakistan were genetically
linked to Peshawar city. Moreover, 12 out of 13 cases reported in Afghanistan were also linked to it53
.
Moreover, the outbreak of Dengue is also an hazard as there have been several cases reported in past few
years.
Moreover, it was found from a very important study54
that most of the drinking water is contaminated
before reaching households. The study concluded that about 84% of the samples collected from
households in Peshawar were found feacally contaminated with coliform bacteria and could not be
considered safe for human consumption. 31.2% of the samples collected directly from tube wells also
showed suspicious results. Faulty distribution and storage infrastructure and their lack of maintenance
are concluded main reasons behind drinking water contamination in Peshawar.
Another study by Pakistan Council for Scientific and Industrial Research (PCSIR) revealed that most of
the population of the provincial capital drinks contaminated water. The World Health Organisation
(WHO) standard limit of Magnesium content in water is 150 parts per million (PPM) but water samples
taken from residential areas in Peshawar showed presence of Magnesium up to 250 PPM. The study
further indicated that seepage from surroundings including sewerage pipes contaminates the water when
it is supplied to housing units and even water from the wells dug by residents at their houses is not safe
for drinking as it is close to surface, just 50-60 ft deep, and is contaminated. The Public Health
Engineering department and the Water & Sanitation Services Peshawar officials also admitted that water
distribution pipes were more than four decades old and main cause of the problem. However, they said
that a project of revamping of water supply pipes in urban areas of Peshawar, worth millions, is in
progress.
53 http://www.dawn.com/news/1080926 54 InamUllah, E. and a. alam, 2014. assessment of drinking water quality in Peshawar, Pakistan. Bulg. J. Agric.
Sci., 20: 595-600 (http://www.agrojournal.org/20/03-14.pdf)
3.4. Exposure, elements at Risk and vulnerability context of the district
Elements at risk refer to Population, property, systems, or other elements present in hazard zones, which
are subject to potential losses. Measures of exposure can include the number of people or types of assets
in an area. These can be combined with the specific vulnerability of the exposed elements to a particular
hazard to estimate the quantitative risks associated with that hazard in the area of interest55
.
55Disaster Terminology by UNISDR
3.4.1. Population
There is considerable variation among the social groups or age groups in the range and severity of
hazards. Within the household different age groups exposed to the hazard also play a role in its effect.
Consideration of different age groups are more important in this analysis as known from the lesson
learned of Oct 2005 earthquake which showed that gender and age perspective made difference in the
death toll and injuries; children, women and old age people were comparatively more severely affected.
The demographic data of the district for 2014, projected from 1998 census showing different age pattern
shown in table 13.
Figure 21: Population density Peshawar (Source: IMMAP 2015)
3.4.2. Buildings
After people, the most important dimension is the housing found in an area. In any disaster, the loss of
housing is considered the most crucial loss after human loss. In assessing the natural hazard risk to
housing units, the structural condition of units had to be collected. The grouping of housing units into
broad categories with available information was considered to possible extent for the risk zonation. The
housing census of Pakistan done during 1998 provided details about housing conditions in the form of
categorization into three groups given i.e Katcha, Semi pacca, Pacca units.
3.5. Risk assessment of the district
By overlying the compost hazards layers with the composite exposure and vulnerability layer, risk map
was generated in GIS environment. In which the vulnerability/exposure or fragility are characterized as
low, moderate and high through intersection overlay techniques, as shown in figure 20.
Figure 22: Risk Assessment CAPRA technique (Source: World Bank Group)
The results were validated with data collected during consultation workshop through stakeholder‟s
consensus. After validation, final Risk map has been created based on the results from this map the risk
indexing has been done for the union councils of the district as shown in table 14.
UC Name Risk Indexing UC Name Risk Indexing
Achini Bala Very High Risk Budhni Moderate Risk
Mera Surizai Paya Very High Risk Mera Kichori Moderate Risk
Shahi Bala Very High Risk Kankola Moderate Risk
Panam Dehri Very High Risk Adezai Moderate Risk
Khatki Very High Risk Azakhel Moderate Risk
Urmer Bala Very High Risk Shaheen Town Moderate Risk
Takhatabad Very High Risk Nauthia Jadeed Moderate Risk
Mathra Very High Risk Sheikhan Moderate Risk
Gulbela Very High Risk Hayatabad Moderate Risk
Khazana Very High Risk Gul Bahar Moderate Risk
Lahori Very High Risk Hasan Garhi Moderate Risk
Karimpura Very High Risk Chaghar Mati Moderate Risk
Ander Sher Very High Risk Faqir Abad Moderate Risk
Asia Very High Risk Shiekh Juanid Abad Moderate Risk
Jehangirpura Very High Risk Shiekh Muslim Moderate Risk
Ganj Very High Risk Maha Terai Moderate Risk
Palosi High Risk Khalisa Moderate Risk
Malkandhair High Risk Yaka Toot Moderate Risk
Regi High Risk Kakshal Moderate Risk
Lala High Risk Akhoon Abad Moderate Risk
Kafoor Dehri High Risk Wazir Bagh Moderate Risk
Musazai High Risk Shahi Bagh Moderate Risk
Haryana Payan High Risk Garhi Sher Dad Moderate Risk
Wadpaga High Risk Larhama Moderate Risk
Nahaqi High Risk Shiekh Muhamadi Moderate Risk
Jogani Moderate Risk Urmar Moderate Risk
Chaghar Matti Moderate Risk Mattani Moderate Risk
Chamkani Moderate Risk Akhoon Abad Moderate Risk
Nauthia Moderate Risk
Table 14: Union Council wise Risk Indexing
Figure 23: Critical facilities in hazardous areas (Source: IMMAP)
Figure 24: Flood safe site location
Chapter 4: District Disaster Management Unit’s Organizational Structure
1. Organizational Structure and Members
Under the Khyber Pakhtunkhwa Province amended National Disaster Management Act 2012, District
Disaster Management Authorities (DDMAs) are named as District Disaster Management Units
(DDMUs). The Provincial government has notified DDMUs in all the districts of Khyber Pakhtunkhwa
Province. Efforts are being made to equip DDMUs with all the necessary facilities and capacities to
further decentralize the DRM system in the Province. The DDMUs shall consist of such number of
members, as may be prescribed by the Provincial Government and unless the rules otherwise provide, it
shall consist of the following members, namely56
;
56
Khyber Pakhtunkhwa amended NDM act 2012 chapter IV
a. Head of the local council at the district level (by whatever name called) or the Administrative
Head of the district who shall be Chairperson, ex-officio;
b. The District Co-ordination Officer/Deputy Commissioner;
c. The District Police Officer, ex-officio;
d. The Executive Engineer (Communication and Works);
e. The Executive District Officer (Education);
f. The Executive District Officer, Health; and such other district level officers, to be appointed by
the District Government.
District Disaster Management Officer will be appointed who will provide administrative support to the
DDMU.
2. DDMU Secretariat
A secretariat will be established to support the DDMU in its day to day activities. In district Peshawar,
the DDMO will be delegated to perform the tasks of secretariat for the DDMU. The secretariat will be
composed of the District Nazim, who will serve as chairperson, a DDMO as executive officer and a
minimum of three staff members who will be incharge of the three tasks namely Technical Support
(Training and Education), Operation Group and Finance and Admn support. The number of staff,
procedures and TORs of the secretariat will be developed by the DDMU57
.
Figure 24: Organizational Structure of DDMU (Source: Amended NDM Act 2012)
3. Function of DDMU
Powers of Chairperson of DDMU: The Chairperson of the District Unit shall, in the case of an
emergency, have power to exercise all or any of the powers of the District Unit but the exercise of such
powers shall be subject to ex-post facto approval of the District Disaster Management Unit.
Powers and functions of District Unit: Subject to the provisions of this Act, the District Disaster
Management Unit shall be as the district planning, coordinating and implementing body for disaster
management and take all measures for the purposes of disaster management in the district in accordance
with the guidelines laid down by the NDMA and the PDMA.
Following powers and functions of DDMUs has been defined in the NDMA‟s NDRMF 2007;
→ Formulate District Disaster Management Plan, based upon local risk assessment, and coordinate
its implementation,
→ Review development plans of government departments and provide guidance on mainstreaming
disaster risk reduction measures in these plans,
57 National Disaster Risk Management Framework, NDMA 2007 Page 53-54
Chairperson
District DM Officer (DDMO)
EDO (Education)
Ex.Engineer C&W Deptt
District Police Officer
EDO (Health)
Other Dist.level officer appointed by Dist.Govt
→ Continuously monitor hazards, risks and vulnerable conditions within the district, municipality,
or cantonment areas,
→ Prepare guidelines and standards for local stakeholders on disaster risk reduction,
→ Conduct education, training and public awareness programmes for local officials, stakeholders
and communities,
→ Encourage involvement of community groups in disaster risk reduction and response by
providing them necessary financial and technical assistance for implementing community level
initiatives,
→ Examine construction in the area and if hazard safety standards have not been followed, direct
the relevant entities to secure compliance of such standards,
→ Invest in specific capabilities according the requirement to manage all types of threats peculiar to
local area,
→ Undertake appropriate preparedness measures at district level; e.g. maintain an early warning
system, identify buildings to be used as evacuation sites, stockpile relief and rescue materials
and identify alternative means for emergency communications,
→ In the event of a disaster, organize emergency response through the District Emergency
Operations Centre (DEOC),
→ Maintain linkages with the Provincial Disaster Management Authority and the Relief
Department,
→ Perform such other functions as the Provincial Authority may assign to it.
4. Local Disaster Management Committees
Subject to the directions of the DDMU, a local disaster management committee shall58
;
→ Ensure that their officers and employees are trained for disaster management.
→ Ensure that resources relating to disaster management are so maintained as to be readily
available for use in the event of any threatening disaster situation or disaster.
→ Ensure that all construction projects under it or within its jurisdiction conform to the standards
and specifications laid down for prevention of disasters and mitigation by the National
Authority, Provincial Authority and the District Unit.
→ Carry out relief, rehabilitation and reconstruction activities in the affected area in accordance
with the Provincial Plan and the District Plan.
The local authority may take such other measures as may be necessary for the disaster management.
4.4.1 Tehsil/Town Disaster Management Committee (TDMC)1
Committees at this level are the frontline of disaster risk reduction and response. For many departments,
this is the lowest level of administration where the committee directly interfaces with communities;
agriculture, education, health, police, revenue and others. Extension workers of above departments could
play a significant role in promoting risk reduction. For example agriculture extension workers could
promote awareness of drought, flood or cyclone resistant crops. Health workers could raise people‟s
awareness about potential diseases that may occur after a flood or drought and how to prepare for them.
Education officials could work on school disaster preparedness. Similarly Tehsil DM committee have an
important role in organizing emergency response and relief; e.g. damage and loss assessment and
58
National Disaster Management Act (amended Khyber Pakhtunkhwa, 2012) chapter VI, page 16 and
National Disaster Risk Management Framework, NDMA, 2007 page 54
recovery needs assessment. Tehsil and town chairpersons will lead the risk reduction and response
operations with the help of Tehsil or Town Municipal Officer in consultation with the DDMU59
.
Figure 25: Organization Structure of TDMC
4.4.2. Union Council Disaster Management Committee (UCDMC)60
At Union Council level, Disaster Management Committee called as UCDMC will be established
responsible for the coordination and implementation of the disaster management activities. Head of the
local council or administration shall be the chairperson of the UCDMC. Below organogram describe the
possible members of the UCDMC.
Figure 26: UCDMC Organizational Structure
4.4.3. Village/ Neighborhood Disaster Management Committee (VDMC)61
The lower tier of the DM committee can be called as Village/ Neighborhood Disaster Management
Committee (VDMC). The committee will play a pivotal role as the committee members are at the
forefront line against disasters. Therefore, the more strong and organized committees are, more effective
response can be guaranteed.
Following Terms of Reference (TORs) can be adopted to select the VDMC members/volunteers.
1. Members should be permanent resident of the selected villages
59 National Disaster Risk Management Framework 2007
61 Adapted from DDMP Swat and DDMP Nowshera being approved plans
Chairperson(Head of Local council at Town level or Admin.head of Town)
Chairperson(Head of Local council at UC level or Secretary UC
All elected members (male & female)
All elected members (male & female)
Respetive Town Officers
Respetive Patwaris
Revenue Department Rep at Town level
Police rep at UC level (SHO)
UC DM Commitee (two from each commitee)
Rep form other departments at UC level
Religious leader
Religious leader
DDMU
Village/ neigbourhood DM committe rep
Town Disaster Managment Commitee
2. They should be capable to read and write Urdu and/ or local language,
3. Selected trainees should be within age of 18-40 years and should have commitment to be part of the village level DM committee on longer
term basis,
4. They should be willing to take active part incapacity building initiatives and relief work,
5. Notables, elders and educated residents of the villages, preferably members of any existing Community Based Organizations (CBOs) could
be preferred.
Figure 27: Organizational Structure at Village level
Chair Person Selected by Communities
Medical First Aid team
Search & Rescue Team
Early warning team
Safe evacuation team
Communication & PIC team
Shelter Team Equipment handling team
Town/UC DRM Committee
Chapter 5: Key stakeholders and their role in Disaster Management62
This section of the DM Plan provides a brief description of the key disaster management activities that
the line departments, local government institutions and other stakeholder in Peshawar district are
expected to perform at three commonly known stages as pre, during and post disaster management.
Although, some federal level departments/institutions (Army, PMD, SUARCO, GSP etc.) are also
working at the local level, however, the focus is given to identifying disaster specific roles and
responsibilities of each district line department.
Generally, the government departments should integrate the following set of common DRM activities
into their routine process of functioning:
1. Ensure active participation in disaster-related activities and meetings led and coordinated by the
DDMU. Nomination of a department focal person for coordinating DM activities may prove to
be very useful
2. Make sure that the departmental strategies and annual development plans have disaster risk
reduction mainstreaming component integrated or they can use the disaster management
checklist for PC-1s issued by Planning Commission. It will allow proposing some amount to be
allocated under the annual budget for disaster related activities,
3. Map available technical & material resources of your department that can be used/deployed
during disaster preparedness, response or recovery and rehabilitation phases,
4. Map NGOs , develop and strengthen partnerships with non-governmental organizations to have
their support for DM. They can be effective in training and mobilizing hazard prone
communities as well as providing institutional support to your department,
5. Prepare/update department specific contingency plan regularly.
In addition to common DM activities, each department/organization will focus on undertaking the
following specific DM activities within their respective broad mandate;
1. District Disaster Management Unit (DDMU)
Before Disaster
Prepare a Disaster Management Plan including district response and contingency plan for the whole
district.
Ensure District Emergency Operation Centre (DEOC) is notified and key stakeholders are aware of
it. DEOC has been equipped with all necessary gadgets and operationalized.
Coordinate, ensure and monitor the implementation of National and Provincial level policies,
National, Provincial and District level plans.
Ensure that the multi hazard, vulnerabilities and risk assessment have been done and maps have been
developed , provided to the relevant people, emergency information/ guidelines displayed and
prioritized risk prone areas in the district are identified.
Disaster risk reduction measures are undertaken by the government departments, local authorities
and general public. Ensure proposed DRR measures are focused on highly vulnerable and social
excluded groups. (like women , Children, old, disabled , minorities, far off areas low income people,
transgender , refugees, non-locals/settlers etc.)
62 Roles and responsibilities were derived from the NDMA’s NDRMF 2007, NDMP 2012-2022, DDMP of Swat and Peshawar and further validated
through consultation meetings and formal letters sent out to all concerned from DDMU for comments and concurrence.
Provide guidelines, prepare, review and update district level response and contingency plans at least
annually.
Ensure that the guidelines/PC-1 checklists for prevention, mitigation, preparedness and response
measures as lay down by the Planning Commission, NDMA and the PDMA are followed by all
government departments and the local authorities. The guidelines should also propose measures for
highly vulnerable and socially excluded groups.
Give directions to different department/authorities at the district and local level to take such other
DRR measures for the prevention or mitigation of disasters as may be necessary.
Lay down guidelines for preparation of disaster management plans by the government departments
at the districts level and local authorities.
Monitor implementation of the disaster management plans prepared by the government departments
and local authorities. Ensure that disaster management plan have also suggested and implement
structural adjustments in construction for socially excluded group.
Organize and coordinate specialized DRR related training programs for different levels of officers,
employees, Students and voluntary rescue workers in the district.
Facilitate community level DRR trainings and awareness programs for prevention of disaster or
mitigation with the support of local authorities, government and non-government organizations.
Set up, maintain, review and upgrade the mechanism for multi hazard early warnings, dissemination
and education of proper information to public.
Co-ordinate with, and give guidelines to, local authorities in the district to ensure that post-disaster
management activities in the district are carried out promptly and effectively.
Review development plans prepared by the government departments, statutory or local authorities
with a view that DRR has been integrated into the development activities and projects of the plan.
Identify buildings and places which could, in the event of disaster situation, be used as relief centres
or camps and make arrangements for water, sanitation and hygiene in such buildings or places.
Establish stockpiles of relief and rescue materials or ensure preparedness to make such materials
available at a short notice during any emergency or disaster.
Encourage the involvement of Pakistan Red Crescent Societies, non-governmental organizations and
voluntary social welfare institutions working at the grass roots level for disaster management.
Develop pool of Master Trainers and Community Trainers in Community Based DRR in order to
develop pool of trained volunteers for effective emergency response with the support of Civil
Defence, R1122, PRCS and non-governmental organizations working at the grassroots level for
disaster management.
Take support of the Civil Defence, PRCS and non-governmental organizations to establish
neighborhood and Village level DRR Committees and ensure that they are properly trained and
selection criteria for the committees are in place.
Develop pool of volunteers and their database for effective emergency response with the support of
PRCS, non-governmental organizations and voluntary social welfare institutions working at the
grassroots level for disaster management.
Ensure communication systems are in order and disaster management drills are carried out
periodically.
Give directions for the functionality and maintenance of the resources available with any department
of the Government and the local authority in the district e.g water hydrants are installed/functional in
congested neighborhood, regular maintained of de-watering pumps, suction pumps, cranes are
available, First aid boxes are available etc.
Arrange (round the year) commemoration days of important past disasters events and use public
gathering platform like sports, cultural, recreational festivals, fairs and shows.
Establish stockpiles of relief and rescue materials or ensure preparedness to make such materials
available at a short notice during any emergency or disaster.
Hire the services of experts and consultants in the relevant fields to advise and assist as it may deem
necessary.
Ensure that the non-governmental organizations carry out their activities in an equitable and non-
discriminatory manner.
Identify health facilities as Points of Dispensations (PODs) which can be activated in case of
direahea, dengue , skin diseases and/or other health epidemics ,
During Disaster
Activate the District Emergency Operating Centre (DEOC) as early as possible after a disaster
occurs.
Carryout rapid damage and need assessment and develop flash report for assistance and report to
PDMA and other relevant stakeholders.
Close liaison with the Provincial Emergency Operating Centre (PEOC) and update with damage and
needs.
Mobilize neighborhood councils, village level DM Committees, PRCS, non-governmental
organizations and voluntary social-welfare institutions for effective response. Extreme care to
evacuate or take care of the highly vulnerable and socially excluded groups.
Provide shelter(identify camping sites etc), food, drinking water and essential provisions, healthcare,
Temporary education and services establish emergency communication systems in the affected area
and at evacuation/shelter places established by the Revenue Department.
Control and restrict vehicular traffic to, from and within, the vulnerable or affected area.
Control and restrict the entry of any person into, his movement within and departure from, a
vulnerable or affected area.
Remove debris, conduct search and carry out rescue operations. Make arrangements for the disposal
of the unclaimed dead bodies.
Direct any department of the Government of the Province or any authority or body under that
government at the district level to take such measures as are necessary in its opinion.
Construct temporary bridges or other necessary structures and demolish structures which may be
hazardous to public or aggravate the effects of the disaster.
Ensure that the non-governmental organizations carry out their activities in an equitable and non-
discriminatory manner.
Take such other steps as may be required or warranted to be taken in such a situation.
After Disaster
Support PDMA for carrying out detail damage and need assessment and develop detail report.
Close liaison with the PEOC and UN clusters for need assessment and effective response.
Continue and monitor early recovery and rehabilitation activities with the support of I/NGOs, UN
Clusters and other stakeholders.
Facilitate/cooperate in specialized and technical trainings of the government stakeholders and
I/NGOs for reconstruction and recovery process.
Build the capacities by providing trainings to masons, carpenters etc for the reconstruction and
recovery of the physical infrastructures.
Review and update development plans prepared by the departments of the government at the district
level, statutory authorities or local authorities with a view to make necessary provisions therein for
prevention of disaster or mitigation.
Hire the services of experts and consultants in the relevant fields of recovery and rehabilitation to
advise and assist as it may deem necessary.
Review the DDMP and Contingency Plans in light of lesson learn and improve the response
mechanism.
2. Town Municipal Administration
Before Disaster
Give technical inputs and approve bylaws related to disaster resilience practices in local context
through Town councils.
Suggest, prioritize and approved budgetary requirements for disaster mitigation practices.
Integrate DRR in short and long term development planes with in the municipality/Town with
focus on embedding proper planning code and suggesting DRR measures for the highly
vulnerable and socially excluded groups.
Ensure that the multi hazard, vulnerabilities and risk assessment have been done and maps have
been developed/available with relevant people and prioritized risk prone areas in the
municipality/Town are identified.
Land use planning and zoning within the municipality by preparing master planes while keeping
the multi hazard context of the municipality and Town in mind.
Ensure the implementation of bylaws related to encroachment at hazardous places, building
codes, land use planning and zonation etc.
Ensure the implementation of fines and penalties in place, related to DRR in the
municipality/Town.
Identify evacuation/shelter places to face any disaster/emergency.
Arrange commemoration days of important past disasters events and use public gathering
platform like sports, cultural, recreational festivals, fairs and shows.
Prepare contingency plan for the TMA and organize regular drills/simulation exercises.
Establish stockpiles of relief and rescue materials or ensure preparedness to make such materials
available at a short notice during any emergency or disaster.
Identified the frequent traffic congestion sites, disrupted sites of sewerages, water supply and
sanitation and hence highlighted for durable solution
During Disaster
Coordinate with the village and neighborhood councils in case of emergency in order to get
quick information about the severity and extent of a disaster impact and report it to the DDMU,
PDMA and higher district and provincial level authorities.
Dissolve disputes related to private properties for public use like footpaths, tracks, streets and
roads, originating from the disruption due to disaster. In a way grounds should be made to run
the response and relief activities smoothly.
Make arrangements for sanitation, cleanliness, disposal of garbage and carcasses, drainage and
sewerage system caused and disrupted by a disastrous event
Continue search and rescue activities and removal of debris.
Ensure health facilities are operationalized and roads are open to have access to health services
during the disaster.
Facilitate formation of voluntary organizations for assistance and help of the victims alongside
of the international and national humanitarian agencies.
Conduct rapid damages and needs assessment of the survivors in order to start relief activities
accordingly. Prepare flash appeal and report to DDMU and PDMA and other relevant higher
level authorities.
Report cases of handicapped, destitute and socially excluded groups to district government and
higher authorities in order to streamline their special needs in relief and response operation
After Disaster
Mobilize community for maintaining public ways, public streets, culverts, bridges and public
buildings, de-silting of canals and other development activities
Facilitate the formation of co-operatives for improving economic returns and reduction of
poverty and vulnerability
Dispose of debris from street and houses and promote cleanliness and encourage plantation of
trees in public places
Support in providing accurate and detail information useful for preparing detail damages and
needs assessment reports by the DDMU/PDMA etc.
3. Agriculture Department
Before Disaster
Keeping in mind the most significant hazards in the district, undertake a field exercise of risk
assessment to identify vulnerabilities and risks vis-à-vis food security, agriculture activities such as
cropping patterns in the face of climate change, and the livestock/dairy/poultry. This exercise should
also look into the possibility of likely damages / losses which might occur in the wake of any
disaster to all the sub-sectors of the Agriculture department. The outcome of the exercise will be an
informed and practical DRR plan of the department.
Establish and maintain farmers‟ groups to raise their level of awareness with regards to issues falling
under the overall mandate of the department. The farmers‟ group may also be trained on basic
disaster preparedness and response skills. They can potentially become extremely useful during
disaster situations in their respective areas.
Prepare departmental contingency plan and organize regular drills/simulation exercises.
Maintain emergency stock of vaccination, fodder and seeds etc.
Creating community seed banks at the Union Council level is a very viable option to support the
small farmers with minimum seeds requirements after any disaster to enable them to resume and
regenerate agriculture based livelihood activities.
Mass awareness regarding epidemics and diseases to livestock, poultry and crops. Regular
vaccination is an effective tool to prevent diseases.
Regular surveillance of water sources, which may be damaged or cause flooding in monsoon.
Close coordinating with Pakistan Meteorological Department and media to ensure that early warning
messages are appropriately relayed / disseminated to hazard prone communities. It will help people
to plan for sowing/planting and harvesting crops accordingly.
Arrange different trainings on impact of global warming and climate change and adoptability of
agriculture crops and enhance the productivity for the formers
Promote adoption of flood and drought resilient crops through research and dissemination to farmers
with the help of agriculture extension workers.
During Disaster
Immediately, start interacting with DDMU/DC office for coordinating emergency response
activities.
Make available all the technical and material resources to be made part of relief efforts.
Carryout agriculture sectors damages/losses and needs assessment and prepares flash report for
response.
Help other relevant departments in establishing relief camps in safe places.
Arrange feed and fodder for surviving livestock.
After Disaster
Prepare detail report of agriculture sector damages/losses and needs and submit it to DDMU/DCO
office for onwards transmission to PDMA/NDMA.
Repair and rehabilitation of water sources to ensure that agriculture activities are resumed as early as
possible.
Livestock vaccination.
Ensure foods and fodders availability.
Provision of seeds, fertilizers and other agri-inputs/implements to farmers as disaster early recovery
support.
Document lessons learnt and revise the departmental contingency and DRR plan accordingly.
4. Irrigation Department
Before disaster
Equip irrigation department to mitigate floods and droughts with technical & managerial capacity
and modern gadgetry and practices.
Ensure development & maintenance of flood protection systems in the pre-flood season.
Inspect and ensure the proper functioning of all the irrigation installations in the district.
Identify the most vulnerable points of irrigation canals & headworks‟s in the district and take
corrective measures.
Forge inter and intra departmental coordination mechanism, including coordination close with
DCO, DDMA, NGOs and PMD district Office and share the information/updates about emergency
with all the stakeholders.
Demonstrate/assist & train local communities facing localized or regional droughts on cheaper rain
water harvesting and storages techniques.
Educate and train the drought effected communities on water use efficiency techniques/good
irrigation practices.
To establish a mechanism of early warning transmission, up and downstream across communities
and establish special flood warning centres at Town level, with support of district administration and
CSOs.
Develop and regularly review the district level plans on water management.
Prepare departmental contingency plan and circulate it among stakeholders before onset of
Monsoon.
Identify and discourage encroachment(s)of various water ways, with the help of other district
authorities.
Closely monitor discharge rates in the major water bodies, passing through the district and for this
purpose and optimize functionality of the installed gauges.
Arrange protection material such as sand-bags, stones, machinery, human resources and other
material to be used at the time of need especially before the onset of moon soon.
During disaster
Ensure establishment and operationalization of Flood Control Cell (FCC) in proper order.
Keep liaison with field staff, Provincial Irrigation Department and district authorities
Institutionalize regular patrolling of vulnerable points/ irrigation canals and breach sites to warn the
potential victims on time.
Create and disseminate flood situation reports among the stakeholders.
After Disaster
Do stocktaking exercise of disaster affected areas and examines all the existing flood protection
systems like protection walls, spurs studs and head works of the irrigation canals.
Estimate and collect damages data and do need assessment in terms of repair/maintenance; and
disseminate the information to the relevant stakeholders for securing needed resources.
Coordinate repair work of the damaged irrigation infrastructures.
Prepare a sectorial specific recovery plan.
5. Revenue Department
Before Disaster
Being one of the key district departments, Revenue has to do a lot with disaster mitigation,
preparedness and response. Keeping this in mind, carryout a detailed multi hazards vulnerabilities,
capacity and risk assessment. It will help in identifying and prioritizing the most vulnerable or
hazard prone areas for concerted efforts. Risk profiling of highly vulnerable and socially excluded
groups should be given priority.
Prepare a consolidated Departmental Contingency / DRM Plan based on the review of department
specific plans.
Inform the office of the DC and DDMU about the available financial resources against the
Contingency / DRM Plan and present a clear picture of gaps to be filled in either by the district
government‟s own funds or by the provincial funds through respective PDMA.
Prepare and regularly update the contact list of Patwaris (revenue officials) to ensure that they are
contacted and deployed in any looming emergency.
Capacity building of the revenue official in DRR and formal training on damages and needs
assessment would make them a very useful resource for accurate data collection for the district.
Regular liaison with the neighborhood and village level DM committees and volunteers in order to
take their help during any emergency.
During Disaster
Wherever and whenever required, establish the evacuation/shelter places in coordination with other
line departments, NGOs and philanthropists and evacuate the affected people with priority to the
highly vulnerable and socially excluded groups.
Keep track of in-coming relief support, develop a relief distribution mechanism, and start providing
assistance to disaster affected population.
Coordinate with the District Finance & Planning department to ensure timely release of required
funds through the DC/DCO‟s office.
Collect, verify and disseminate information about relief assistance being provided by the government
and non-governmental actors.
Assess relief needs on daily basis and prioritize them to meet the most urgent needs of the affected
people. It is of vital importance to prepare a sheet of required assistance on weekly basis and
gradually make it a fortnightly and then monthly exercise.
Assess the overall situation and determine the likely timeframe of the evacuation/shelter places
population return to their homes.
After Disaster
Start carrying out detail damages and losses and support DC and DDMU offices for detail report.
This can be done in two ways: a) revenue officials make field visits and find out physically the exact
nature and extent of damages and losses by filling in templates designed specifically for this very
purpose; b) collect and collate department-specific information on damages and losses.
Before the Early Recovery and Rehabilitation activities take place, identify and prioritize areas of
interventions by the government, non-governmental actors and community based organizations.
Inform national and international NGOs and the UN agencies about the district priorities and
facilitate their work.
Regularly monitor and supervise Early Recovery and Rehabilitation activities.
Prepare and provide progress update to the district administration and other relevant stakeholders
including local media.
Prepare budgetary estimates for reconstruction activities if the damages are massive.
6. Health Department
Before Disaster
Develop a Health Risk Management Plan for the whole district to prevent or mitigate communicable
diseases, injuries following mass causality accidents and disasters with relation to department‟s
mandate and assets.
Undertake multi hazard, vulnerability and risk assessment for health facilities and services and
surroundings and propose allocation of funds in the annual development budget. Also, conduct
hazard and risk based mapping of all health care facilities, including vulnerability assessment
(infrastructure and organizational setup) and integrate hazard resilience measures.
During the construction of new health facility, proper designing keeping in view the need of People
With Disabilities (PWD) should be incorporated in the structure.
Integrate disaster preparedness and response capacities into all existing and future health programs at
district level.
Devise strategies for community involvement in all aspects of emergency preparedness, response
and recovery with regards to health sector. A pool of Community Health Workers (CHWs) should be
established or strengthen and can be linked to the neighborhood and Village level DM Committees.
Health related data should be maintained and updated on priority basis along with data of at risk
communities and elements are available digitally.
Identify safe evacuation place in the health facilities and conduct regular emergency response and
evacuation drills with all health officials.
With the support of DDMU, CHWs along with TDMC and VDMC can be engaged to collect at risk
population data especially marginalized and socially excluded groups can be identified.
During Disaster
Establish District Emergency Health Operation Centre to ensure better coordination and
mobilization in a disaster situation.
Set-up medical camps and mobilize emergency health teams including mobile hospitals, to be
deployed in the event of a disaster and start providing immediate emergency medical assistance.
Mobilize all available health resources and possible assets for emergency interventions.
Inform the DC and DDMU if external support is needed in terms of doctors, paramedics or
medicines/surgical equipments from other districts or from the provincial government.
Provide daily update on health response and highlight gaps/needs accordingly.
Keep the disaster-hit communities posted about any likelihood of epidemics and the precautionary
measures. CHWs can be mobilized to gather data and report. This is very important to prevent the
secondary wave of death in affected areas.
Guide and facilitate the non-governmental organizations in addressing the priority health needs in
most vulnerable areas.
Rapid damages/ losses and needs assessment of the health sector and prepare flash report.
After Disaster
Carrying out detail damages and losses assessment in the health sector.
Regular and vigilant health risks monitoring is immensely important to deal with post-disaster
diseases / epidemics.
With available resources, start repairing or retrofitting of the damaged health infrastructure in order
to cater health needs of the affected population during early recovery and rehabilitation stages.
It is important for the health officials to make sure that the drinking water is not contaminated.
Similarly, proper dumping of hospital waste is necessary to be taken care of.
Regularly monitor and supervise early recovery and rehabilitation activities in the health sector.
7. Education Department
Before Disaster
Conduct MHVRA for all education facilities, map all the educational facilities and identify structural
vulnerabilities such as hazard-prone location, dilapidated condition, risks involved, and other
secondary threats that may cause severe problems to educational facilities in case of a disaster.
During the construction of new school buildings or any other education facility, proper designing
keeping in view the need of People With Disabilities (PWD) should be incorporated in the structure.
Information about the existing hazards and risks in the district and the mitigation measures can be
compiled in simple language, and share it with teachers and students at all levels (primary &
secondary schools, colleges). The ultimate objective should be to incorporate inclusive DRR into
school curriculum.
Prepare Emergency Response Plan and DRR Plan for Education Facilities and arrange regular drills
and exercises during non disaster phase.
Gather information about I/NGOs working in the district in the education sector and make sure they
mainstream DRR aspect into their project activities.
Identify educational facilities that can be used as temporary evacuation centres for displaced
population during or after any disaster. It is important that the identified facilities have water, proper
sanitation and latrines facilities.
Engage active student through Girls Guide, Scout Teams, Parent Teacher Council (PTC) and
conduct regular trainings on emergency response management for students, teachers and parents.
Identify safe evacuation place in the school and in collaboration with other actors such as PTC, Civil
Defense and I/NGOs, organize regular emergency response and evacuation drills with students and
teachers.
Promote the spirit of volunteerism amongst students through awareness raising and training sessions
so that they become a useful resource for local communities in times of disasters.
Build capacities of teachers in a way that they are able to prepare and implement disaster response
plan for their respective educational facility.
Educational facilities related data should be maintained and updated on regular basis along with data
about those who are more vulnerable that include children under age of 10 and special persons.
Teachers can be used for mass awareness and capacity building of the vulnerable groups through
education & trainings and can disseminate massages by using students as a medium.
During Disaster
Mobilize teachers and student volunteers to assist in the search & rescue operations to be followed
by setting-up emergency evacuation and relief camps at already identified educational facilities.
In case of flood, inform teachers of those schools where the water can probably hit the school
building and cause damages. This information will help teachers to take any emergency
preparedness measures with support from local communities.
Conduct preliminary damages and needs assessment and submit flash reports to higher authorities,
DDMU and DC office.
Temporary shelters in the form of school‟s buildings can be provided for displace population during
disaster, having water supply and latrine facilities available mostly in the buildings. Teachers can be
used as valuable working force for smoothly running of the emergency operating centres established
at evacuation sites.
After Disaster
Undertake a detailed assessment of damages inflicted by disaster to the educational facilities. On the
basis of this report, determine short, medium and long-term needs of the education sector in the
district.
Plan and provide provisional assistance on education after a disaster to ensure continuity of learning.
Rehabilitation and restoration of damaged educational facilities should be given high priority. PTC
can be an effective bridge or communication channel for long term rehabilitation and reconstruction
activities.
Non structural activities including preparedness, trainings, drills, awareness campaign and
celebration of commemoration day in the schools should be continued.
8. Finance & Planning Department
Before Disaster
Assess available resources and suggest proportionate allocation of funds to each district department
for DRM-related activities.
Advise departments about resource mobilization for their proposed DRM activities.
In line with the district contingency plan, prepare budget estimates that the each department may
require in a disaster situation.
If the required amount of funds exceeds the available resources, prepare budget estimates for the
provincial government so that it provides the requested funds. Such request may be forwarded to the
PDMA through DC‟s office.
During Disaster
Gather statistical data regarding damages to different sectors and the needs vis-à-vis response, early
recovery, rehabilitation and reconstruction.
Explore multiple options for required resources to meet the needs to a reasonable extent.
Ensure timely allocation of fund to the affected area, if additional funds are required, can be
arranged through proper channel.
Develop a detailed budget plan for disaster recovery, rehabilitation and reconstruction activities.
After Disaster
Provide requisite financial resources to district departments for the implementation of their
department-specific post disaster activities.
Monitor and evaluate utilization of funds by relevant departments on disaster risk management.
9. Civil Defense Department
Before Disaster
Render First Aid, fire safety and rescue trainings to communities, individuals and organizations in
peacetime.
Develop and emergency evacuation plan and conduct regular drills and exercises.
Create community awareness on public safety.
Recruit/induct operational staff for search and rescue teams with required specialized skills and
equipments.
Ensure provision of trained rescue workers / Razakars and First Aid staff;
Educate and train volunteers on DRR, emergency response management including first aid, Search
and rescue, emergency evacuations and protection procedures against poisonous gases,
chemical/biological/radiological explosions or attack.
Participate in emergency drills with other stakeholders.
National assembly has passed a resolution about the inclusion of civil defense training for the
students for 9th & 10
th class. The trainings can be added as compulsory for the student securing 10
Marks as additional to their normal marks.
During Disaster
Undertake search & rescue activities immediately after a disaster. To do it in more efficient manners,
coordinate with other district departments in order to reach to the needy and more appropriate place.
Render first aid to injured persons and transport them to nearest hospitals/dispensaries.
Ensure evacuation from damaged buildings/structures including demolition of damaged structures to
avoid further loss of life and properties;
Assist in debris clearance and restoration of essential services to the affected buildings;
Search and defuse unexploded bombs in the affected areas;
Work with the Fire Brigade in rescue and first aid operations related to fire and other rescue
incidents.
After Disaster
On the basis of the response activities that performed, make a detailed assessment of the capacities
of the department and identify gaps and requirements.
Prepare a plan of action for the department and start resource mobilization accordingly.
10. Police Department
Before Disaster
Prepare details of inventory available at each police station that may be used during any disaster or
emergency.
Prepare and update regularly the contact information of your staff, and always make sure that the
main phone exchange and the wireless system works properly.
Prepare Contingency and DRR plan for the department.
Working with the Pakistan Meteorological Department and DC office, support in dissemination of
warning to the affected communities.
Support District Government Authorities in the process of evacuation to safer places.
During Disaster
Ensure law and order during any disaster situation in the affected areas.
Ensure security measures at evacuation points, in evacuated areas, at relief centers and godowns.
Provide assistance in emergency warning, rescue, relief and evacuation operation.
Ensure that over-loaded trucks are not coming/going to disaster affected areas.
Divert traffic where necessary to keep the emergency relief operations going smoothly.
Ensure security of humanitarian workers who perform duties after any disaster.
Prevent harassment of women and children during any emergency.
After Disaster
Keep order and prevent obstruction on public places.
Aid and cooperate with other agencies for the prevention of destruction of public property by
violence, fire or natural calamities.
Provide assistance to victims of road accidents.
Protect life and property of citizens.
Preserve and promote public peace.
11. Social Welfare & Community Development Department
Before Disaster
Maintain updated list of Organizations of good repute and proven track record
Develop disaster risk management plan and Contingency Plan with regards to the mandate of the
department.
Raise awareness of staff of the department about special vulnerabilities and capacities of women and
children with relation to disasters.
Encourage involvement of women and PWDs in disaster risk management activities.
Promote awareness amongst women and PWDs in hazard-prone areas about disaster risks and
disaster preparedness.
Develop capacities of women‟s, PWDs and Children focused organizations on disaster risk and
emergency management.
Ensure that needs of children, women survivors are addressed in post disaster situations during the
relief rehabilitation and reconstruction phases.
Properly plan and provide shelter to the affected women, beggars at Darul Kafala, Drug
rehabilitation, special education, blind institute, disable registration, child protector and other
socially excluded groups.
Promote awareness regarding the children protection and child rights.
During Disaster
Facilitate participation of women, minorities and PWDs in the management of relief, rehabilitation
and reconstruction activities.
Use of emergency phone number 1121 as helpline for Child protection during disaster.
Provide shelter provision to affected women, support in damages and needs assessment of the
affected area, service provision through reformal, shelter provision to missing unaccompanied
children‟s.
After Disaster
Support post-disaster rehabilitation of livelihoods of women survivors, which is mostly in the
informal sector and is ignored many times.
Support the district government and PDMA for re-unification of missing unaccompanied children,
women, PWDs, rehabilitation of families, psychosocial support provision
12. Communication & Works Department
Before Disaster
Develop district guidelines for safer construction of government buildings and infrastructure in
hazard-prone areas multi hazard approach.
Ensure DRR checklist of PC-1 has been seriously implemented in all new schemes.
During the construction of any new buildings, proper designing keeping in view the need of People
With Disabilities (PWD) should be incorporated in the structure.
Develop sample designs of government buildings, high-rise buildings and infrastructure (bridges,
roads) for safer construction in hazard-prone areas.
Ensure environment impact assessment studies has been conducted for all new schemes
Conduct training of builders, contractors and masons on safer construction methods and provide
guidance on adopting inclusive DRR measures during the construction.
Monitor construction of government buildings and infrastructure in hazard prone areas to ensure that
safer construction techniques are followed.
Incorporate disaster risk assessment in the planning process for construction of new roads and
bridges.
Construct, maintain and repair district and rural roads, bridges, tunnels and causeway etc.
Prepare a disaster risk management plan and contingency plan with relation to departments programs
and mandate.
Develop guidelines on conduct of damage and loss assessment to infrastructure and government
buildings in the wake of a disaster, and conduct assessments after disasters.
During Disaster
Send information to other district departments on road conditions especially regarding blocked or
impassable roads after a disaster.
Ensure draining the flood water from roads and remove debris from under the bridges for smooth
flow of water.
Monitor disaster situation (in case of flood and landslide) with regard to roads and coordinate with
other district departments for transporting relief items to affected areas.
After Disaster
Undertake a detailed assessment of damages of government buildings, roads infrastructure including
bridges, culverts, etc.
Prepare a report of damages to be shared with the district and provincial authorities along with
budget requirements for the rehabilitation and reconstruction of damaged / destroyed infrastructure.
13. Public Health Engineering (PHE)
Before Disaster
Repair and maintenance of the structure in command areas.
Prepare contingency plan highlighting resources available with the organization.
During Disaster
Collect damages data and prepare report for onward submission.
After Disaster
Rehabilitation of the damaged infrastructure, including protection walls, retaining walls, check
dams, water ponds, surface water tanks, land leveling, field terracing, small dams, spurs etc.
14. Media
Before Disaster
Develop understanding with the subject of DRM with help from literature produced by different
technical government and non-governmental agencies. To further enhance their capacities, try to find
out training and orientation opportunities for media person vis-à-vis DRM.
Look into DRM capacities of the district departments and NGOs operating in the district. It will be
very helpful if to identify gaps (preparedness & response) and inform concerned authorities and
hazard prone communities about them.
Keep a close eye on development schemes and assess them with help from technical experts as to
what extent such schemes are going to be beneficial for hazard prone communities.
Inform communities about any impeding hazard on the basis of information that you may have
received from the Met department. This is called early warning dissemination. Correct early warning
and its timely dissemination can save lives and property of the hazard prone communities.
Help avoid false rumors and alarms among public. Exercise caution in reporting medical
emergencies, coverage of injured/dead bodies, coverage of women, children and GBV
victims/survivors.
Maintain a close liaison with Information Department and state media (PTV, radio Pakhtunkhwa)
During Disaster
Monitor emergency relief activities and identify gaps and the required needs of the most vulnerable
people (elderly, women, children, religious minorities, etc.)
Keep track of the in-coming external relief assistance and play a role of a watchdog so that the aid is
spent judiciously on disaster victims.
Try to compile success stories of disaster survivors and share their courageous efforts through your
newspaper, radio or TV channel.
Beside identifying gaps and objectively criticizing the response efforts, it is always useful to
acknowledge and appreciate the good work of government and non-governmental actors involved in
emergency response.
After Disaster
After any disaster, the most significant part that a media person can play is to gather as much
information as possible about damages and losses and the response efforts. It helps the government
authorities and other stakeholders to prepare more informed action plans for early recovery and
rehabilitation.
Don‟t forget the disaster survivors after the emergency response phase and continue monitoring
early recovery and rehabilitation activities.
15. Pakistan Army
Before Disaster
In consultation with NDMA, PDMA and other line department, identify areas that are most likely to
be impacted in case of a disaster.
Prepare a Disaster Response plan and conduct regular drills and exercises.
Accordingly, prepare and upgrade necessary equipments, manpower and other necessary material to
be used / deployed immediately after a disaster.
Conduct regular capacity building programs for soldiers so that they are able to carry out emergency
relief activities effectively.
Evacuate people to safer areas and designated evacuation centres before and after a disaster.
During Disaster
Provide search and rescue services where needed.
Evacuate people to safer areas and evacuation centres
Close liaison with the District Government and Disaster Management Authorities and if required
establish emergency relief centres and provide disaster victims with life saving food, shelter and
health facilities.
Install temporary bridges where appropriate to ensure mobility of affected population and smooth
transportation of relief items.
Provide logistic back-up in terms of trucks, boats, helicopters etc. to the civil administration, if need
be.
After Disaster
Supplement early recovery efforts of civilian administration and the humanitarian community.
Reconstruct / repair roads and bridges at important locations.
16. Private Sector (NGOs, and Pakistan Red Crescent Society, etc.)
Before Disaster
Conduct MHVRA at the Town/UC/village levels according to the standard procedure set by the
PDMA/NDMA under the supervision and with close coordination with the DDMU.
Develop DM Plans at all level and share with the DDMU for coordination and implementation.
Mobilize communities and develop local level capacities for early warning, disaster preparedness
and response.
Support DDMU in establishing the Tehsi/UC/Village level DM Committees according to the set
criteria of the PDMA KP.
Provide all necessary trainings, conduct drills/exercises and provide necessary equipment to the
DRR committees with the close coordination of the DDMU.
Participate in disaster risk management activities such as training, public education, damage
assessment, rehabilitation and construction projects in hazard prone areas.
Implement programmes for community vulnerability reduction; e.g. strengthening livelihoods, safer
construction practices, drought mitigation, etc.
The Pakistan Red Crescent Society is to assists the district government in crises, emergencies and
disasters. The main activities of the Society are relief work during and after conflict, disaster relief
and supplementary health and welfare services, which include a wide range of activities for the less
privileged and marginalized people in both urban and rural areas. The Society provides ambulance
and search and rescue service at times of emergencies in addition to capacity building of volunteers,
CBOs, and district government officials.
During Disaster
Facilitate local authorities in emergency relief operations (sear & rescue, establishment of
evacuation/relief camps, food distribution to displaced, provision of health services, etc.)
Establish information management centres at evacuation/relief camps with close coordination of the
DC office and the DDMU.
After Disaster
Mobilize disaster affected communities for early recovery and rehabilitation efforts.
With the support of DRR committees, assess Town/UC/Village level damages/losses and needs and
contribute it to the district government‟s data.
Prepare village level early recovery and rehabilitation plans and mobilize resources for their
implementation.
Provide emergency livelihood support to communities in terms of providing agriculture inputs,
conditional cash grants, etc.
Work on promoting community based disaster risk management.
17. Transport Department
Pre-Disaster
To carry out traffic counts and identify points of Congestions
To guide PTAs, RTA, assist the local government, PDA & Cantonment board in carrying out
assessments for relocations of car bargains, shadihalls (Marriage halls), Fuel Pumps, Transport
Terminals(Bus, taxi, motor rikshaw vehicle) education instructions, hand carts , street vendors etc from
vulnerable areas.
To assist DDMO office on life saving legal instruments like National Highway Safety Ordinance and
other relevant transport legal instruments.
During Disaster
Provide Technical Assistance regarding transport issues as Motor Vehicle Ordinance 1965 and/or other
prevailing and related administrative instruments.
Post Disaster
Provide guidance on long term hazard free regular development of Transport Initiatives/studies and
implementation to logical conclusion.
18. Rescue 1122
Before Disaster
Conduct basic DRM, First Aid, Search and Rescue, firefighting trainings in Departments,
communities
Support DDMU in preparations of emergency management plans in various parts of districts and in
critical facilities like hospitals, Govt buildings, schools etc.
Support DDMU in various simulation exercises in communities
During Disaster
Facilitate local authorities in emergency relief operations (search & rescue, fire fighting, first aid,
etc) with emergency rescue teams
Provision of pre hospital medical services with help of Rescue Ambulances which are fabricated
with standard medical equipment with trained Emergency Medical Technicians (EMTs)
19. Academia
Before Disaster
Conduct research in various fields of disaster management and climate change adaptation(CCA)
with a view to utilize the same for development planning
Conduct MHVRA studies according to the standard procedure set by the PDMA/NDMA under the
supervision and with close coordination with the DDMU.
Support DDMU to Develop DM Plans at all level
Render recommendations for various steps to be taken by DDMU/PDMA for DRR/CCA
Mobilize communities and develop local level capacities for early warning, disaster preparedness
and response through one day trainings camps .
Participate in disaster risk management activities such as training, public education, damage
assessment, rehabilitation and construction projects in hazard prone areas.
Prepare database of volunteers from academia and students and share their details with DDMU in
order to utilize their expertise during and after disasters
During Disaster
Provision of data and mobilize volunteers to Facilitate local authorities in emergency relief
operations (sear & rescue, establishment of evacuation/relief camps, food distribution to displaced,
provision of health services, etc.)
Advise and support DDMU and PDMA on various technical issues of S&R
After Disaster
Help DDMU in carrying out damages and needs assessment after disasters
Support DDMU in preparations of Post Disaster Recovery and rehabilitation plans
Support communities in marking of safe buildings and identification of hazardous buildings after
disaster
With the help of volunteers mobilize disaster-affected communities for early recovery and
rehabilitation efforts with Build Back better approach.
Chapter 6: Standard Operating Procedures for Emergency Response
1. Establishment and functioning of District Emergency Operations Centre
District Emergency Operation Centre63
(DEOC) coordinates the flow of information with respect to
activities associated with relief operations and thus plays an important role in any emergency. DEOC is
also utilized for decision-making. It also helps to streamline the flow of information horizontally and
vertically to the respected departments for efficient and effective relief operations. In the event of a
disaster, the DDMU will activate the DEOC and take operational lead for the district government
response. The DEOC will also act as a centre for coordination of the recovery efforts in support of field
operations. It will be physically located within the premises of the chairperson‟s office and will be
looked after by the DDMO.
During the normal times, DEOC will maintains a systematic database of the resources available,
important phone numbers, names and addresses of important government and non-government officials,
international bodies, NGOs, CBOs, VOs and other Civil Societies Organizations. The same shall be
updated on quarterly basis.
The DEOC would require following facilities to function properly;
Central operation area
Planning Area
Work stations for liaison personnel
Display boards to allow for the display of current information
Display boards for maps and charts
Effective communication
Emergency power supply
Conference/media room
Support facilities (Rest area, kitchen, security)
For effective and efficient response, the DEOC should be fully equipped with the communication
gadgets include;
Satellite Phones
Phone Units connected to WAN
Hot Line communication line with National/Provincial EOCs
Wireless/VHF central unit
Handsets (walkie-talkie)
Television Set
H.F. Radio Set
Video conference unit (to be compatible with the NEOC/PEOC video conferencing
network)
Inverter for Power back up
Portable Generator set
Overhead Projector/LCD Panel/Projector Screen
GPS Unit (Hand held)
Camera both still and movie
Desktop, with attached Printer, Scanner, fax (Multi utility machine)
The DEOC shall perform following functions;
63 In order to keep it standardized, parts of the chapter have been adapted from DDMP Swat and DDMP Nowshera
Collecting information about the vulnerable and risky areas
Monitor emergency operations and developing secondary threats
Carrying out assessment of damages and needs in disaster prone areas
Control and manage district level emergency operations. Coordination for preparation,
mitigation and response with all the district level stakeholders
Coordinate resources for Tehsil/Towns/UC and village level emergency functions
Receive and process disaster alerts and warnings from nodal agencies and other sources and
communicate the same to all designated authorities and stakeholders
Ensure that the government and the communities are alert and are kept informed of evolving
situation
Requisitioning additional resources during the disaster phase
Policy making and planning
Access of information and communication to general public and media
2. Communication network of DEOCs
The DEOC of District Peshawar should be directly connected with the PEOC PDMA. Down
at the district level, DEOC will further connected to the Tehsil/Town/UC level DM set-up
for quick access to information and response.
DEOC will function on 24 x 7 basis and will be functional round the year.
3. Operational staff structure64
During peace times, the DEOC shall function with the minimal staffing, however, in case of impending
threat or shortly after the disaster has struck the structure may expand to have representation of other
departments as well. The proposed structure in disaster situation is as under;
Coordinator DEOC: Coordinates and manages emergency operations in accordance with
directions from the DC and with Standing Operating Procedures (SOPs).
Administrative, Logistics and Security Officer (ALSO): The Administrative, Logistics and
Security Officer will be responsible for effective and smooth functioning of the DEOC in
administration and procurement related matters. S/he will manage procurement and
organize/facilitate meetings, seminar and workshops. Post holder will also plan and schedule all
field travel, vehicle maintenance and repair schedules. S/he will ensure that all drivers are licensed
and trained. Maintain up-to-date vehicle inventory. Prepare monthly vehicle use reports, including:
repair and maintenance and costs, fuel and oil use, costs of personal use if any, and inventory status
reports.
Public Relations Officer: The Public Information Officer will devise communication strategy for
the media and public. Provide support to Coordinator DEOC and DDMU to organize media
briefings, hold conferences, assist in preparing press releases, maintain contact with media etc.
Collect information from affected tehsil and UCs and prepare updates for Chairperson DDMU.
Telecommunication Officer: Responsible for maintenance and keep fully functional all the
equipments for ensuring smooth and effective transformation of information.
64 National Disaster Response Plan 2010, page 99-101, NDMA Islamabad
Operations assistants: From one to three positions to provide date entry and maintain displays.
They will also provide the coordination function for planning and logistics.
4. Standard Operating Procedure – Activation Procedure for DEOC65
6.4.1. On Receipt of Alert (Standby - Stage 1)
DEOC Coordinator receives information and regular update on potential disaster from tehsil/town/UCs
administration about the situation. Advises Chairperson DDMU to seek alert/activation approval, who
advises the Chairperson DDMU about the alert phase and seeks approval for it. Approval of alert phase
is notified to the key departments at district and below district level, PEOC and NEOC. SOPs to be
followed for this stage are;
Closely coordinate and gets information on the situation from tehsil/town and UCs
administration.
Monitor the situation.
Update Chairperson DDMU.
Alert the DEOC staff.
Put everything ready and functional in the DEOC.
Coordinate with key departments and humanitarian organizations.
Update different stakeholders about the situation.
Closely coordinate and consult with PEOC.
6.4.2. On Receipt of Warning (Stage 2)
Notification for full activation is issued and DEOC remains fully operational at 24/7 basis. The
Secretary/Chairperson DDMU will inform concerned departments at district level, PEOC and NEOC.
SOPs to be followed for this stage are;
Notification for full activation of the DEOC.
Place DEOC fully operational at 24/7 basis.
The Chairperson DDMU will inform concerned departments, PEOC, NEOC, humanitarian
organizations, UN, I/NGOs, and Media etc
6.4.3. Stand Down Procedure (Stage 3)
After reviewing situation and consultation with tehsil/town and UCs administration, coordinator DEOC
will advice the Chairperson DDMU for stand down. After getting approval, Chairperson DDMU will
approve the stand down. DEOC/DDMU will notify to the key departments at all level, PDMA KP and
NDMA etc. SOPs to be followed for this stage are;
Coordinator DEOC will debrief Chairperson DDMU about stand down.
Chairperson DDMU will approve it and issues notification.
Chairperson disseminates notification to the relevant departments and other stakeholders.
Final report on the emergency operations will be circulated to key stakeholders.
Inform PEOC and NEOC for stand down.
65 National Disaster Response Plan 2010, page 46-48, NDMA Islamabad
6.4.4. Operationalization of DEOC
In case of full activation of DEOC, Coordinator DEOC will be responsible to fully equip the DEOC and
provides all facilities to the representatives of departments who will be present in DEOC during disaster
time. Stock of emergency food, office supplies, satellite phone sets, generators, logs, status boards,
maps, and other material and necessary equipment must be available. It is to be ensured that briefing
room is equipped with all maps, screens and multimedia projectors and other necessary material.
5. Simulations and drills
6.5.1. Responsibility for organizing drills
Periodically the DDMU will plan exercises or drills on various scenarios to assess the procedures in this
document and those from contingency plans for districts and departments. Agencies and departments
shall also conduct drills based on the hazard scenarios, sectoral response plans.
The following are proposed table top exercises that can be undertaken in drills;
A major earthquake in District Peshawar (area to be identified)
A major flooding caused by monsoon depression (areas to be identified)
Urban flooding (areas to be identified)
A fire incident
A terrorist attack
6.5.2. Schedules for organizing drills
There should be at least one/two drills in a year lead by DMU which shall combine and coordinate the
sectoral and contingency response regions. Lesson learned from the drills and those from the previous
and ongoing disasters should be incorporated into this DM Plan as appropriate. Each department may
organize their sectoral drills at realistic and convenient schedule. It is further suggested that simulation
organized on the eve of commemoration day of past prominent disaster will leave better impact.
6.5.3. Resources for organizing drills
The DDMU is to contribute partly to the exercises or drills. Each participating agency is advised to set
aside funds for sectoral or contingency exercises both for coordinated DDMU drills and individual
departmental drills. Besides, an indicative budget has also been identified in chapter 07 of this plan.
Chapter 7: Priority Disaster Risk Management Strategies (2015-2020)
This chapter of the plan presents priority strategies for disaster risk management to be implemented
during 2015-2020 in District Peshawar aligned with NDMP and Road Map for DRM in KP. The
proposed strategies are framed into eight different priority areas based on the logical connectivity and as
per strategic areas identified in the NDMP. The strategic priorities described in the plan are66
;
Priority Area 7.1: Established the institutional and legal system for disaster management
Priority Area 7.2: Prepare disaster management plans at various levels
Priority Area 7.3: Conduct multi-hazard, vulnerability and risk assessment
Priority Area 7.4: Establish multi-hazard early warning and evacuation systems
Priority Area 7.5: Promotion of training, education and awareness in relation to disaster
management, risk reduction & Climate change adaptation
Priority Area 7.6: Infrastructure development for disaster risk reduction
Priority Area 7.7: Mainstreaming disaster risk reduction into development
Priority Area 7.8: Establish district emergency response system
Various interventions have been proposed along with indicative budget and potential partners for
accomplishing the interventions.
66 Priority areas defined as per NDMP 2012-2022 of the NDMA Pakistan
Priority Area 8.1: Established the institutional and legal system for disaster management
Justification
DDMU at district level need to be completely functionalize and dedicated staff to be recruited to work
for the disaster risk reduction at the district level. It has been observed that ad-hoc arrangement to
appoint District Disaster Management Officers at DDMUs is normal practice in all districts. DDMOs
normally have DM portfolio as some additional responsibilities besides of their own prime
responsibilities.
Key target set for the priority area 8.1
DDMU is fully functionalized and their capacities have been built-up.
Better coordination in place to strengthen the DRM system
The revision of DDMP as per the plan is carried out and progress review carried out to identify
issues associated with institutional strengthening
Detail hazard and risk mapping available as planning tools
CSO are fully involved to support in enhancing the capacities in establishing the DRM system
UC and Village level disaster management committees are formed in 10 UCs as pilot case
Sub committees are formed to clarify roles and distribute the responsibilities
DM Committee members are very well equipped and professionally trained
The functional linkages between PDMA, DDMU, Urban policy Unit, Academia and
Departments are strengthened
Priority Area 8.1:
Established the institutional and legal
System for disaster management
Indicative Budget
(m Rs) 2016 2017 2018 2019 2020
Potential partner
(bold with lead
partner)
1. Functionalize DDMU at District Level
15.0 X X X
DDMU, City District
Govt., DCO, PDMA,
and RR&SD
2. Conduct regular monthly, quarterly and
need based meetings among DDMU
Peshawar, line departments for
establishing effective coordination
mechanism with civil societies &
Academia. Notification and conducting
meetings of Technical Working Group
on Urban DRR in Peshawar City
2.0 X X X X X
DDMU, DCO, PDMA,
All concerned
departments and CSO
working in the district
3. Formation of Disaster Management
Committees at Town & UC level as well
as communities level in the district start
with pilot case of 10 Selected Union
Council (to be augmented in phases)
5.0 X X X X X
DDMUs, LGAs,
PDMA and other
stakeholders
TOTAL BUDGET REQUIRED 22
Priority Area 8.2: Prepare disaster management plans at various levels
Justification
According to the NDM Act 2010, each department will develop their own disaster management and response plan, although not serious attempt has
been made so for by the concerned organization to develop a department disaster management plan, mainly due to lack of awareness, knowledge,
resources and technical know-how.
Under this component, the preparedness and response interventions recommended range from district level initiatives to community level activities,
tackling such issues as preparing for response and building the capacities of response service providers with shared resources from government and
non-government agencies.
Key target set for the priority area 8.2
Line department have their own DM Plan
Disaster Management Plans are aligned with the Department Contingency plan, DDMP and NDMP
Disaster Management Plans exists at all level include Tehsil/UC and Village level plan
CSO are fully involved in the development and implementation of the plan
Web based & if possible GIS enabled system available with DDMU for planning and management for DRM related activities
Trained staff is available for updating the system regularly
Priority Area 8.2:
Prepare Disaster Management Plans at Various
Levels
Indicative Budget
(m Rs) 2016 2017 2018 2019 2020
Potential partner
(bold with lead partner)
1. Develop Various Department Disaster
Management Plan
5.0
X X
Various Line Depts and
DDMU and PDMA,
Academia
2. Develop Town level Disaster Management
Plans
1.5 X X X X X
TMAs, I/NGOs, DDMU,
and Town level DMCs
3. Develop UC level Disaster Management
Plans
10.0
X X X X X
I/NGOs, UCDMCs,
DDMU, Town DMCs and
VDMCs
4. Develop Village/ Neighborhood Disaster
Management Plans
25.0
X X X X X
I/NGOs, VCDMC,
UCDMCs, DDMU, and
Town DMCs
5. Design a web based system for planning and
management for DRM related activities
5.0
X X X X X
DDMU, DCO, PDMA and
Computer Science
Department, Geography,
CDPM, Peshawar
University
TOTAL BUDGET REQUIRED 46.5
Priority Area 8.3: Conduct multi-hazard, vulnerability and risk assessment
Justification
Any effective disaster risk management planning and implementation requires specific, accurate and up-to-date information on hazard, existing
vulnerabilities and the potential risks associated with the communities, infrastructure and livelihood etc.
The geo-spatial database development will support in developing hazard/risk maps and prioritized index list which shall help the planner, civil
engineer and development practitioners to avoid development in the high risk areas and if deemed necessary, DRR should fully be integrated into
development practices. This component aims to prepare hazard specific risk cataloguing and maps, using latest scientific methodologies for whole
district and selected cities as pilot case.
Key target set for the priority area 8.3
District and UCs level map atlas including classified hazard/risk maps exist with the District Government
Field Surveys carried out to understand the regional building typologies and infrastructures for vulnerability assessment.
Studies on the site specific geology and site soil conditions. Data collections from the relevant deptt. or further bore hole studies conducted.
Risk profile indicating risky areas are identified including Social vulnerability assessment, those factors of community that can increase or
decrease community vulnerability and risk.
Meta data available for future analysis and modeling
PRA and advance tools are embedded in the mapping exercises and practices
Detailed urban flood risk assessment data available for warsak road areas on high resolution for planning and implementation of development
practices
Detailed Fire and Cyclone risk assessment data of pilot areas in Peshawar city
Village level hazard and risk maps exists with VDMCs and UCDMCs
Priority Area 8.3:
Conduct multi-hazard, vulnerability and
risk assessment
Indicative
Budget (m
Rs)
2016 2017 2018 2019 2020 Potential partner
(bold with lead partner)
8.3. Conduct multi-hazard, vulnerability
and risk assessment for District
Peshawar at a appropriate scale of
1:100,000 or as per requirements
20.0 X X X
DDMU, CSO, Planning
and Finance, Irrigation
and PDMA, UET,
Academia
8.3. Conduct UC levels multi-hazard,
vulnerability and risk assessment in
five selected disaster prone UCs at
appropriate scale of 1:10,000 or as
per requirements (Use of PRA and
advance risk assessment tools)
60.0 X X X
DDMU, CSO, Planning
and Finance, Irrigation
and PDMA, UET
8.3. Flood risk assessment and modeling
for Jala Bela and Warsak road area
at a scale of 1:5,000 or as per
requirements (Use of PRA and
advance assessment tools)
20.0 X X X
DDMU, Municipal
Committee, Planning and
Finance, Irrigation and
PDMA , UET
8.3. Develop village level/
neighborhood level hazard and risk
maps and develop risk profile of
villages
10.0 X X X X
CSO, V/NCDMC,
UCDMCs, TDMC,
Irrigation and
DDMU,UET
TOTAL BUDGET
REQUIRED 110.0
Priority Area 8.4: Establish multi-hazard early warning and evacuation systems
Justification
The multi-hazard early warning consists of collection, consolidation, analysis and dissemination of impending hazard and risk. The early warning
information is crucial in making informed and timely choices around evacuation and issuing public warnings and alerts which offers immense
potential to contribute in mitigating disaster impact.
A comprehensive early warning system usually consists of four key elements: (1) prior knowledge of the risks, (2) presence of a monitoring and
warning service, (3) multi-layer information dissemination system, and (4) capacity to take timely actions. If one part fails, the entire system can
collapse, resulting in innumerable damages. If one of the elements fails, the whole system can be failed and losses will be encountered.
Due to difficult mountainous terrains and scattered population in the upper areas of District Peshawar, hazard monitoring and institutional
arrangements are either weak or ill-equipped to deliver timely and reliable information. However recent technological advancement in monitoring
hazard, cheaper modes of communication and availability of mobile technology in remote areas made it possible to monitor hazard and take
appropriate action by evacuating public to safer areas.
Key target set for the priority area 8.4
Standard operating Procedure exists to operationalize the EWS during any emergency
The EWS has been designed with Multi-hazard approach and guidelines
EWS are fully aligned with the PMD, Police department and other stakeholders at district level
Equipment are installed and fully operationalized
CSO are fully involved in creating awareness and wide dissemination of the EWS
Communities at up and down stream have understanding on cooperation and exchange of information
EWS committees exist at village level and are linked with the PMD, DDMU and other stakeholders
Identification of safe evacuation places by involving the UC/VDMCs. Evacuation sites has capacity to absorb number of people as per
requirement of the affected population
Priority Area 8.4:
Establish multi-hazard early warning and
evacuation systems
Indicativ
e Budget 2016 2017 2018 2019 2020
Potential partner
(bold with lead partner)
1. Develop clear SOPs for community based
multi hazard early warning system 0.5
DDMU, PMD PDMA, Police
and Revenue Department
2. Maintain and upgrade equipment and
instruments for early warning like river
gauges installation, fire alarms etc
20.0 X X X X X
PMD, I/NGOs, DDMU, PDMA,
Police and Revenue Department
3. Launch awareness campaigns related to early
warning through IEC material and engaging
electronic and print media
2.0
X X X
PMD, I/NGOs, DDMU, PDMA,
Civil Defence, Police and
Revenue Department
4. Develop linkages between upper and
downstream communities and with
government departments for effective EWS
0.5 X X X X X
PMD, I/NGOs, PRCS, DDMU,
Police and Irrigation Department
5. Formulate community level sub committees
for early warning system 0.5
X X X X X
I/NGOs, VDMCs, UCMDCs,
PRCS, DDMU, Police and
Irrigation Department
6. Identification, risk assessment and
construction/upgrading of safer evacuation
centres in five selected UCs 1.0 X X X X X
DDMU, I/NGOs, PRCS,
Planning and Finance, and
Revenue Department
TOTAL BUDGET REQUIRED 24.5
Priority Area 8.5: Promotion of training, education and awareness in relation to Disaster Management, Risk Reduction & Climate change
adaptation
Justification
Training, education and awareness are important non-structural component which can create significant changes in behavior of the disaster affected
communities and among other stakeholders. Recent natural and human induced disasters highlight the importance of public awareness, and stress the
need of enhancing capacities through awareness, training and education in disaster risk management.
Since 2005, many I/NGOs, UN organizations and CSOs are actively engaged in creating awareness through imparting trainings and education in
disaster risk management to change the mindset of the people. However, still more need to be done to reach at each village and UCs that are prone to
high risk and vulnerabilities.
Key target set for the priority area 8.5
Capacity enhanced of the university faculty to DRR, climate change and conflict management
Scientific research opportunities and stipends available for DRR, Climate change and Conflict Management for MSc/M.Phil./Ph.D. research
scholars.
Proper Training Need Assessment has been carried out and training need identified.
Develop pool of volunteers and potential trainers for community level trainings and awareness.
Celebrating the commemoration day on each of 8th October through active involvement of the schools, CSOs and government department
Media involvement are encouraged and trained on playing active role, before during and after the disasters
Specialized tailor made training courses have been arranged for PWDs and marginalized communities with inclusive DRR approach has been
highlighted in the workshop
CBDRM pilot projects carried out with the support of I/NGOs and CSO segment of the communities
Community are fully involved in the process with focus on disaster resilient communities
Different drills are organized by CSOs and Tourism Department on safer evacuation
Safe evacuation routes and sites are identified in case of any emergency
Inclusive DRR approach is adopted during drills/exercises on safer evacuation
Media is involved for wide dissemination and publicity of the campaign
Priority Area 8.5:
Promotion of training , education and awareness in
relation to disaster management
Indicative
Budget 2016 2017 2018 2019 2020
Potential partner
(bold with lead partner)
1. Develop Curricula and induct disaster management,
climate change and conflict management subjects in
different department at Peshawar University
5.0 X
Peshawar University, DDMU,
HEC, PDMA and NIDM, UET
2. Conduct events on Climate Change and DRR in
Academia with focus on urban vulnerability in
Peshawar
15.0
X
Peshawar University, DDMU,
HEC, PDMA and NIDM,UET,
Agriculture University
3. Scientific Research topics on Climate Change,
Urban Food Security and DRR 20.0
X X X
Peshawar University, DDMU,
HEC, PDMA and NIDM,
Environment Department,
4. Training programme for Government officials on
DRR/ CCA 5.0
X
DDMU, Civil Defence, other line
department, I/NGOs, PDMA and
NIDM
5. Conduct TOTs on PDMA standardized CBDRM
Manual and develop pool of master
trainers/volunteers
10.0
X X
I/NGOs, PRCS, DDMU, PDMA,
NDMA and NIDM
6. Celebrate Earthquake safety day and Cyclone
Safety Day for five consecutive years in
commemoration of 8th Oct 2005 earthquake and
10.0
X X X X X
I/NGOs, DDMU, PRCS, line
department, PDMA and media
7. Awareness campaigns through engaging print and
electronic media 5.0
X X X X X
Press Information & Civil
Defence department, Electronic
and print media and DDMU
8. Training and awareness programme on safety at
work in industrial areas/ small & medium industries 2.0
X X
Industries Department & Civil
Defense, I/NGOs, CSO, DDMU
9. Training and awareness programme through health
practitioners including involvement of community
health workers against epidemics
2.0
X X X
Health department, I/NGOs,
CSO, DDMU and respective health
facilities
8.5.10. Implement CBDRM intervention through different
I/NGOs (including structural and non-structural
interventions)
15.0 X X X X X
I/NGOs, CSOs, social welfare
department and DDMU
8.5.11. Conduct simulation/drills in City Areas (Andhar
Shehar) 10.0
X X X X X
DDMU, TDMCs, NDMCs, R1122,
and CSO, electronic and print
media
TOTAL BUDGET REQUIRED 99
Priority Area 8.6: Infrastructure development for disaster risk reduction
Justification
With vast experience of build back better after the devastating earthquake during 2005, the ERRA model need to be adopted and replicated for safer
infrastructure development. Detail risk assessment of existing and new infrastructure will play important role. Risk Assessment will highlight the
preferred mode of construction, retrofitting of the schools and health facilities. Besides it can ensure to implement the DRR checklist approved in PC1
by the planning commission of Pakistan.
Key target set for the priority area 8.6
Structural interventions are in place with the community involvement in ten model villages.
Retrofitting and necessary structural adjustment are carried out in five pilot phase Union Councils, schools, hospitals and other health facilities.
Internal and external risk assessment conducted and dilapidated health and school facilities are identified with proper survey.
Detailed landuse maps are available with TMAs for future planning and management.
Priority Area 8.6:
Infrastructure development for
disaster risk reduction
Indicative
Budget 2016 2017 2018 2019 2020
Potential partner
(bold with lead partner)
8.6. Develop 05 model disaster
resilient villages in five
selected UCs
100.0
X X X X
CSO, DDMU, Local government
authorities
8.6. Risk assessment and
retrofitting of five selected
schools in five UCs (Phase I)
20.0
X X X X
Civil Engineering Department of
UET, C&W and Education
Department, PDMA, and DDMU
8.6. Risk Assessment and
retrofitting of five selected
health facilities (Phase I)
20.0
X X X X X Civil Engineering Department of
UET, C&W and Health
Department, PDMA, and DDMU
8.6. Vulnerability Assessment of
Infrastructure, Government
Buildings and Housing
100.0
X X X X X Civil Engineering Department of
UET, C&W , TMA, DDMU, PDMA
and line department
8.6. Advocacy and planning for
Enforcing Building Codes in
Buildings
20.0
DDMU, Cantonment Board, TMA,
PDMA
8.6. Assessment of Vulnerable
points on River Kabul, Jindi
and Budani and Construction
of Flood Protection walls,
dykes
5,000.00
Civil Engineering Department of
UET, Irrigation, C&W, PDMA, and
DDMU
TOTAL BUDGET
REQUIRED
5260.00
Priority Area 8.7: Mainstreaming disaster risk reduction into development
Justification
In District Peshawar, the need for mainstreaming can be felt mainly due to gradual upward rise in reported disaster losses during recent decade,
primarily due to the increasing vulnerability to natural and human induced hazard events of economic and social assets and the wellbeing and
livelihoods of populations in urban context.
Key target set for the priority area 8.7
Engineers and other technical teams is orientated on how to integrate DRR into development planning and implementation
Utmost care for PWD while designing new development plans. Engineers, Development practitioners and planners are aware on designing plans
for PWDs and vulnerable segments
Allocate funding for the pilot studies for physical infrastructure
Apply building codes as per PC1 and DRR checklist. Ensure new construction are seismic and climate resistant
Priority Area 8.7:
Mainstreaming disaster risk reduction into
development
Indicative
Budget 2016 2017 2018 2019 2020
Potential partner
(bold with lead
partner)
Conduct regular trainings of the government
department LGs on integrating DRR into
sectorial annual development plans & District
Budgets
6.0
X X X X
UET, PDMA, DDMU,
and C&W Department
Adaptation of DRR checklist circulated by
Planning Commission of Pakistan and ensure its
implementation. Regular trainings & refreshers
on Checklist
2.0
X X X X X
Planning and Finance
Department, DDMU
and C&W and PHE
Department
Capacity building and Technical support to
DDMU/City District Govt/TMAs for
enforcement of building codes in structures
especially in Urban areas
10.0
X X
Planning and Finance
Department, DDMU
and C&W and PHE
Department, TMA,
Academia
TOTAL BUDGET REQUIRED 18.0
Priority Area 8.8: Establish emergency response system at District Peshawar
Justification
The purpose of the emergency response system is to enhance the district authorities and DDMU capacities to manage local level disasters using a
comprehensive national response approach. To achieve this, the DDMU will incorporate all disaster management activities from preparedness to
response. The DDMU should devise a framework for emergency response at different levels in the district; identifies the roles and responsibilities of
various stakeholders; and lays down coordination mechanism for activities with the UN, I/NGOs, civil society, the news media, public and private
sector, and local philanthropists to bring together a full range of local capabilities to manage any disaster.
Key target set for the priority area 8.8
Prepare Earthquake, Cyclone and Fire Contingency Plans.
Revise/update contingency plan by each department. The contingency plans are aligned with the DM plan of the District Peshawar as well as
departmental DM plan.
Utmost care to choose places accessible in all climatic condition and warehouse construction ensures proper building codes
UCDMC are fully equipped with necessary life saving items to be used during any emergencies. DM Communities are properly trained in
equipments utilized during emergencies
DEOC are fully functionalize and have the human resource capacity to work 24/7 during emergencies
Training workshops are organized on Damage and Needs Assessment. Conduct regular drills and exercises to fill format before disasters
Pool of emergency responders are available and are professionally trained at local level
Priority Area 8.8:
Establish emergency response system at
district level
Indicative Budget 2016 2017 2018 2019 2020
Potential partner
(bold with lead
partner)
Develop/Revise the Contingency Plans 5.0 X X
Line Department and
DDMU
Stockpiling and necessary equipment supply to
the DMCs start with pilot case of 05 Selected
UCs (Phase I)
25.0
X
INGOs, UCDMC,
Tehsil DMC and
DDMU,
Establish and equip DEOC at district level 15.0 X
DDMU, DCO and
PDMA
Conduct training for sector specific government
officers on DANA and conduct exercises and
drills
2.0
X
DDMU, Revenue,
other line department
and PDMA
Developing pool of emergency
responders/volunteers at UC/Village level
50.0 X X X X X
Civil Defense, PRCS,
CSO and DDMU
Develop linkages with private sector for public
private partnership for DRR related activities
2.0
X X X X X
DDMU, DCO, CSO,
Commerce and
Industry, Banks etc
TOTAL BUDGET REQUIRED 99.0
9. Summary of Budget required implementing the DDMP in the District
Key Component Required
Indicative
Budget in
million PKR
Priority Area 8.1: Established the institutional and legal system for disaster management 22
Priority Area 8.2: Prepare disaster management plans at various levels 46.5
Priority Area 8.3: Conduct multi-hazard, vulnerability and risk assessment 110
Priority Area 8.4: Establish multi-hazard early warning and evacuation systems 24.5
Priority Area 8.5: Promotion of training , education and awareness in relation to disaster management 99
Priority Area 8.6: Infrastructure development for disaster risk reduction 5,260
Priority Area 8.7: Mainstreaming disaster risk reduction into development 18
Priority Area 8.8: Establish national emergency response system 99
TOTAL REQUIRED BUDGET 5,679
List of Annexure
Annexure I: Maps of Peshawar
Annexure II: Glimpses from the Consultative Workshops and launching ceremony
Annexure III: Selected basic definition useful in the District Disaster Management Plan1
Terms Definition
Building codes A set of ordinances or regulations and associated standards intended to control aspects of the design, construction, materials,
alteration and occupancy of structures that are necessary to ensure human safety and welfare, including resistance to collapse
and damage.
Capacity The combination of all the strengths, attributes and resources available within a community, society or organization that can
be used to achieve agreed goals.
Climate change The United Nations Framework Convention on Climate Change (UNFCCC) defines climate change as “a change of climate
which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in
addition to natural climate variability observed over comparable time periods”.
Contingency
planning
A management process that analyses specific potential events or emerging situations that might threaten society or the
environment and establishes arrangements in advance to enable timely, effective and appropriate responses to such events and
situations.
Disaster A serious disruption of the functioning of a community or a society involving widespread human, material, economic or
environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own
resources.
Disaster risk
management
The systematic process of using administrative directives, organizations, and operational skills and capacities to implement
strategies, policies and improved coping capacities in order to lessen the adverse impacts of hazards and the possibility of
disaster.
Disaster risk
management plan
A document prepared by an authority, sector, organization or enterprise that sets out goals and specific objectives for reducing
disaster risks together with related actions to accomplish these objectives
Disaster risk The potential disaster losses, in lives, health status, livelihoods, assets and services, which could occur to a particular
community or a society over some specified future time period.
Disaster A serious disruption of the functioning of a community or a society involving widespread human, material, economic or
environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own
resources.
Early warning
system
The set of capacities needed to generate and disseminate timely and meaningful warning information to enable individuals,
communities and organizations threatened by a hazard to prepare and to act appropriately and in sufficient time to reduce the
possibility of harm or loss.
Emergency
management
The organization and management of resources and responsibilities for addressing all aspects of emergencies, in particular
preparedness, response and initial recovery steps.
Emergency
services
The set of specialized agencies that have specific responsibilities and objectives in serving and protecting people and
property in emergency situations.
Exposure People, property, systems, or other elements present in hazard zones that are thereby subject to potential losses.
Hazard A dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts,
property damage, loss of livelihoods and services, social and economic disruption, or environmental damage.
Land-use
planning
The process undertaken by public authorities to identify, evaluate and decide on different options for the use of land,
including consideration of long term economic, social and environmental objectives and the implications for different
communities and interest groups, and the subsequent formulation and promulgation of plans that describe the permitted or
acceptable uses.
Mitigation The lessening or limitation of the adverse impacts of hazards and related disasters.
Preparedness The knowledge and capacities developed by governments, professional response and recovery organizations, communities
and individuals to effectively anticipate, respond to, and recover from, the impacts of likely, imminent or current hazard
events or conditions.
Prevention The outright avoidance of adverse impacts of hazards and related disasters.
Recovery The restoration, and improvement where appropriate, of facilities, livelihoods and living conditions of disaster-affected
communities, including efforts to reduce disaster risk factors.
Response The provision of emergency services and public assistance during or immediately after a disaster in order to save lives,
reduces health impacts, ensure public safety and meet the basic subsistence needs of the people affected.
Retrofitting Reinforcement or upgrading of existing structures to become more resistant and resilient to the damaging effects of hazards.
Risk assessment
A methodology to determine the nature and extent of risk by analyzing potential hazards and evaluating existing conditions
of vulnerability that together could potentially harm exposed people, property, services, livelihoods and the environment on
which they depend.
Risk management The systematic approach and practice of managing uncertainty to minimize potential harm and loss.
Risk transfer The process of formally or informally shifting the financial consequences of particular risks from one party to another
whereby a household, community, enterprise or state authority will obtain resources from the other party after a disaster
occurs, in exchange for ongoing or compensatory social or financial benefits provided to that other party.
Risk The combination of the probability of an event and its negative consequences.
Structural and
non-structural
measures
Structural measures: Any physical construction to reduce or avoid possible impacts of hazards, or application of engineering
techniques to achieve hazard resistance and resilience in structures or systems.
Vulnerability The characteristics and circumstances of a community, system or asset that make it susceptible to the damaging effects of a
hazard.
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