Disclaimer
This report was compiled by an ADRC visiting researcher (VR) from ADRC
member countries.
The views expressed in the report do not necessarily reflect the views of
the ADRC. The boundaries and names shown and the designations usedon the maps in the report also do not imply official endorsement or
acceptance by the ADRC.

ASIAN DISASTER REDUCTION CENTER
Visiting Research Program FY 2013A(12 JULY 2013 – 22 NOVEMBER 2013)

A Comparative Study on Emergency
Response System (ERS) in Japan and
MyanmarMs. Thandar Aung
Upper Divisional Clerk
Relief and Resettlement Department
Ministry of Social Welfare, Relief and Resettlement
MyanmarACKNOWLEDGEMENTFirst of all, I would like to express my deepest gratitude to both government of Japan and
Myanmar. Secondly, I very would like to Asian Disaster Reduction Center (ADRC), Union
Minister, Ministry of Social Welfare, Relief and Resettlement and Director General, Relief andResettlement Department for giving me the tremendous opportunity to participate in 2013A
Visiting Research Program.
This program provided me an excellent opportunity to study Disaster Management System inJapan. In addition, many disaster drills, institutions, disaster management centers, seminars,
affected local cities by disaster, local government agencies, disaster risk reduction projects anddisaster museums are also provided me to get many knowledge and experiences and learned
from their practices.
Finally, I am also thankful to the ADRC staffs that help us during stay in Japan and theytimelessly arranged numerous visits and facilitated my learning.

CONTENTS
ACKNOWLEDGEMENT
1. INTRODUCTION
2. DISASTER MANGEMENT SYSTEM OF JAPAN
2.1 Overview of Disaster Management Planning in Japan
2.2 Legal and Institutional Framework in Japan
2.3 Public Awareness in Japan
2.4 Early Warning System in Japan
2.4.1 Early Warning System of JMA
2.4.2 Dissemination Information of Forecast and Early Warning
2.4.3 Utilization of Earthquake Early Warning Information
2.4.4 J-Alert System
2.5.5 Integrated Disaster Management Information System
2.5 Emergency Response Management of Japan
2.5.1 Outline of Emergency Response System
2.5.2 Wide-Areas Support System
2.5.3 Emergency Management System, Hyogo Prefecture, Japan
2.6 Case Study on Great East Japan Earthquake (GEJE) (2011)
2.7 Opinions on Disaster Management in Japan
3. DISASTER MANAGEMENT SYSTEM OF MYANMAR
3.1 Legal System and Framework
3.2 Organization of Emergency Response System in Myanmar
3.2.1 National Platform of Disaster Risk Reduction
3.2.2 Roles and Responsibilities of NDPCC
3.2.3 Roles and Responsibilities of National Disaster
Preparedness Management Working Committee
3.2.4 Development Partners and Other Agencies on DRR
3.2.5 IASC (Inter-Agency Standing Committee) Contingency Plan
3.2.6 Emergency Services
3.3 Public Awareness in Myanmar
3.3.1 Planning of Public Awareness, Education andTraining of Myanmar in MAPDRR
3.4 Early Warning System in Myanmar
3.4.1 Planning for Multi-Hazard Early Warning System of Myanmar in MAPDRR
3.4.2 Department of Meteorology and Hydrology (DMH) in Myanmar
3.4.3 Weather Forecasting and Warning Services of DMH
3.4.4 Seismic and Tsunami Activities in Myanmar
3.4.5 Monitoring Network in Myanmar
3.4.6 Information Dissemination Earthquake and Tsunami
3.4.7 Tsunami Warning Response and Emergency Preparedness
3.4.8 Tsunami Public Awareness and Community Level Activities
3.5 Case Study on Nargis Cyclone (2008)
3.5.1 Fast Facts
3.5.2 Emergency Warning and Dissemination Before and During Nargis
3.5.3 Emergency Response in Nargis
3.5.3.1 Government Response
3.5.3.2 Response from the Myanmar Public and Civil Society3.5.3.3 Response from Tatmadaw (Myanmar Armed Forces)
3.5.3.4 Response from Myanmar Business Community
4. MODEL EMERGENCY RESPONSE SYSTEM FOR MYANMAR
4.1 Legal and Institutional Framework
4.2 Effective Early Warning System and Information Dissemination
4.3 Public Awareness Raising
4.4 Emergency Services
4.5 IASC (Inter-Agency Standing Committee) Contingency Plan and EOC
5. CONCLUSIONREFERENCES

1. INTRODUCTION“Emergency management, as it is defined by FEMA, is the managerial function charged withcreating the framework within which communities reduce vulnerability to hazards and cope withdisasters”. A crisis or emergency is a threatening condition that requires urgent action. Effective
emergency action can avoid the escalation of an event into a disaster. Emergency management
involves plans and institutional arrangements to engage and guide the efforts of government,
non-government, voluntary and private agencies in comprehensive and coordinated ways torespond to the entire spectrum of emergency needs. The expression “disaster management” issometimes used instead of emergency management.

Federal Emergency Management Agency (FEMA) of the United States has given eight
principles/doctrines of emergency management. The summary provided below lists theseeight principles and provides a brief description of each:
1. Comprehensive - emergency managers consider and take into account all hazards, allphases, all stakeholders and all impacts relevant to disasters.
2. Progressive - emergency managers anticipate future disasters and take preventive andpreparatory measures to build disaster-resistant and disaster resilient communities.
3. Risk-driven - emergency managers use sound risk management principles (hazard
identification, risk analysis, and impact analysis) in assigning priorities and resources.
4. Integrated - emergency managers ensure unity of effort among all levels of government
and all elements of a community.
5. Collaborative - emergency managers create and sustain broad and sincere relationships
among individuals and organizations to encourage trust, advocate a team atmosphere,
build consensus, and facilitate communication.
6. Coordinated - emergency managers synchronize the activities of all relevant
stakeholders to achieve a common purpose.
7. Flexible - emergency managers use creative and innovative approaches in solving
disaster challenges.
8. Professional - emergency managers value a science and knowledge-based approachbased on education, training, experience, ethical practice, public stewardship andcontinuous improvement.
Four phases of emergency management are:
1. Mitigation/Prevention,
2. Preparedness,
3. Response
4. Recovery.
Response can be defined as the provision of emergency services and public assistance during
or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety
and meet the basic subsistence needs of the people affected. Disaster response ispredominantly focused on immediate and short-term needs and is sometimes called ‘disaster
relief’. It is important to practice response activities in pre-disaster phase to ensure effective
response during post-disaster situation. The division between this response stage and thesubsequent recovery stage is not clear-cut. Some response actions, such as the supply of
temporary housing and water supplies, may extend well into the recovery stage.

Public Awareness - Public awareness is a key factor in effective disaster risk reduction. Its
development is pursued, for example, through the development and dissemination of information
through media and educational channels, the establishment of information centers, networks,
and community or participation actions, and advocacy by senior public officials and community
leaders.
Early Warning – Early Warning System is “the set of capacities needed to generate anddisseminate timely and meaningful warning information to enable individuals, communities andorganizations threatened by a hazard to prepare and to act appropriately and in sufficient time to
reduce the possibility of harm or loss”. This definition given by the UNISDR encompasses therange of factors necessary to achieve effective responses to warnings. A people-centered early
warning system necessarily comprises four key elements: knowledge of the risks; monitoring,
analysis and forecasting of the hazards; communication or dissemination of alerts and warnings;
and local capabilities to respond to the warnings received. The expression “end-to-end warning
system” is also used to emphasize that warning systems need to span all steps from hazard
detection through to community response.
Contingency Planning - ERS would not be effective and efficient until or unless all actors
know actions to be taken and procedures to be followed in a given case of emergency. This
calls for contingency planning. UNISDR defines contingency planning as “a management
process that analyses specific potential events or emerging situations that might threatensociety or the environment and establishes arrangements in advance to enable timely,
effective and appropriate responses to such events and situations.” Contingency planninghas to be a part of overall DRR process. It aims to focus at hazard, risk and vulnerability
analysis, simulation exercise, response planning, defining or roles and responsibilities ofvarious stakeholders, emergency support functions (ESFs), standard operating procedures(SOPs), resource mobilization, SAR activities. The contingency planning needs to be tested
regularly through mock drills and improved and updated at regular intervals. Good
contingency planning will result in coordinated and effective response.
Emergency services include agencies such as civil protection authorities, police, fire,
ambulance, paramedic and emergency medicine services, Red Cross and Red Crescentsocieties, and specialized emergency units of electricity, transportation, communications andother related services organizations.

2. DISASTER MANAGEMENT SYSTEM OF JAPAN
2.1 Overview of Disaster Management Planning in Japan
In Japan Disaster Management Planning is done at three levels namely:
National Level: Basic Disaster Management Plan - This plan is a basis for disaster reduction
activities and is prepared by the Central Disaster Management Council based on the Disaster
Countermeasures Basic Act, 1961. The Basic Disaster Management Plan states comprehensive
and long-term disaster reduction issues such as disaster management related systems, disaster
reduction projects, early and appropriate disaster recovery and rehabilitation, as well as scientificand technical research. The first Basic DMP was prepared in 1963 and subsequently revised
several times. The plan was revised entirely in 1995 based on the experiences of the Great
Hanshin-Awaji Earthquake. It now consists of various plans for each type of disaster, where
tangible countermeasures to be taken by each stakeholder such as the national and local

governments, public corporations and other entities are described for easy reference according
to the disaster phases of prevention and preparedness, emergency response, as well as
recovery and rehabilitation. Changes were effected in the plan in December, 2011 based on therecommendations from the Central Disaster Management Council’s technical committee forreviewing earthquake and tsunami measures based on the lessons from the GEJET. The plan, it
has been decided, shall be continuously revised in future in order to reflect further policy
development based on the GEJET and other disasters.
Department/Organizational Level: Disaster Management Operation Plan - Disaster
Management Operation Plan: This is a plan made by each designated government organizationand designated public corporation based on the Basic Disaster Management Plan.
Prefectural/Local Level: Local Disaster Management Plan: This is a plan made by eachprefectural and municipal disaster management council, subject to local circumstances andbased on the Basic Disaster Management Plan.
The plans at all levels have been prepared and regularly revised and updated incorporating thelessons learnt and changes made in the Basic DMP prepared at the national level. DMP is themain document which is referred to for disaster management and emergency response.

Figure (1) Outline of the disaster management system in Japan
2.2 Legal and Institutional Framework in Japan
In Japan, various laws that are related disaster management have been developed andstrengthened experiences of large-scale natural disasters and accidents over the years. Theselaws cover all phases of disaster management – preparedness, prevention/mitigation, response
and recovery/rehabilitation phases. According to the latest brochure of Disaster Management
System in Japan, only 3 laws has been enacted to regulate disaster response activities atnational level: 1) Disaster Relief Act - 1947 year 2) Fire Services Act -1948 year 3) Flood Control
Act – 1949 year - whereas the numbers of the laws regulating other phases of disastermanagement are considerably more: 7 Basic Acts; 18 with regard to Disaster Prevention andPreparedness; 23 Disaster Recovery and Reconstruction.
The first act i.e. Disaster Relief Act dates back to 1947 passed after the 1946 Nankai earthquake.
Thereafter every disaster led to learning and experience and it led to passing of new legislation.
There is almost a separate legislation for each disaster and separate legislation for every aspectof disasters such as prevention, preparedness, response, rehabilitation and recovery, building
standard, financial measures, earthquake insurance, etc. The turning point for strengthening thedisaster management system came after the immense damage caused by the Ise-wan Typhoonin 1959, and led to the enactment of the Disaster Countermeasures Basic Act in 1961, which
formulates a comprehensive and strategic disaster management system in Japan. The DM
system has further been strengthened following the lessons learnt from large-scale disasters
such as the Great Hanshin-Awaji Earthquake, 1995. The learning of the 2011 Great East Japan
Earthquake and Tsunami (GEJET) and nuclear disaster has been incorporated in the Disaster
Countermeasures Basic Act by amending it in June, 2012 and by making changes in Basic
Disaster Management Plan in December, 2011. The most notable piece of legislation is the Act
passed in 2002 namely ‘Act on Special Measures for Promotion of Tonankai and Nankai
Earthquake Disaster Management’. The country is expecting big earthquake which may arise outof Tonankai and Nankai troughs and this legislation aims at reducing possible impact from theseearthquakes and preparing the country to face them.
At the national level Central Disaster Management Council, the apex body for DM in Japan ishoused within the Cabinet Office headed by the Prime Minister. Along with a series of reforms ofthe central government system in 2001, the post of Minister of State for DM was newly
established to integrate and coordinate disaster reduction policies and measures of ministries
and agencies. In the Cabinet Office, which is responsible for securing cooperation andcollaboration among related government organizations in the wide-razing issues, the DirectorGeneral of Disaster Management is mandated to undertake the planning of basic disastermanagement policies and response to large-scale disasters, as well as conduct overall
coordination.
Additionally, taking into account the lessons learned from the Great Hanshin-Awaji Earthquake,
1995, the Cabinet Secretariat system was also strengthened, including the appointment of the
Deputy Chief Cabinet Secretary for Crisis Management and the establishment of the Cabinet
Information Collection Center, to strengthen risk management functions to address emergencies
such as large-scale disasters and serious accidents.
The enactment of the Disaster Countermeasures Basic Act (DCBA) is considered to be theturning point in the history of modern disaster management system of Japan. Adopted in 1961,
two years after the Ise-wan Typhoon which caused tremendous destructions and loss of more
5000 people, the DCBA defined protection of national land as well as citizens’ lives, livelihoods,
and property from natural disasters as a national priority.
The DCBA lays down the national level framework for the disaster management. The act has
provisions governing the following matters: Definition of responsibilities of disaster management,
Disaster Management Organizations, Disaster Management Planning System, Disaster
Prevention and Preparedness, Disaster Emergency Response, Disaster Recovery andRehabilitation, Financial Measures, State of Disaster Emergency. The Disaster
Countermeasures Basic Act and related laws complement each other as general legislation anddetailed legislation, the latter consisting of specific laws established in response to various
specific needs.

Figure (2) Basic Scheme of the DCBA
2.3 Public Awareness in Japan
A number of factors contribute to the high incidence of natural disasters in Japan. First, thecountry is subject to extreme climatic variations, such as seasonal rain fronts and typhoons, aswell as heavy snowfall on the Sea of Japan side of the archipelago. Second, Japan's topography
is rugged and there are many faults and steep inclines. Third, Japan is located in the Pacificearthquake belt and is frequently struck by earthquakes, while its complex coastline is vulnerable
to tsunamis. And fourth, Japan is located in the circum-Pacific zone, in which almost all the
volcanoes of the world are concentrated, and has 67 active volcanoes-one-tenth of the world
total.
Between the end of World War II and the late 1950s, when Japan's defenses against disasters
were weakened by the war, the country was hit by a series of major typhoons, violent
earthquakes, and other calamities, and over 1,000 lives were lost virtually every year. The Ise
Bay Typhoon of September 1959 killed more than 5,000 people, the biggest toll in the postwar
era. It prompted the establishment of a planned and comprehensive disaster prevention
administration system, and in 1961 the Disaster Countermeasures Basic Act was enacted.
Thereafter measures for prevention, emergency relief, and recovery were linked interactively
under a system that ensured a planned and comprehensive approach to disastercountermeasures. The enactment of the Forest Conservation and Flood Control Urgent
Measures Law in March 1960 was followed by the planned implementation of flood control
measures and other projects designed to enhance Japan's ability to defend against disasters. In
June 1960 a decision was reached to observe a "Disaster Prevention Day" each year on
September 1 as a means of disseminating disaster prevention knowledge and raising publicawareness.
“Disaster Prevention Day” disaster drill for 2013 (Figure (3)) was held in Kyoto. In this drill, many
people can study not only emergency response system such as relief, evacuation andemergency support food and water when earthquake disaster occurs but also exercises for
public awareness such as earthquake and flood. In addition, many people and children can study
about disaster awareness in Kyoto University (Figure (4)). In university, there are many

interesting places such as Research center for Landslides, Debris avalanche Research center,
Water resources research center, Strong earthquake response center, Wind research center,
Earthquake disaster research center, and Supercomputer. Many young people and many adultpeople can get as knowledge not only disaster awareness but also impacts of disaster due toexperiments in future. And earth manual project in Kaeru Caravan, Sannomiya (Figure (5)) is a
project that can raise awareness for different people and can get many experiences.

Figure (3) Disaster Drill for "Disaster Prevention Day" in Kyoto

Figure (4) Kyoto University

Figure (5) Earth Manual Project in Kaeru Caravan, Sannomiya
In addition, Japan Meteorological Agency (JMA) distributes different disaster leaflets to public.

2.4 Early Warning System in Japan
2.4.1 Early Warning System of Japan Meteorological Agency (JMA)
Japan Meteorological Agency (JMA) is the sole national authority responsible for issuing
weather/tsunami warnings and advisories, earthquake early warning/alerts, and other disasterwarning and is required to provide reliable and timely information to governmental agencies andresidents for the purposes of natural disaster prevention and mitigation. Within the structural
framework of Japan’s central government, the JMA is placed as an extra-ministerial bureau of
the Ministry of Land, Infrastructure, Transport and Tourism (MLIT). When a Heavy Rain Warning
is issued, Sediment Disaster Alerts are issued jointly by MLIT and prefectural government civilengineering bureaus when sediment-related damage caused by heavy rain is considered likely
within the next few hours. JMA is also responsible for providing flood forecasting services incollaboration with central and local river management authorities. These services include flood
warnings and advisories covering 407 rivers (as of March 2011) throughout the country that havebeen designated by these authorities as sites of potential flood disasters. Flood forecasting
systems for 289 of the 407 rivers are managed jointly by JMA and the MLIT, and the other 118
are managed jointly by JMA and prefectural governments. JMA operationally monitors seismic
and volcanic activity throughout the country and issues relevant warnings and information to
mitigate damage caused by disasters related to earthquakes, tsunamis and volcanic eruptions.
JMA began issuing volcanic warnings and volcanic forecasts for each active volcano in Japan on
Dec 1, 2007 to mitigate damage from volcanic activity. Volcanic warnings are issued in relation to
expected volcanic disasters, and specify the municipalities where people need to take action.
Volcanic forecasts are issued for less active volcanoes or those that become so.

Figure (6) Outline of Early Warning System in Japan
2.4.2 Dissemination information of Forecast and Early Warning
In order to prevent and mitigate damage caused by natural disasters and support prompt disasterprevention activities, JMA disseminates weather information and warnings via various channels
to government disaster prevention agencies, local governments, the mass media and the public.
An outline of EWS in Japan is given in Figure (6). For this purpose, the Agency maintains directcommunication links with meteorological offices and central/local governments. Strong
communication with municipal governments that play direct roles in disaster management andmitigation in affected areas is essential. Such communication is ensured via various channels for
information dissemination, such as prefectural governments, NTT (Nippon Telegraph andTelephone Corporation), J-ALERT (an instant information broadcasting system introduced by theFire and Disaster Management Agency (FDMA) and the Internet. To support prompt disastermitigation activities by local governments, the Agency has introduced a new information provisionsystem called the Information Network for Disaster Prevention (INDiP), which enables effective
and rapid dissemination of data in both text and graphic form. INDiP (Figure (7)) connects
disaster prevention agencies and local governments with JMA headquarters via the Internet andprovides detailed weather information and warnings tailored to individual municipalities.
Information for maritime users is transmitted via the JMH radio facsimile broadcast service
operated by JMA and fishery radio communications services. Such information is also
disseminated within the framework of the Global Maritime Distress and Safety System (GMDSS),
i.e. via the NAVTEX broadcast service of the Japan Coast Guard for seas in the vicinity of Japan,
and via the Safety-Net broadcast service for ships in the high seas via the maritime satellite
INMARSAT. Nowadays, the Internet plays a vital role for JMA in the public dissemination of awide range of meteorological information not only on forecasts but also on historical and current
observation data.

Nowadays, the Internet and mobile phone devices play a vital role for JMA in the disseminationof wide-ranging meteorological information not only on forecasts but also on historical andcurrent observational data - including those of other organizations - to the public.

Figure (7) INDiP Network

Figure (8) Emergency Warnings Dissemination by using Media and Flow of Emergency Warning
Dissemination

Figure (9) Weather Forecast and Warning and flow thereof
2.4.3 Utilization of Earthquake Early Warning Information
Earthquake Early Warning (EEW) information announces the estimated hypocenter andmagnitude of an earthquake as well as the estimated arrival time of the S-wave of theearthquake and seismic intensity in each area. This information is made possible by detecting
the P-wave near the epicenter and immediately processing the data since there is a difference inthe speed of the P-wave, which arrives faster, and the S-wave, which arrives later and causes
more severely destructive phenomena. In the case of a large-scale ocean trench-type
earthquake, there may be a time lag (several seconds to several tens of seconds) between theissuance of the EEW information and the start of severe shaking (when the S-wave arrives). Thiscan be a critical time to be used for mitigating damage by stopping trains and elevators,
extinguishing flames or crawling under tables.

Figure (10) Outline of Earthquake Early Warning2.4.4 J-Alert System
J-Alert is the system to immediately transmit emergency information such as Emergency
Earthquake information, tsunami warning, information of ballistic missiles, which people have noenough time to deal with, is transmitted to the municipalities by using satellite (via the Fire andDisaster Management Agency, the Cabinet Secretariat, and JMA). It became operational on 09
February 2007 and on 01 October 2007 started sending the emergency earthquake information.
As of first March 2010, 344 municipalities have introduced this system. Among them, automatic
activation system of radio broadcasting and community FM has been introduced to 282
municipalities. The J-Alert framework has been given in Figure (11).

Figure (11) J-Alert System
2.4.5 Integrated Disaster Management Information System
The development of a quick and accurate communications system is essential for the effective
use of early warning information. The Japan Meteorological Agency has therefore built an online
system linking disaster management organizations of the national and local governments andmedia organizations. Disaster management organizations have also been developing radio
communications networks exclusively for disasters: the Central Disaster Management Radio
Communications System (Figure (12)) which connects national organizations; the Fire Disaster
Management Radio Communications System which connects firefighting organizations acrossthe country; and prefectural and municipal disaster management radio communications systems
which connect local disaster management organizations and residents. The Cabinet Office hasdeveloped the Central Disaster Management Radio Communications System so that designatedgovernment organizations and designated public corporations can use telephones or facsimiles
via a hotline, and has prepared an image transmission circuit so that pictures of disastersituations can be transmitted from helicopters in real-time. Furthermore, as a backup for
terrestrial communications, a satellite communications system has also been constructed.
Simultaneous wireless communications systems using outdoor loudspeakers and indoor radio
receivers are used to disseminate disaster information to residents. Tsunami and severe weather
warnings are widely provided to citizens via TV and radio broadcasts.
Based on the experiences of the Great Hanshin-Awaji Earthquake, the Cabinet Office has beendeveloping an integrated disaster management information system that helps to grasp thesituation of the disaster early on and promotes information sharing among relevant organizations,thereby enabling quick and appropriate decision-making for emergency response operations.
Key components of the information management system of Japan are as under:i)

ii)

iii)

Earthquake Disaster Information System (DIS) – DIS is automatically activatedupon the receipt of earthquake (intensity level 4 or greater) information from the
JMA to estimate the approximate distribution of seismic intensity and scale ofdamage (human suffering and building damage) within 30 minutes.
Real Damage Analysis System by Artificial Satellite (RAS) - RAS uses
satellite images to assess actual disaster damage when it is otherwise difficult todetermine the disaster situation due to the disruption of transportation andcommunications networks.
Disaster Information Sharing Platform (PF) - PF is a common information
sharing system with a standardized information format, where various disaster
information are provided by ministries and agencies, local governments, relevantorganizations and residents, can be posted and freely accessed by all.

Figure (12) Outline of Central Disaster Management Radio Communication System in Japan
2.5 Emergency Response Management in Japan
2.5.1 Outline of Emergency Response System
As a constituent element of the entire disaster management system, emergency response phasein Japan is managed at 3 levels. It is the direct responsibility of municipalities to carry out
emergency response operations, such as firefighting, rescue, ambulance service within its
territory whereas prefectural governments are authorized to render assistance. National
government and its relevant bodies oversee the whole coordination process during the phaseand provide local governments with necessary information about the hazard while local
governments provide the national government agency with the damage information, and if thescope of the disaster elevates beyond the response capabilities of the municipality puts in action
its own disaster response forces. Depending on the scale of the disaster, ad hoc emergency

headquarters on all 3 levels, within designated public organizations if there is such a need,(electric power corporations, Japan Railway Company etc.) as well as on-site response
headquarters are established.
The national and local governments need to quickly collect and share disaster and damage
information, and secure communications so that they can carry out eﬀective emergency activities
such as search and rescue and medical operations. Based on such information, local
governments set up a disaster management headquarters and related organizations establish
their own operations mechanism.
The national government collects disaster information at the Cabinet Information Collection
Center 24 hours a day. When a large-scale disaster strikes, an emergency team composed ofthe director generals of the respective ministries and agencies gathers immediately at theCrisis Management Center in the Prime Minister's Office to grasp and analyze the disastersituation, and report the results to the Prime Minister. Inter-ministerial meetings at theministerial or high-ranking senior-official level are held to decide basic response policies ifnecessary. According to the level of damage, the government may establish a Headquarters for
Major Disaster Management (headed by the Minister of State for Disaster Management) or a
Headquarters for Extreme Disaster Management (headed by the Prime Minister).
Additionally, a government investigation team headed by the Minister of State for Disaster
Management may be dispatched, or an onsite response headquarters maybe established.
2.5.2 Wide-Areas Support System
In the case of large-scale disasters that exceed the response capabilities of the affected local
government, various wide-area support mechanisms are mobilized by the National Police
Agency (Inter-prefectural Emergency
Rescue Unit), Fire and Disaster Management
Agency(Emergency Fire Rescue Team), and Japan Coast Guard. Furthermore, the Self-Defense
Forces can be dispatched for emergency response activities upon request from the governorof the aﬀected prefectural government.
Also, the disaster medical assistance teams (DMATs) will be dispatched to provide wide-area
medical-transport services. These teams transport severely injured persons via Self-Defense
Forces vehicles to ho spitals outside the stricken zone.

Figure (13) Cabinet Office Disaster Response Mechanism

Figure (14) Disaster Response Mechanism

2.5.3 Emergency Management System, Hyogo Prefecture, JapanThe Disaster Management Center- Learning from 1995 Hanshin-Awaji earthquake, Hyogo
Prefecture established state-of-the-art Disaster Management Centre (DMC) with Phoenix
Disaster Management System in the year 2000, a government facility specializing in disastermanagement. The DMC serves as the central base for the preparedness and informationcollection, base for rescue activities and administrative office of the emergency relief headquarter.
The DMC is housed in a separate building consisting of six floors and one basement opposite to
the prefectural buildings. It is an earthquake resistant structure seismically isolated. An
underground pathway connects the center with the prefectural buildings.
The center is equipped with independent and back-up essential services such as water,electricity, air-conditioning, etc. The Administrative Office of the Emergency Relief Headquarters(Figure (15)) is used as the office of the Disaster Management Division during normal time, but
used as emergency headquarter during emergencies. To ensure efficient emergency activities,
such a as information collection, the room layout is functional and highly flexible with spacious
desks. The Emergency Relief Headquarter Control Room (Figure (16)) serves as the central
base for disaster management activities. This room is equipped with Phoenix System which
provides the latest information on disaster damage.
To ensure inter-agency coordination the DMC has a cooperative organization staff room which isused by staff who deals with Self-Defence Forces, the police, fire-fighting authorities, lifelinecompanies and other entities involved in damage prevention when a disaster occurs.
Broadcasting equipment (Figure (17) is installed in the DMC to provide information directly to
local residents in the prefecture when a disaster occurs. Emergency broadcast is delivered via an
AM radio station. Information and communication devices have been installed in the network
control room, including server, the heart of Phoenix, and radio communication devices that utilize
satellite communication networks. The devices are protected from seismic vibration by a baseisolation floor.

Figure (15) Administrative Office of the Emergency Relief HeadquarterFigure (16) Network Control RoomFigure (17) Broadcasting Room

The Hyogo DMC offers a variety of hardware and software-related functions so that it can fully
play its role as a hub for disaster prevention activities. DMC has facilities with multiple
redundancies that prevent government office building from failing to function even during a
disruption of lifelines. The DMC also acts as concentration and unification point for the different
disaster prevention-related offices that are scattered within the prefectural government buildings.
All facilities necessary for the 24-hour watching and prompt response system such as night duty
rooms have been provided in the DMC. Near the center, standby staffs are provided with 76
accommodation units consisting of three buildings for initial response mobilization just after theoccurrence of a disaster. To call up standby staff, promptly, each unit is connected with thecenter through broadcasting equipment. In the DMC, food and blankets for immediate use forthree days are stored so that emergency relief headquarter staff can devote all their attention to
emergency response without external supply.
Phoenix Disaster Management System - Phoenix Disaster Management system employed in
the DMC is a web-enabled comprehensive disaster prevention information system that canquickly respond to earthquakes and other any kind of disaster, based on the lessons learnt of theGreat Hanshin Awaji Earthquake. It facilitates the initial and emergency response at the time of adisaster at prefectural agencies, municipalities, fire department, police headquarters, police
stations, Fire and Disaster Management Agency, Self-Defence Forces, coast guard headquarters
and lifeline operators, as well as other related agencies, and strengthen cooperation andcoordination with relevant organizations. Communication support features, such as e-mail andelectronic bulletin boards contribute to flexible information sharing between agencies andorganizations involved in disaster prevention.
This system has functions including the collection and provision of disaster and meteorologicalinformation, damage and prediction, disaster flash report, a display of disaster situation map andthe estimation of supply and demand and it acts as a total system supporting decisions made by
the emergency relief headquarter in rapid and accurate emergency response. Concerning theinitial response by the Prefectural Emergency Relief Headquarter, the system displays the flow
and procedures for each prevention measure item and also record processing status, together
with the progressive management of initial response.
It is a large-scale network of a total length of approximately 1100 km that has been establishedas fundamental information infrastructure to promote information technology within prefecture,and connects key locations within the prefecture with optical fibre lines. High reliability has beenachieved for the system through the use of a high-speed and high capacity (10Gbps), amonitoring and maintenance regime running 365 days a year. The system connects key
locations such as the prefectures general building and the regional agencies of the prefectural
government with a dedicated digital line in a loop, utilizing the Hyogo Information Highway andthe prefectural government WAN as its main transmission channels. From each access point, themunicipalities, fire department headquarters and other organizations are connected by dedicatedoptic fibre lines, thus covering the entire prefecture. Also, in order to ensure security,transmission use a dedicated disaster prevention, VPN has been created within the network. The
system connects the prefectural government office with all municipalities, fire department
headquarter, etc. using a satellite communication line. Also the prefectural government office isconnected with the bureau for prefectural residents and civil engineering offices, etc. by aterrestrial radio line. This system is not only utilized in times of non-emergency for uses including
the disaster prevention wireless phone, for the sending bulk faxes function and imagetransmission, but is also used for reception and transmission of Heli-Tele images and otherinformation at times of disaster. During normal time this system is used to share information on
disaster prevention to citizens and other stakeholders. The information flow of the Phoenix
Disaster Management System used by the DMC in case of disasters such as earthquake, etc.
and at normal times is given in Figure (18).
Hyogo Prefectural Emergency Management and Training Center - The prefecture has set-up
Hyogo Wide-Area Emergency Management Network at four different locations of the prefecture
to stock-pile essential relief material and Hyogo Prefectural Emergency Management andTraining Centre located at Miki General Disaster Prevention Park, few kilometres away from
DMC, an area which was not affected during the 1995 earthquake. It acts as a back-up center for
DMC too. This facility, in normal times, is a center of training for staff on emergency management,a sports complex and storage facility for relief material. The center has the same communicationand network facility as the DMC. Interestingly, the ground floors below the sitting areas of sports
stadium are being used as storage spaces for relief goods. During emergencies, the entire sports
stadium is converted into a central place for dispatch of relief material to the affected area of theprefecture.

Figure (18) Flow Chart giving flow of information of the Phoenix Disaster Management System

2.6 Casse Study onn Great Eastt Japan Earrthquake (GGEJE)
On Marrch 11, 201
11 at 14:46
6 JST (5:46
6 GMT), a magnitude 9.0 earthquake occurrred 130
kilometeers east-sou
utheast of Ojika
O
Peninsuula. Within less an hourr, tsunami w
waves meas
suring up
to 40 metersmhighh crashed almosta
6 miles inland, inundating 561squaree kilometers
s. In theaftermath of Great East Japann Earth (GEJE), 15,534
4 people connfirmed dead and 7,092
2 peoplemissing. The numbers of com
mpletely damaged builldings weree 111,044 a
and half of partiallydestroyeed buildingss were appro
oximately 40
00 thousand buildings.

Figgure (19) Inu
undated Are
eas by Tsunaami
ately after thetdisasterr in Japan, the governm
ment established an em
mergency response
Immediateam heeaded by thee prime minister. Withinn a day, the Ministry of DefenseD
orddered deploy
yment ofall the availablearessources of th
he country’s military, thee Japan Selff-Defense Foorces (JSDF
F), whichincluded
d 110,000 activeaand reserve troo
ops. The goovernment also dispatcched nearlyy 28,000
members of the National
N
Pollice Force andathe Firre and Disa
aster Management Agency. In
additionn to “officiall” respondeers, the govvernment moved
mquickkly to organ
nize and cooordinatevolunteer efforts, including the Japanese Red Cross, which serves as an auxiliary to thegovernment for disaster relief. The Japan Civil Network for Disaster Relief in East Japan served
as an overall coordinating body for over 300 organizations, including government offices, nongovernmental agencies, and civil society organizations. Other prompt actions included allocationof almost $50 billion for critical tasks, such as debris removal, temporary housing, and restoring
infrastructure. As a result, among other marks of progress within the days and weeks following
the disasters, is that major transportation networks (not including those in proximity to the
Fukushima nuclear plant) had been restored.
After the earthquake occurred, broadcasting companies including NHK (Japan’s publicbroadcasting corporation) and local operators interrupted regular programming to provide
disaster-related information. For example, NHK delivered emergency earthquake warnings,
followed by news reports on a continuing basis starting 2 minutes after the earthquake occurredon the company’s 8 channels. People were able to watch many of those programs on theirmobile phones in areas where the electricity supply had failed. The programs were delivered by
one-segment broadcasting (A mobile terrestrial digital audio video and data broadcasting service
in Japan). One-seg TV on mobile phone also proved life savior for many. The EW alert andwarnings received through it saved many lives.
Social media such as Twitter, Face Book, Mixi, Webpages or Blogs, etc. were used extensively
during the GEJE for various purposes, such as search, rescue, and fundraising. Social media
and the internet were found to be highly reliable regardless of the users’ role, location, or theextent to which they were affected by the disaster. Users found social media to be extremely
beneficial in general to an overwhelming degree. For directly affected individuals and people in
the affected areas, the strongest reasons for using social media were convenience and theirmass dissemination capacity.
Immediately after the disaster, the communication systems developed by local governments did
not work because of power failures and a lack of emergency backup power supply. As many as
120 television relay stations in 11 prefectures stopped functioning because of the loss ofcommercial electricity during the initial period of the disaster, and as many as 4 radio relay
stations shut down. Ministry of Information and Communication (MIC) distributed 10,000 portableradio receivers to evacuation shelters, and requested equipment manufacturers such as
Panasonic and Sony, to distribute over 40,000 portable radio receivers. Emergency FM radio
also played a crucial role in providing information to local residents. In the Tohoku area, 25
emergency broadcasting stations specializing in disaster information were set up. Many
volunteers and government officials contributed to the operation of such local radio stations.
FM Radio at first, only announced information such as bathing times and food rationing
information for those living in the town. Later the content became less about daily life than about
supporting and comforting the residents. FM radio provided locally customized information, suchas information about aftershocks, or the availability of local services and activities related topeople’s everyday needs. This kind of information was beneficial immediately after the disaster,while different information was required as reconstruction progressed. Some entertainment
programs were presented 6 to 9 months after the disaster. Social media and community radio
reached two distinct age groups: social media for the younger generation and community radio
for the older generation.
GEJE caused immense damage and congestion in telephone infrastructure, including 1.9 million
fixed-line services and 29,000 mobile phone base stations. The disaster management radio
communications networks of national and local governments are generally considered to bemore robust and resilient than public fixed networks. But in the GEJE many towns and villages,
particularly those located along the Pacific coastline, suffered various levels of damage to theirradio communications systems, including both community announcement systems with loudspeakers and mobile systems on emergency vehicles. Compared to terrestrial communication
infrastructures, satellite phones and satellite communication systems were less vulnerable.
Satellite phones, in particular, played a vital role in emergency communication among local
governments and rescue organizations. Satellite mobile phones provided voice and internet
communication capabilities for disaster management organizations, evacuation shelters, andstaff working on infrastructure rehabilitation, among others. Portable and truck-mounted satellite
earth stations were used by disaster relief organizations and media entities to transmit video
images from disaster sites.
Some mobile phone carriers introduced an emergency messaging service whereby the terminal
device converted voice recordings into voice files that could then be sent via packet transmission.
Other mobile phone carriers also followed suit. These services were used some 14 million times
following the GEJE. Voice messages were widely used to confirm whether family members andrelatives were safe.
Media Used during Disaster- Digital signage network is effective tool for information provision at
the time of disaster. After the earthquake, all the train services stopped and there was terrible
traffic jam in Tokyo. About 5 million people were not able to go home. Digital signage system wasused as media to provide information. Google Person Finder is an important tool to help
reconnect people after a disaster event. The Google Person Finder (Figure (20)) let people enter
an inquiry about a missing person or provide information for interested parties. Google person
finder was widely used to search for the missing person and unite families separated during
disasters. In total over 600,000 person names were registered.

Figure (20) Google Person Finder
2.7 Opinions on Disaster Management in Japan
Japan is not only a leadership country among countries that are carried out for disaster risk
reduction but also a country that practically distribute disaster knowledge into other countries. In
addition, disaster management, disaster policies and practices are more effective than othercountries. Disaster management in Japan is carried out at every stage of disaster prevention,
emergency response to disaster, and recovery and reconstruction following disaster. The loss of

life and property could have been far greater if the country’s policies and practices had been lesseffective. The main best elements of that DRM system in Japan are:
1. Investments in structural measures (such as reinforced buildings and seawalls),
cutting-edge risk assessments, early-warning systems, and hazard mapping—all
supported by sophisticated technology for data collection, simulation, information,and communication, and by scenario building to assess risks and to plan responses(such as evacuations) to hazards
2. A culture of preparedness, where training and evacuation drills are systematicallypracticed at the local and community levels and in schools and workplaces
3. Stakeholder involvement, where the national and local government, communities,
NGOs, and the private sector all know their role
4. Effective legislation, regulation, and enforcement—for example, of building codes thathave been kept current
5. The use of sophisticated instrumentation to underpin planning and assessment
operations.
3. CURRENT STATUS OF EMERGENCY RESPONSE SYSTEM IN MYANMAR
As situated in the Bay of Bengal and Andaman Sea, Myanmar is exposed to multiple natural
hazards which include Cyclone, Storm surge, Floods, Landslide, Earthquake, Tsunami, Drought,
Fire, and Forest Fire. Its coastal regions are exposed to Cyclone, Storm surge and Tsunami
while major parts of the country are at risk from earthquake and fire. The flooding is a recurring
phenomenon across the country while some parts of the country are exposed to landslide anddrought risks. As per of the data from 2000-2001 to 2009-2010, fires constituted about 73% ofreported disaster events, followed by floods (11%), storms (12%) and others (4%) including
earthquakes, tsunami and landslides.
Natural disasters have had destructive impacts on the development gains and hinder thedevelopmental interventions. Disaster risk management has received greater attention andgovernment effort could be seen in various interventions to address country’s growing need tosecure and reduce impacts of potential disasters.
As a member of global and regional entities, Myanmar Disaster Risk Management is aligned with
global and regional initiatives – Hyogo Frame work for Action (HFA) and ASEAN Agreement on
Disaster Management and Emergency Response (AADMER). The Republic of the Union of
Myanmar has disaster management set-up from national level, ministerial to local administrationlevel. The institutional arrangement at national level has National Disaster Preparedness Central
Committee (NDPCC) as the supreme agency for policy and decision making with subcommittees to support operationalization.
3.1 Legal System and Framework
Disaster Management related laws drew since last several years have been laid down thelegal framework for the disaster management- preparedness, prevention/mitigation, response
and recovery/rehabilitation phases. Rehabilitation Board Act (41/1950), Board of Development
Affairs Act (11/1993), Epidemic Diseases Prevention Act (1/1995), Implementation of Insurance
Act (6/1996) and Fire Services Act (1/1997) have been promulgated. Disaster management law
was enacted disaster management law by the Parliament in 13 July 2013. According to latest
disaster management law, there are nine chapters. The aims of disaster management law are to
implement natural disaster management programmes in a systematic, prompt and effective
manner, in order to mitigate disaster risk; to form the National Committee and local bodies forprompt, systematic and effective implementation of natural disaster management programmes inorder to implement natural disaster management programmes; to coordinate with national andinternational government departments, organizations, civil society organizations, nongovernment organizations, international organizations, and regional organizations in carrying out
natural disaster management activities; to protect and restore the environment affected bynatural disasters; and to provide health, education, social and livelihood programmes to bringabout better living condition for disaster-affected people.
3.2 Organization for Emergency Response System in Myanmar
3.2.1 National Platform of Disaster Risk Reduction
The National Disaster Preparedness Central Committees [NDPCC] under thechairmanship of the Vice-President 2 is the 13-member body for Disaster Management. The
Union Minister for Social Welfare, Relief and Resettlement is the Co-Chairs and the Union
Ministers of concerned ministries are members of the Agency. The Deputy Minister 2 ofMoSWRR is the Secretary while Director General, Relief and Resettlement are the Joint
Secretary of the Agency. There are 10 Sub-committees under NDPCC. State/Division-, District-,
Township- and Village Tract-level Disaster Preparedness Committees have also been formed
respectively. National Platform of Disaster Risk Reduction is shown in Figure (21).
Institutional Framework for Disaster Management at National Level
National Disaster Preparedness Central Committee
Chairman : Vice-President 2
National Disaster Preparedness Management Working Committee
Chairman : Union Minister (MoSWRR)

Ten Sub-Committee
Information & Education Sub-Committee
Emergency Communication SubCommittee

Clearing Ways & Transportation SubCommittee
Mitigation & Establishing of Emergency
Shelter Sub-Committee

Search & Rescue Sub-Committee
Health Care Sub-Committee
Information of Losses & Emergency
Assistance Sub-Committee
Assessment of Losses Sub-Committee

Rehabilitation & Reconstruction SubCommittee
Security Sub-Committee

Figure (21) National Organizations for Disaster Risk Reduction

Mechanism of Disaster Response in Myanmar
NDPCC

Subcommittees

UN
INGOs
LNGOs

State/RegionDPC

MoSWRR

RRD
District/Township
DPC

Local community

Planning, Decision making

Coordination

SupplyFigure (22) National Platform of Disaster Risk Reduction
3.2.2 Roles and Responsibilities of NDPCC
National Disaster Preparedness Central Committee has been formed by aiming at
carrying out preparedness and safety measures for possible danger of natural disaster in the
country and ensuring prompt and effective risk response in time of emergency. Duties andresponsibilities of National Disaster Preparedness Central Committee are as follows:
•

•
•
•
•

3.2.3

To form committees needed for implementation of the work procedures of the central
committee, to outline polices on important tasks among various stages of works and to
give necessary guidelines after reviewing the work progress.
Laying out of policies and directives for the use of domestic forces in the face of natural
disaster as necessary.
Formulation of basic principles of coordination for the decisions that calls for international
assistance.
Distribution of State funds and State resources to places which are in need of help.
Issuing orders and directives, if necessary, in the aftermath of natural disaster in order toperform relief and management works without having any difficulties and obstacles, toavoid malpractices on relief supplies and to ensure the rule of law, community peace andtranquility.
Roles and Responsibilities of National Disaster Preparedness Management
Working Committee

National Natural Disaster Preparedness Management Work Committee is formed tosystematically undertake preparedness measures for natural disasters, to swiftly carry out reliefs
and aids and to implement policies and directives set by National Natural Disaster Preparedness
Central Committee. Duties of National Disaster Preparedness Management Work Committee areas follows:

•

•
•
•
•

•
•
•
•
•

to implement natural disaster preparedness management works such as disaster risk
reduction, preparedness, reliefs, rehabilitations and reconstruction in line with policies,
directives and procedures set by National Disasters Preparedness Central Committee
to manage local aids for relief, resettlement and reconstruction and foreign aids when
National Disasters Preparedness Central Committee assigns duties
to encourage mass participation in natural disasters preparedness educative programme
and tasks
to occasionally report Management Work Committee’s undertakings to National Disasters
Preparedness Central Committee
to set up natural disasters forecasting system and the early warning system and to
distribute news to the grass-root level in time when the warning is received from thewarning system
to assign duties to departments and organizations according to the size of natural
disasters
to supervise undertakings of Subcommittees and to coordinate Subcommittees
to supervise works of subcommittees and coordinate their tasks
to report Management Committee’s progresses to the Chairman of the Central
Committee quarterly
to supervise relief and resettlements in case of natural disasters

10 sub-committees of Natural Disaster Preparedness Management Work Committee are as
follow:
•
•
•
•
•
•
•
•
•
•

Information & Education Sub-Committee
Emergency Communication Sub-Committee
Search and Rescue Sub-Committee
Information of Losses & Emergency Assistance Sub-Committee
Assessment of Losses Sub-Committee
Clearing ways & Transportation Sub-Committee
Mitigation & Establishing of Emergency Shelter Sub-Committee
Rehabilitation and Reconstruction Sub-Committee
Health Care Sub-Committee
Security Sub-Committee

3.2.4 Development Partners and other Agencies on DRR
The 2008 cyclone Nargis gave rise to the need for increased preparedness for andresponse to disasters in Myanmar. In the event that large numbers of people are affected, it isimportant that the Disaster Risk Management activities of all humanitarian organizations andvarious stakeholders are carried out in a more coordinates manner. Therefore, Network andagencies concerning Disaster Risk Management have been organized themselves to work handin hand with government and the people of Myanmar in preparation for and responding to any ofthe potential disasters that may affect Myanmar. The agencies are such as UN agencies,
NGOs/CBOs, professional bodies, and development partners including followings:

Development Partners and other Agencies
MAPDRR Task Force led by RRD

Inter Agency Standing Committee (IASC) coordinated by UN-OCHA
DRR Working Group Myanmar – chaired by
UNDP (2012)
Myanmar Red Cross Society

UNDP

UN-OCHA
UN-Habitat
MES
MGS

Roles and supports on DRR
Mechanisms to support and facilitate
government interventions on Disaster Risk
Management
Emergency Response
A platform to share, update, coordinate anddiscuss various DRR activities and way
forwardEmergency ResponseFirst Aid
Relief distribution
Early Recovery
Rehabilitation
Reconstruction
Coordination in Disaster Response
Rehabilitation
Reconstruction (Shelter)
Hazard Assessment
Preparedness
Hazard Assessment (Geological)
Preparedness

3.2.5 IASC (Inter-Agency Standing Committee) Contingency Plan
The IASC (Inter-Agency Standing Committee) Contingency Plan is an inter-agency forum of UN
and non-UN humanitarian partners founded in 1992, to strengthen humanitarian assistance. The
overall objective of the IASC is to improve the delivery of humanitarian assistance to affected
populations. The Committee was established following UN General Assembly Resolution 46/182
and resolution 48/57 confirmed that it should be the primary method for inter-agency coordination.
Contingency planning is a management tool used to ensure adequate arrangements are made in
anticipation of a crisis. This is achieved primarily through the participation in the contingency
planning process itself, as well as through follow-up actions and subsequent revisions of plans.
Experience from previous emergencies clearly indicates that effective response to humanitarianneeds at the onset of a crisis depends on the level of preparedness and planning of agencies in
the field, as well as the capacities and resources available to them. The overall objective of theInter-Agency Contingency Planning Guidelines is to assist UN Country Teams and partners inplanning how to respond to potential emergencies with appropriate humanitarian and protection.
These guidelines provide recommendations on how to engage in the contingency planning
process, in order to develop common strategies and approaches to potential emergencies, andhow to record the deliberations and results of this in contingency plans.

3.2.6 Emergency Services
Like other countries, Myanmar also maintains many emergency services namely fire, police,
defence services, MRCS and ambulance. Except for the police and defence there is no uniform
system of management of these services. The Police and Defence works under the state
governments but fire and ambulance services are differently managed and run.
Ambulance services - run by multiple agencies such as Red Cross, health department, private
health care organizations, charitable organizations, civil defence, etc.
Fire Services - The objectives of Myanmar Fire Services Department (FSD) is to protect and toprevent from fire disaster and natural disaster which insures losses and endanger(a) to the lives and properties of the people,(b) to the State owned capital investment,(c) to form and train firemen to become the reserve force of the State.
There are three kinds of fire brigades,(a) Government fire brigade (equipped and paid),(b) Voluntary (Auxiliary) fire brigade (unpaid volunteers),(c) Reserve fire brigade ( eg. factory, workshop, work site or business exposed to fire
hazard).
Set-up and Functions - For operational purposes, the Myanmar FSD is divided into 7 states and7 divisions. Included with NayPyiTaw. The state and divisional fire services departments are subdivided into three grades. Townships FSD have been opened only in 45 out of 26 townships. At
present there are 550 fire stations including 222 government fire stations and 328 voluntary firestations. The township fire stations are divided into three grades. An “A” grade fire station
comprises 21 firemen a “B” grade fire station, 10 firemen and a “C” grade fire station, 8 firemen.
At present, FSD has 1720 fire appliances which are 759 fire engines (fire fighting trucks) 263
water browsers, 201 other supporting appliances and 497 portable fire pumps. The strength of
FSD consists of 4778 fire personnel and the strength of voluntary firemen consists of over
249,324. Emergency phone number of FSD in Myanmar is 191.
In Emergency conditions, emergency search and rescue teams including Myanmar Red Cross
Society in whole country have 72 teams. One team includes 100 people. Total are 7200 people.
Myanmar Red Cross Society- MRCS’s Disaster Preparedness & Response initiatives focus on
reducing deaths, injuries, and impacts from natural disasters. The provision of timely andeffective relief assistance to disaster areas is achieved through improved organizational
preparedness. MRCS prepares for emergency situations through the following activities:• Strengthening logistics, particularly warehouse capacity• Establishing emergency response teams• Strengthening communication and early warning systems• Promoting coordination and collaboration with partners and authority• Disseminating contingency plan and standard operating procedures• Establishing and scaling up emergency management funds• Enhancing MRCS branch organizational preparedness for disasters• Improving township-level branches’ capacities• Advocating and ensuring MRCS’s improved positioning in country context• Encouraging sustainable volunteer-based recovery operations
Commercial First Aid Training - The Myanmar Red Cross Society is one of the few organizations
in Myanmar that offer a certified First Aid training course to the general public. A sampling of ourclientele includes airline staff, hotels, beach resorts, international schools, embassies and theirstaff, and other non-governmental organizations. MRCS are currently offering Basic First Aid andRefresher Courses.
Volunteers - Volunteers are the heart and soul of the Myanmar Red Cross. MRCS is fortunate
enough to have one of the strongest volunteer bases in the world. Without vast RCV network,
numbering in the hundreds of thousands, it would be impossible for us to carry out our vital
services to the Myanmar public. RCVs work day and night to respond to some of Myanmar’s
worst disasters and are always the first responders to any emergency, small and large. Intelligent,
driven, selfless, compassionate – our RCVs represent the best of what the Red Cross movement
stands for, and are the hidden heroes behind all of our groundbreaking programs.
All of RCVs undergo a rigorous training program that follows the highest standards. MRCS begin
RCV curriculum with Basic First Aid, which teaches the fundamentals of first response treatment.
Following this, RCVs are expected to use their skills in the field for several years, before
qualifying for a Standard Aid course. After completion of BFA and SFA and several years of field
experience, RCVs can undergo a First Aid Instructor Course, which allows successful trainees tobecome certified First Aid trainers themselves.
This intensive yet rewarding training scheme ensures that the Myanmar Red Cross produces ahighly capable and knowledgeable volunteer base, serving the needs of the most vulnerable
populations in Myanmar.
In 2011, a total of 3,528 Red Cross Volunteers were involved in various activities – by serving as
blood donors, relief operations, and providing emergency health and care. Approximately 54,341
people have benefited from these services. Facilitator training was given to 34 Red Cross
Volunteers with Red Cross branches in locations where community-based health and disasterrisk reduction programmes are being implemented. We wish to enable the facilitators to provide
appropriate support to targeted communities – this support will include advocacy to community
volunteers about the Red Cross.
3.3 PUBLIC AWARENESS OF MYANMARDRR in Myanmar is gradually improved and on the right track by government and internationals’
collaboration and cooperation. Public awareness on DRM is important as simple Do’s and Don’ts
of disasters can save many lives during a disaster. It is important that the content of awarenessmessages should be consistent, clear and context specific and it should be conducted at regularintervals so that the knowledge is kept alive in the community to pass on from generation to
generation and ensure that the disaster risk reduction become an integral part of the culture andeveryday life of the community. Some educational activities have been carried out by
Government, UN Agencies and NGOs such as Ministry of Education in collaboration with United
Nations Children’s Fund (UNICEF) has been working on integration of DRR into school
curriculums. United Nations Education, Scientific and Cultural Organization (UNESCO) with
Ministry of Education has developed and distributed Resource Pack in approximately 2000
schools in severely affected eight townships in delta and one township in Mandalay Region.
The RRD has been conducted State and Division Level short-term Disaster Management
Courses for educative measure and public awareness on natural disaster reduction with the cooperation of other departments concerned such as Department of Metrology and Hydrology,
Health Department, Irrigation Department, Myanmar Red Cross Society (MRCS), Myanmar
Police Force and Fire Services Department. The courses are originated mostly from ADPC andworkshops and discussion with government and NGOs for further training for local communities
and grass root level as well as training of trainers. Disaster Risk Management of capacity

Training from 1977 to 2013 was opening in the Myanmar as shown in Table (1). In addition,
Distribution of posters and pamphlets (Figure (23)), Training of Trainers on Disaster Risk
Reduction – TOT, Disaster Management Course – DMC (State and Divisional level), Education
Talks on Disaster Risk Reduction, Workshops and seminars ( Both local and abroad), and
CBDRR and CBDM training are carried out.
No
1
2
3
4
5
6
7
8
9
10
11
12
13
14

State/ Division
Opening Totle
Population
RemartKachin State
8
389
Kayah State
5
192
Kayin State
8
380
Chin State
4
154
Sagaing Division
6
270
Taninthary Division
9
430
Bago Division
8399
Magway Division
9368
Mandalay Division
6272
Mon State
10450
Rakhine State
15
674
Shan State
9454
Yangon Division
14
615
Ayeyarwady Division
20
879
Total
131
5926
Table (1) opening capacity Trainings from 1977 to 2013 in Myanmar
Wall Sheets and Posters

Pamphlets

44

Development of IEC materials for Public Awareness(in English)

Seven Components of MAPDRR

45Development of IEC materials for Public Awareness(in Myanmar)

Seven Components of MAPDRR

42

43

Figure (23) Wall Sheets, Posters, Pamphlets and IEC materials for public awareness3.3.1 Planning for Public awareness, Education and Training of Myanmar in MAPDDR
Sub-Component 7.1: Awareness through International Day for Disaster Reduction
It will serve as the constant reminder of the pledge and dedication the country has made towards
reducing the risk of disasters. The 13th October is being observed by United Nations as theInternational Day for Disaster Reduction and ASEAN Day for Disaster Reduction. In Myanmar,
International Day for Disaster Reduction has been observed since 2010. The programs will
include award scheme for best risk reduction practices, essays, articles and painting
competitions, drills and demonstrations for the public. These programs will be up scaled to thewhole country.
Sub-Component 7.2: National Public Awareness Program
Under the leadership of MDPA and MSWRR, directives will be issued to all Regional and State
Disaster Preparedness Agencies for the development of 5-year public awareness programs
corresponding to the local hazards and risk. Based on the Regional/State plans, the National
Public Awareness Program will be prepared. On pilot basis, 20 townships each from Yangon,
Mandalay, Bago, Rakhine and Shan Region/State will be selected for implementation of the
program under the supervision of local Disaster Preparedness Agencies.
Sub-Component 7.3: Awareness through School and School Curriculum
The Department of Educational Planning and Training under the Ministry of Education has
collaborated with UNICEF since the early 2000 on inclusion of disaster risk related lessons (basic
causes and impacts of hazards) in Primary Life skills Curriculum. In secondary level particularly
in grades 6, 7 and 8, the related lessons will be included in the revised curriculum which is still in
the process of revision and trail in 3 townships. It also proposes to revise the curriculum of the
Education Colleges in the relevant subjects in context of risk reduction. In collaboration with
Ministry of Education, UNESCO has initiated Myanmar Education Recovery Programme since
March 2009, which aims to develop processes, learning kits and trainings for developing relief
and emergency response plans for disaster risk reduction education giving communities andchildren a role in the recovery and DRR process.
Sub-Component 7.4: Awareness through University Curriculum
Disaster risk reduction is an emerging field and requires research and development on its various
sub-themes. The sub-component ‘Awareness through University Curriculum’ aims to createawareness and also promote research. The process can start with constitution of an Expert
Panel consisting of university professors, educational specialists and disaster risk reduction
professionals, which will identify suitable subjects along with DRR topics for incorporation. The
course will be revised and accordingly course material will be developed. It will have component
for research and development in area of disaster risk reduction.
Sub-Component 7.5: Expansion Plan for Disaster Management Training
Disaster management related trainings have been provided in Myanmar for government
employees by Relief and Resettlement Department (RRD), Department of Health, Department of
Traditional Medicine, Fire Services Department, Ministry of Education and other agencies. For
Ministry of Education, UNESCO’s Myanmar Education Recovery Programme will build capacityof 150 township education officials and 2000 school principals in disaster awareness andpreparedness through a series of educational planning and management modules.
The scope of the sub-component includes review of the existing training materials and to
upgrade it at par with the international or regional courses. The proposed process includes (1)Review of the feedbacks received from the participants of past trainings and (2) Constitution ofTraining Material Review Committee (with representatives from RRD, Health, FSD and MoE, andNGOs). Three priority training courses that should be taken up for review and upgrading are
Disaster Management Course (DMC), Community based Disaster Risk Reduction (CBDRR)
program and Training of Trainers (ToT) program. The revised materials on DMC and CBDRR will
be tested in 20 selected townships in the first year of the project and the outcomes will beincorporated in the final materials before expanding the trainings to all states and Regions. Bothtrainings will incorporate livelihood related elements in the module. The target groups for the
trainings will be local government authorities. The 20 townships to be selected will be the sameas those under sub-component (7.2) ‘National Public Awareness Program’ from Yangon,
Mandalay, Rakhine and Shan.
Sub-Component 7.6: Training for Emergency Preparedness and Response at Township
Level
While the previous sub-component deals with the trainings on overall management and planningissues related to disaster risk reduction, this sub-component will focus on specific response tasks
at the township level. The existing emergency preparedness and response curriculums will be
reviewed, upgraded and pilot tested in 15 townships across Myanmar. The trainings will be
conducted on First aids, Search and rescue, Warehouse management and Relief distribution.
This component will be led by Fire Services Dept.
Sub-Component 7.7: Enhancing Training Capacities
This sub-component will be the continuation of the sub-component (7.5) ‘Expansion Plan for
Disaster Management Training’. The revised ToT trainings will be pilot tested in 10 townships in
Mandalay Region and Rakhine State, same townships as in sub-components (7.2) ‘National
Public Awareness Program’ and (7.5) ‘Expansion Plan for Disaster Management Training’, in thefirst year and any adjustments required will be carried out based on the experiences. It will also
review the existing Training of Trainers (ToT) program of MSWRR.
Sub-Component 7.8: Special Awareness Program
The Special Awareness Program will concentrate on preparing and publishing materials on
emerging issues like climate change as well as on specialized topics like livestock management.
At the same time, the program will look at reaching special vulnerable groups and creating
materials specifically for them. However, as the first activity, the subcomponent will support
identification of one particular topic, designing and preparation of awareness materials andtesting them at the community level in 6 townships in Mandalay and Ayeyarwady Region.
Revisions will be undertaken as needed and the final version will be printed and distributed
widely through both official and NGOs channels. Also, television series and radio talks will beorganized to raise awareness on Disaster Risk Reduction.
Sub-Component 7.9: Establishment of Disaster Management Training Center
Myanmar is vulnerable to multiple hazards; hence there is a need of a dedicated national levelinstitution for technical support on Disaster Management to Ministries, Departments and otherinstitutions at Region/State and below levels. It will also act as the technical advisory body to
Sub-Committees of MDPA. It will also collaborate with similar institutions in ASEAN and othercountries for research and development. The existing Disaster Management Training Unit of
RRD will be the key entity for creating a National Disaster Management Training Center in
Myanmar. RRD with technical support from organizations like ADPC will lead this activity.

3.4 EARLY WARNING SYSTEM OF MYANMAR
3.4.1 Planning for Multi-hazard Early Warning Systems of Myanmar in MAPDDR
Sub-Component 3.1: Upgradation of Existing Early Warning Centers
The Department of Meteorology and Hydrology (DMH) has two Early Warning Centers, one eachin Yangon and Nay Pyi Taw. Under this sub-component, the existing centers will be enhancedwith further instrumentation. Also the capacity building of the Early Warning Centers staffs will be
undertaken for further augmenting the interpretation and dissemination capacity. It will seek
technical support from international agencies such as ADPC, UNDMT and ESCAP; particular
linkage would be made with the ongoing RIMES’s program on ‘Indian Ocean End-to-end Multihazard Early Warning System’.
Sub-Component 3.2: Multi-hazard End-to-End Early Warning Dissemination System
Under this sub-component, a system will be designed and established for rapid transfer of official
warnings issued from the Early Warning Center (link to sub-component (3.1) ‘Upgradation of
Existing Early Warning Centers’) to the community level. To ensure effective dissemination of
warning information, inter-ministerial arrangements will be formalized with clearly specified
procedures. This can be built upon the existing mechanism as Monsoon Forums organizedannually by the DMH where the capacities of many departments, in the role of the climate
information users, have already been assessed. In addition, communication equipment will be
provided at the township level to fully support the warning transmission activities and the possible
usage of the off-shore and coastal communication system of Myanmar Posts andTelecommunications will be explored. The village volunteer groups or village committees set up
under community based disaster preparedness by various agencies shall be utilized.
Sub-Component 3.3: Improved Meteorological Observation and ForecastingThis sub-component will identify the needs in meteorological observation and forecasting and willfind ways to fill the gaps. Though assistance from external bodies will be sought in terms of stateof-the-art weather observation technology, a long term plan will be developed to ensure that the
local capacities are enhanced and maintained and to upgrade the 102 existing stations of DMH
and set up new stations, if required.
Sub-Component 3.4: Enhanced Flood Monitoring and Forecasting Capacities at Township
Levels
Focusing on the flood risk reduction at township level, this sub-component will look at the formal
inclusion of flood monitoring activity as part of existing plan of the Township Disaster
Preparedness Agency. Specific orientation workshops will be organized in 16 townships: 3 eachin Ayeyarwady, Mandalay, Sagaing, Kachin and Rakhine, and 1 township in Tanintharyi fororienting the Agency members on interpreting the flood forecast information provided by DMH
and Irrigation Department on what kind of associated risks and impacts can be expected.
Sub-Component 3.5: Landslide Study and Monitoring
Modeling software should be installed to generate likely scenarios for landslide hazards. DMH,
MES, MGS and the Engineering Geology Department of YTU, Public Works and GAD with theirlongstanding work on landslide should also be involved as key partners. On top of the modelingsystem, regular field inspection should be conducted to look for such signs as small rock falls
and scar along the slopes in landslide prone area. Since this is an entirely new initiative, it isessential to establish partnerships and learn from other experienced Asian countries with thesimilar problem, namely China, Japan, Malaysia, Nepal, Philippines, India and Sri Lanka.

Sub-Component 3.6: Drought Study and Monitoring
Drought monitoring work, over the years, has been undertaken mainly by the Ministry ofAgriculture and Irrigation. DMH has one center in Mandalay that devotes to drought monitoring
and this can be further improved. The cooperative efforts between various concerned agencies
such as Dept. of Agriculture Planning, Irrigation Dept., Dept. of Health, MOECAF and Livestock
Breeding and Veterinary Dept. will also be encouraged (link to subcomponent (5.8) ‘Sustainable
Development in the Dry Zone Area to Protect/Mitigate Against Drought ’.
Sub-Component 3.7: Cyclone Tracking and Storm Surge Forecasts
The key activity under this component is to install advanced modeling software along with
instruments (Radar) on cyclone and storm surge, at the DMH offices in Kyauk Phyu and Yangon,
so that the storm tracks can be predicted and information sent to the Early Warning Center for
issuance of timely warnings.
Sub-Component 3.8: Seismic Monitoring
Monitoring of seismic movements will be achieved through installation of high-tech seismic
stations at the tactical locations such as around Sagaing and other active fault lines. To link up all
individual station and ultimately to the Early Warning Center, a network of Global Positioning
System (GPS) will be installed to get information on ground behavior.
Sub-Component 3.9: Oceanic and Tsunami Monitoring System
One of the key activities under the RIMES’s Indian Ocean End-to-end Multi-hazard Early
Warning System is to install buoys with data transmitter to detect any anomaly of the ocean wave
along the coastlines of the Indian Ocean countries. The primary partner of RIMES in Myanmar is
the Department of Meteorology and Hydrology (DMH) and the data obtained will be delivered
directly to multi-hazard Early Warning Center at DMH.
Sub-Component 3.10: Forest Fire and Haze Monitoring System
Building upon the existing systems within the Forest Department, a GIS based monitoring system,with linkages to the ASEAN Scientific Monitoring Center in Singapore, Singapore Weather
Information Portal, Global Environment Center in Malaysia and Indonesia Weather Center will be
put in place to observe the forest fire incidents in the country. In connection, the National Haze
Action Plan will be reviewed, revised and reactivated by MOECAF, with technical support from
FSD, UN Agencies and ASEAN. Linkages to the proposed National Adaptation Plan of Action on
Climate Change (NAPA) will also be identified. As for ground level implementation, fivetownships each in Chin and Shan States will be identified and trainings on forest fire prevention
will be delivered for the community.
3.4.2 Department Of Meteorology and Hydrology (DMH) in Myanmar
The Department of Meteorology and Hydrology (DMH) is responsible for all tasks related to theworks for mitigation and prevention of natural disasters including earthquakes monitoring andsea level observations to establish a Multi-Hazard Early Warning System.
The establishment of a broad band seismic stations network and tide gauge stations in Myanmar
aims at understanding the level and type of seismic and tsunami hazard, while reducing theimpact of future earthquake and tsunami. It also encourages the on-going activity for earthquake
and tsunami disaster prevention in Myanmar. The seismological tasks performed by the
Department of Meteorology and Hydrology are routine observation, providing information for thegeneral public and related department for mitigation and prevention of earthquake and tsunami

disaster. Those tasks and services are done on near real time and continuous for 24 hours everyday. Once the Department of Meteorology and Hydrology's Stations detects an Earthquake
within MYANMAR or far regions, the Department provides information to the governmentorganization, disaster management authorities and mass media. Myanmar is one of thedeveloping countries in south-east Asia. Its population was estimated at 50.7 million with apopulation growth rate of 0.9 % per year. The population density is about 75 people/sq km. Mostof the people live along and near the Central Belt’s, Delta and Coastal areas. One of the active
fault (Sagaing Fault) runs north to south passing through the central region. According to thehistorical accounts, many of strong earthquakes had occurred and felt along the Sagaing Fault
and Sunda Andaman Trench which is parallel to the Myanmar Coastal. These earthquake
generators had been the focal point of many great earthquakes. Myanmar has about 1900 kmlong coastal line and can be divided into three parts namely, Rakhine coastal area ( west ) ,Ayeyarwaddy Delta ( central ), and Tanintharyi coastal area ( south ) respectively. The
Department of Meteorology and Hydrology has come up with a comprehensive plan ofestablishing a seismic and tide gauge networks. Tow tidal gauges and tow broadband
seismometers have already been installed.
3.4.3 Weather Forecasting and Warning Services of DMH
The observational data in Myanmar is collected at the National Meteorological Centre (NMC) in
Yangon by SSBs (HF transceivers) and via the Internet (e-mail). The international real-time dataand products are exchanged via the GTS. Following the tragic 2004 Indian Ocean tsunami, the
GTS system (Yangon-New Delhi and Yangon-Bangkok) was upgraded from 50 bps to 64/128kbps with the funds from UN/ISDR Flash Appeal and VCP (F). The system, composed of a Local
Area Network, Internet-based Communication System, Visualization System and additional PCs
and accessories, was installed in 2007-2009 in NMC Yangon by NetSys, South Africa(completed in January 2009).
DMH provides the aviation meteorological services; meteorological and hydrological services forshipping and inland water transport; meteorological services to agriculture; hydrological services;and seismological services. DMH also conducts many training courses, including B.Sc (Hons)
Meteorology and B.Sc (Hons) Hydrology Academic Courses, and Natural Disaster Prevention
Course.
DMH issues the following forecasts, bulletins, news and reports: (1) Daily Weather Forecast; (2)10-day and Monthly Weather Forecast; (3) Sea Route Forecast; (4) Aviation Forecast; (5)Special Weather Forecast; (6) Water-level Forecast; (7) Lowest Water-level Forecast; (8) Waterlevel Bulletin; (9) General Forecast for Southwest Monsoon; (10) Pre-, Mid- and Post- monsoon
Weather Forecast; (11) Analysis of Pre-, Mid- and Post-monsoon Rainfall Condition; (12)Hydrologic Summary; (13) Special Weather Condition; (14) Technical Report for Southwest
Monsoon; and (15) Seismological News.
DMH issues warnings as follows: (1) Storm Warning; (2) Storm Surge Warning; (3) Strong Wind
Warning; (4) Port Warning; (5) Heavy Rainfall Warning; (6) Untimely Rainfall Warning; (7) Flood
Warning; (8) Significant Weather Report for Aircraft; (9) Special Weather Report for the Airport(SPECI); (10) Fog Warning; and (11) Tsunami Warning.
In accordance with the meteorological law, the above forecasts and warnings are disseminatedby DMH to Government authorities; local authorities; UN Offices, NGOs and other relevantorganizations; national media and the general public through telephone; fax; mobile phone;Internet (website and e-mail); VHF; port wireless; AFTN (aviation) and Radio/TV and print media.

3.4.4 Seismic and Tsunami Activities in Myanmar
Myanmar lies on earthquake belt of Himalayan range. The northeastern part of the Indian plate
subcontinent is seismically active. It comprises of east-west extending eastern Himalaya belt,
which marks the collision boundary between the under thrusting Indian plate and the Eurasia
plate; approximately N–S extending Indo-Burmese Arc (IBA), which extends further southward tojoin the Andaman Arc and the Eastern Himalayan Syntaxes (EHS), which lies at the junction of
the above two. Subduction occurs along the Andaman arc. The Indian (IN) plate motion withrespect to Eurasia (EU) is highly oblique to the margin on the subduction zone, the right-lateralshear motion occurring along the Sumatra fault evolves northward into the rift system of theAndaman Sea. The Burma plate is thus delineated in the east by the Sumatra fault, which follows
the line of arc volcanoes and the rift segments of the Andaman Sea. The right-lateral Sagaing
shear fault shown in the Figure is delineated in the west by the Andaman-Nicobar Trench. The
Department of Meteorology and Hydrology (DMH) start to observe the sea level after the Great
Sumatra Earthquake of 2004. The seismic records show that there have been at least 15 major
earthquakes bearing magnitude M ≥ 7.0 within the territory of Myanmar for the past 100 years.
The seismicity in Myanmar is attributable to the following two reasons:•

The continued subduction (with collision only in the north) of the northward-moving Indian
Plate underneath the Burma Platelet (which is a part of the Eurasian Plate) at an averagerate of 5.5 cm/yr (5.5 Found by the author) and• The northward movement of the Burma Platelet from a spreading centre in the Andaman
Sea at an average rate of 2.5 – 3.0 cm/yr. Very large over thrusts along the Western Fold
Belt resulted from the former movement, and the Sagaing and related faults from thelatter movement. Intermittent jerks along these major active faults resulted in the majorityof earthquakes in Myanmar.
3.4.5 Monitoring Network in Myanmar
Seismic Stations
The Department of Meteorology and Hydrology (DMH) Myanmar has introduced seismologicalmonitoring activities since 1963. The DMH installed its first seismograph, named WILLMORE
and SPENGNETHER (U.S.A) in 1963 at Yangon and Mandalay, but now not operating. Since
this instrument used photo-paper as a hard copy, it was very difficult to obtain real time events.
The next generation seismograph was visual recording seismograph (Katsujima-Japan) installedin DMH Yangon as well as Mandalay in1977. Katsujima long period seismograph was installed at
Yangon in 1984. Also Katsujima solar power seismograph was installed at Sittwe in 1984 and at
Dawei in 1985 as well. The next one is a digital strong motion seismograph (K2) in 1995, but not
operating. Ten sets of modern strong motion accelerograph, ETNA-SI, were donated by OYO
Corporation, Japan, through WSSI and were installed at ten different stations in Myanmar during
the year 2001-2002. Two sets of digital seismograph were installed in DMH at Yangon and
Mandalay in April 2003, which were donated by Yunnan Seismological Bureau, Peoples Republicof China. As shown in Figure (24).

Figure (24) Present Seismic Network in Myanmar
Seismic Equipments
There are four analog seismological stations at Yangon, Mandalay, Sittwe, and Dawei, enquiredwith Japan Katsujima short-period seismographs for monitoring earthquakes in and near thecountry. Only in Yangon, capital city of Myanmar, one Japanese Katsujima short-period
seismograph, one Japanese Katsujima long-period seismograph, ETNA-SI strong motion
accelerograph and broad band digital seismograph altogether four seismographs are installed.
For strong motion analysis, ten sets of strong motion accelerographs are installed in Yangon,
Mandalay, Naung Oo, Sittwe, Pathein, Bago, Phay, Myitkyina, Monywa and Meiktila, the two setsof digitized broad band seismographs are installed in Yangon and Mandalay. The seismologicalstations of Myanmar are shown in Figure (24).
Tide Gauge stations
The Department of Meteorology and Hydrology (DMH) start to observe the sea level after theGreat Sumatra Earthquake of 2004.The DMH was installed two sea level tide gauges at
Myanmar coastal area, Mawlamyine and Sittwe which were donated by Asian Disaster
Preparedness Center (ADPC) in July 2006. The Department of Meteorology and hydrology(DMH) obtain the sea level data from the IOC website (http://ilikai.soest.hawaii.edu/uhslc/htmld/d0328W.html). As shown in Figure (25) existing tide gauge stations and proposed tidegauge stations.

Figure (25) Tide Gauge stations in Myanmar
Tide Gauges Monitoring
The Department of Meteorology and Hydrology (DMH) start to observe the sea level after theGreat Sumatra Earthquake of 2004. The DMH was installed two sea level tide gauges at
Myanmar coastal area, Mawlamyine and Sittwe during July 2006 which were donated by Asian
Disaster Preparedness Center (ADPC). Installation at two stations was completed, as shown in
Figure (26).

(a)(b)
Figure (26) (a)Sea Level Tide Gauge at Sittwe and (b)Sea Level Tide Gauge at Mawlamyine3.4.6 Information Dissemination earthquake & Tsunami
Warning and information issued by DMH is immediate dissemination to the public through thedisaster management authorities, local governments and mass media, such as TV and radio,
Fax and Telephone (see in Figure (27)). But Myanmar Television and Radio are not available
broadcasting for 24 hours, so we have established our own communication warning system tothe public by Single Side Band (S.S.B), transmitting system. These systems have been installedin Myanmar coastal area, as shown in Figure (28) (a). We are also in the process of establishing
FM Radio transmitting station as can be seen from the plan in Figure (28) (b).
The disaster management authorities and local governments take actions for mitigating disasters
based on such warning and information. When an earthquake occurs, DMH issues seismic
intensity information in 15-30min, subsequently information on the hypocenter and magnitude ofthe earthquake and cities, towns and villages where a strong shake has been felt is issued. Afterthe Great Sumatra Earthquake of 2004, DMH established the tsunami warning & information
system. DMH tsunami warning system is not advance, so DMH obtained the tsunami warning &information by e-mail or fax from Japan Meteorological Agency (JMA) and Pacific Tsunami
Warning Center (PTWC). After that DMH issues the tsunami warning & information for the publicthrough the disaster management authorities, local governments and mass media in Myanmar
coastal area.

Figure (27) Tsunami Warning Network

(a)

(b)

Figure (28) (a) Present S.S.B Stations and (b) Planning of FM Radio Stations
3.4.7 Tsunami Warning Response and Emergency Preparedness
As Myanmar is closely located to potential epicenters of large submarine earthquakes tsunamis
may reach coastal areas within a period of one hour from the time of occurrence of large
submarine earthquakes. Thus requires that warning message should reach the people near thecoastal as quickly as possible to protect lives. Every sector, not only DMH but also all others in
the early warning chain need to make efforts to convey the warning messages to the people as
fast as possible. Another challenge is that tsunami may hit during night hours when people areasleep. The use of laud-speakers for transmitting tsunami warnings by Red Cross volunteers at
the community level is very effective, but it needs a well organized plan, as tsunami is very
different from storm surges or other common disasters in the country. The plan should be
categorized in a manner that each community has a coordinator. Nevertheless, the warning
information may not reach people living in isolated area such as remote islands rural areas. TV
and Radio are effective means of disseminating tsunami warning to the public; however there arelimitations in that, some people living in the rural area may not have access to these media.
Moreover, national radio and TV do not broadcast 24 hours a day. Considering the fact that otherareas outside Yangon are not connected to telephone and other important communicationmeans, one effective way for warning transmission is via amateur radio. It is cost effective andeasy to operate between the local authorities and community leaders. This would also help intransmitting the observed tsunami information by coastal communities to DMH. As soon as thetsunami warning system is established, the government should conduct tsunami drills including
evacuation. Disaster managers should evaluate the drill based on several factors, like how long ittakes for people to receive the warning at each municipality and community and also to evacuate
to safe places. It is recommended to designate safe places such as higher ground or tsunami
evacuation centers and train community leaders to educate the public on tsunami awareness.
Additional communication system with the police force, fire volunteers, and Red Cross volunteers
should be established.
3.4.8 Tsunami Public Awareness, Preparedness and Community Level Activities
Tsunami was completely unknown to the public as well as most of the government 6 officials
before 26 December 2004. Many of the victims were killed due to lack of knowledge on Tsunami;some of them went to see the sea, some of them tried to catch fish when the sea level dropped.
Sustaining the public awareness and preparedness would be most important to minimized losses
from any other tsunami events. As the central government and relevant departments have strong
initiative for tsunami disaster management, some structural measures against tsunami andactivities to raise public awareness have been already carried out. Evacuation routes have been
designed in severely affected islands and tsunami memorial posts were erected on the coast
area. High Level government officials have sufficient knowledge on tsunami disastermanagement; however, other staffs including local government staff need training on tsunami
response and preparedness. Training for tsunami early warning for local government officials in
the coastal area is highly recommended. For the general public, community-level education andpreparedness programmes for tsunami should be continued. Brochures and pamphlets havealready been published and distributed to the affected area. This might be reinforced throughcommunity-level education seminars or workshops when distributing these brochures andpamphlets. Non-governmental people centered, community-based organizations such as the
local Red Cross, with a large number of volunteers, play a major role in early warnings andpreparedness for all natural disasters including tsunami. Training programs can be conductedjointly by the government and these organizations. Training for trainers is also urgently required.
Radio broadcasting plays a critical role in Myanmar, as many houses do have radio in rural andcoastal areas. Training for the media, especially for the radio presenters on tsunami information
dissemination, as well as public education on tsunami, would be an effective way for tsunami
warning dissemination.
3.5 CASE STUDY ON NARGIS CYCLONE
On 2 and 3 May 2008, Cyclone Nargis (category 3) swept in from the Bay of Bengal and struck
Myanmar’s Yangon and Ayeyarwady Divisions, resulting in unprecedented large-scale loss of lifeand destruction of infrastructure, property and livelihoods. Approximately 140,000 people were
killed or unaccounted for following the cyclone. 2.4 million people – one third of the population of
Ayeyarwady and Yangon Divisions – were affected by the cyclone in 37 townships covering an
area of 23,500 square kilometres.
3.5.1 Fast Facts•••

The 8th deadliest cyclone ever recorded and by far the worst natural disaster in the history
of Myanmar.
It hit both urban and rural areas, the Ayeyarwady and Yangon Divisions. The townships ofLabutta, Pyapon and Bogale were the hardest hit.
Winds during the cyclone reached up to estimated at up to 200 kilometres per hour, which
destroyed houses, tore down trees, power cables and severed communication systems
including land line and mobile phone service.

•

•

•

It had a significant, long-term impact on people’s livelihoods and resulted in enormous
physical losses, including the destruction of homes and critical infrastructure such as roads,
jetties, electricity, water and fuel supplies and sanitation systems
A large proportion of water supplies were contaminated and food stocks damaged or
destroyed. This damage was most severe in the Delta region, often referred to as thecountry’s rice bowl, where the effects of extreme winds were compounded by a 3-4 metrestorm surge, which inundated broad areas of the fertile land and submerged countlessvillages.
Nargis struck just as the Delta’s paddy farmers were at the very last stage of harvesting theso-called “dry season” crop, which accounts for 25 per cent of the annual production in theaffected areas, and destroyed several rice warehouses and their stocks. The total damage
and losses estimated for the agricultural sector ranged from K 570,000 million to almost
K700,000 million.
Overview of loss and damage resulting from Cyclone Nargis, based on
the Post-Nargis Joint Assessment (PONJA)- Damage from the cyclone was estimated at USD 4 billion, with USD 1
billion needed for recovery until 2012.
- Total economic losses amounted to approximately 2.7 per cent of
Myanmar’s projected GDP in 2008.
- Affected households were extremely vulnerable – 55 per cent reported
having only one day of food stocks or less. Reliance on the steady flow ofrelief supplies was widespread.
- The scale of the impact was similar to that inflicted on Indonesia following
the Indian Ocean Tsunami in 2004.
- Over 90 per cent of needs were at the community level and could be
addressed through community based approaches.

3.5.2 Emergency Warnings and Dissemination Before and During Nargis
Department of Meteorology and Hydrology (DMH) were disseminated emergency warnings toPrime Minister Office; Secretary of State Office; National Disaster Management Committee;
National Disaster Risk Committee; Ministry of Defence (Central Headquarters); Ministry ofTransport; Ministry of Home Affairs; Ministry of Social Welfare, Relief and Resettlement; andother relevant Ministries (34 Ministries in total); Naval Headquarters; Air Force Headquarters;
Chairman Offices in Rakhine State and Ayeyarwady and Yangon Divisions; Naval Commander
Office at Heingyi; Local Authorities (in Rakhine, Ayeyarwady, Yangon); NGOs, UN Offices, otherrelevant organizations; national media (Newspapers, TVs (4 channels), Radios (MRTV and CityFM)); and four phone line services for public information. All the authorities/organizations
immediately carried out necessary actions (e.g., rerouting flights, relocation of UN workers in thefield to safer places, closing ports, etc.) were taken based on warnings and information provided
by DMH.
The frequent power shortage disrupted the operational services of DMH and the blackout after
the landfall of Nargis significantly affected its services. All communications were broken down inYangon from 20:00 MST on 2 May to 17:00 MST on 3 May 2008. During that silent period, storm
centres were determined by the NayPiyTaw Meteorological Centre, where satellite images werereceived from FengYunCAST. The Internet was unavailable for more than one day over thecountry. Only the communication between NMC Yangon and coastline observing stations weremade by SSBs. DMH continued to provide warnings to the relevant authorities from NayPiyTaw.
People’s lack of knowledge on the necessary actions for preparedness (many local people were
aware of the warning 48 hours in advance, but they thought that staying at home and not goingout was enough for storm preparedness), planning and what people would do with the warning
was not quite understood at community level. Myanmar had not experienced such a cyclone(moving along the coast) for a long time.
Although much of the communities had received some sort of warning at their communal levels,
both local authorities and people’s lack of knowledge, public awareness towards the warning,
limited shelters and high ground, and poor mobility (only waterways along small canals by boats
are available) made them vulnerable in a large way.
3.5.3 Emergency Response Activities during Nargis
3.5.3.1 Government Response
In order to fulfill the need to carry out emergency search and rescue and provide assistance andcarry without delay in townships and rural areas in Ayeyarwady Division and Yangon Divisionthat suffered extensive damages due to the cyclone Nargis, in accordance with the instruction of
the State, the National Disaster Preparedness Committee headed by the Prime Minister
beginning from 3 May 2008 based the committee in Yangon, and cabinet ministers wereassigned separate responsibilities. Rear, mid-point and forward relief camps were set up
systematically and the strength of the Government, the public and the Tatmadaw were combined
and cyclone relief and assistance activities were carried out in harmony enthusiastically.
In doing so relief, rehabilitation and development and prevention of natural disasters in the longrun are being carried out in three phases in accordance with the guidance of the Head of State.
a. First Phase: Emergency relief activities which consist of meeting immediate food, clothing
and medical needs of the cyclone victims and getting them under shelter speedily.
b. Second Phase: Resettlement activities which consist of the reconstruction of ravaged
town and villages, regeneration of livelihood mechanism and restoration of road andcommunication links.
c. Third Phase: Prevention of disasters in future by establishing windbreakers andconstructing shelters.
3.5.3.2 Response from the Myanmar Public and Civil Society
The grave adversity and the immense challenge posed by the cyclone also brought the best outof the Myanmar people. Known for their humanity, charity, generosity, kinship and neighborliness,they shared not only their wealth but in many cases, whatever little they possess. Many people of
Myanmar throughout the country gave generously to their less fortunate storm affectedcompatriots in cash and in kind. In the days following the storm, the roads leading out of Yangon
and other big towns to the affected townships were filled with motorcades of people carrying withthem cash, food and household supplies. Many of them ventured further a field by boats todifficult to access villages, spurred on by a humanitarian urges to help. Similarly, many Buddhist
monks from all over the country also went to the affected difficult to access areas and disbursed
substantial quantities of cash and relief materials to the villagers using the local monastery asbase. Likewise, religious leaders and members of all other faiths in the country contributed

substantially to the relief efforts. The large Myanmar diaspora outside the country also responded
generously. Many of them returned home to help in ways big and small. Others organizedcollections of mainly cash in favor of the affected population. Such spontaneous help from thepublic, religious leaders and civil society in general, reached the needy population, in a timely
manner. The recorded contributions in cash and kind from Myanmar nationals reached a total of
13,040,881,369 Kyats or about USD11.86 million by 24 June. This figure does not tell the wholestory as many donations and contributions have been made anonymously and without
registration anywhere. The unrecorded portion is quite possibly as large as, if not larger than therecorded figure. It is therefore quite impossible to put a precise value to the entire massive
outpouring of generosity by the people of Myanmar. Nevertheless, the fact that starvation anddisease that was originally feared and voiced in some quarters was avoided, is due in no small
measure, to the unstinting, if not completely recorded generosity of the people.
3.5.3.3 Response from the Tatmadaw (Myanmar Armed Forces)
In the immediate aftermath of the cyclone the Tatmadaw provided substantial assistance in theoverall relief and early recovery effort. Senior military officials accompanied the Prime Minister in
his first tour of the affected regions in the Ayeyarwady Division on 3 May. Two divisions ofinfantry servicemen were also deployed in the region to ensure the continued maintenance ofpeace, security and tranquility during the turbulent days in the wake of the cyclone. In addition,
they undertook a myriad of tasks ranging from search and rescue, evacuation of the injured,setting up of camps for the displaced, collection, identification and burial of the dead, clearing ofroads, removal of debris, loading and unloading of relief goods, and generally to help in the
distribution of relief assistance to the distressed. Doctors and nurses from the Defense Services
Medical Corps also provided emergency medical care in the affected areas. Fleets of military
trucks were used to transport relief goods, oil and fuel, seeds, agricultural machinery andimplements. Water buffaloes were transported from up country to the lower delta region in time
for the planting season. The Air Force has placed its helicopters at the disposal of the relief
operation for ferrying and evacuating to and from the affected areas. On its part the Myanmar
Navy deployed a number of its boats and crew at a number of locations in the lower delta region
to generally help in the relief effort.
To summarize, in an atmosphere of shock, dismay, grief and uncertainty that prevailed in theimmediate aftermath of the cyclone, the Tatmadaw made a valuable contribution by calming
fears, providing security, and maintaining peace and harmony in the affected areas. Further, thearmed forces provided services that assisted the government, the private sector, civil society
organizations, local community and international aid workers for more effective and timely
delivery of aid supplies and services to the victims of the cyclone.
3.5.3.4 Response from Myanmar Business Community
The Myanmar business community, consisting both of large enterprises and small and medium
firms, responded in a timely and effective manner to the crisis. They contributed substantially incash, kind, and essential services to the relief and reconstruction tasks. Many of them made a
special effort to provide assistance in areas of their competence. In this regard, the large
construction and engineering firms, with their considerable capacity in equipment, technicalknow-how, manpower, and financial muscle were well suited to repair and rebuild the physicalinfrastructure damaged by the storm. These large firms, in close cooperation with thegovernment authorities and village and township elders, gave priority to the renovation andrebuilding of hospitals and schools and the construction of relief camps. The Government

provided construction materials including timber, zinc sheets and nails either free of charge, or at
heavily subsidized prices. Some construction materials were also permitted to be imported fromabroad free of tax or duty. These companies were also tasked to reconstruct entire villages toreplace those that were completely swept away by the cyclone. Many villages have either been
completed or are already in various stages of completion in the Ayeyarwady Division. The total
value of their initial inputs and contributions of these companies to date is USD 68.13 million.
For the next phase, the government intends to build more than 50,000 houses in various villages
to replace those lost in the cyclone. These would be durable houses superior in quality to thosethat were lost, with cement post shoes, zinc roofing, and wood. They would measure 16’ x 20’,
self standing in individual plots of land measuring 40’ x 60’. To ensure that cost are kept down,
the State will provide corrugated zinc sheets, roofing nails, nails, cement and other construction
materials. Many of these houses, which are of a uniform design and specification are alreadycompleted and are available for donation at a low cost of Kyats 600,000 or USD 545.45 each.
Provided there is good support and cooperation from donors, the government expects theconstruction of these houses to be completed within a short time.
4. MODEL EMERGENCY RESPONSE SYSTEM FOR MYANMAR
In current Emergency Response System in Myanmar, gaps are identified and a Model
Emergency Response System for Myanmar with different headlines depends on the case studyof Great East Japan Earthquake (GEJE) is proposed as follow:
4.1 Legal and Institutional Framework(i) In Myanmar, there is an absence of a policy directive for allocation of funds for
specifically for DRR. Plans have been drafted at all administrative levels, but need formore detailed activities and implementation. To ensure the DRR budget allocation,
State budget should have separately allocate/mention DRR component and theconsolidation efforts among ministries and capacity development / institutional
strengthening should be reinforced. The same needs to be ensured at the ministerial
levels.
(ii) There is a lack of clarity on how to integrate DRR into each ministry as well as the
focal ministry to support other ministries. The integration of technical research works
into policy making and implementation in practical problem solving. Data providing
and information sharing from respective organizations are necessary. Morecoordination and cooperation among relevant ministries and academia is needed.
Cost benefit analysis for disaster risk reduction has not been conducted yet.
Therefore, coordination and cooperation with other relevant ministries and academia
needs to be strengthened. In addition, the integration of technical research works into
policy making and implementation in practical problem solving should be made.
Establishment of a Disaster Management Institute is also needed.
(iii)The system for monitoring, maintaining the data of departments concerned isequipped with aging and obsolete equipment. Therefore, need to change witheffective modern equipments. Financial and technical support as well as coordination
among different stakeholders is lacking which impedes in improving the existing
system. So Financial and technical support as well as coordination among different
stakeholders need to be improved.

(iv) A specific institution or department needs to be established for better coordinationand standardization.
(v) Need to add effective facts of Disaster Countermeasures Basic Act among 7 basic
acts in Japan into legal system in Myanmar
4.2 Effective Early Warning System and Information Dissemination(i) The dissemination of early warning is unable to reach remotest sections ofcommunity. This is also due to the difficult geographical terrain of the country.
Particularly, the linkages and communication system between township level tovillage and community levels is still weak so needs to be strengthen by providing
communication facilities as well as capacity building for the stakeholders at
community level.
(ii) The mobile service for hazard and early warning information is needed for the public.
In addition, dissemination framework for early warning should be restructured orredefined by bringing in wider participation of stakeholders, horizontally and vertically.
The message of early warning needs to be understandable and simplified forcommunity. Warning signals is also not standardized. Local level preparedness plans
is yet to integrate early warning along with necessary response measures.
(iii) Department of Meteorology and Hydrology (DMH) is the focal department formonitoring, archiving, disseminating data on some key hazards: cyclone, flood andstorm surge. Through their 102 sub-stations they are able to monitor; record anddisseminate information to higher levels. Irrigation Department is also monitoring
river water level of major rivers. The national seismological data has been recorded
and compiled by DMH and Myanmar Earthquake Committee to a certain extent andthe information is available for the concerned departments, agencies and research
purposes. Fire and forest fire data are systematically compiled and recorded at Fire
Services Department (FSD) for several years. Dry Zone (covers Central Myanmar)
Greening Department is the agency responsible for data on drought. However, thesystem to monitor, archive and disseminate data on landslide is needed to improve.
(iv) The system for vulnerability data is lacking. Only vulnerability data of very few
communities are compiled in some CBDRM programmes of humanitarian agencies indelta during the Nargis recovery period. However, the system for the country as awhole for vulnerability is lacking. Therefore, the system for vulnerability data forwhole country needs to be compiled.
(v) Data dissemination to public and stakeholders is present but weak for all the hazards.
The early warning and emergency warning dissemination system should be carriedout by using radio network system for emergency situations like Japan.
(vi) Due to lack of internet access throughout country, web-based information system is
not effective. Firstly, government must made to get internet access throughout
country and then Myanmar version websites for information on disasters needs to becreated on the Internet.
(vii)Different ministries, organizations and stakeholders are providing DRR information
and building capacity at different levels but more co-ordination is needed to reachpublic in a regular and sustainable way. Many printed reports are too technical for
public to understand and difficult to apply in life for building a culture of safety andresilience. Weather news is not able to reach remote areas in time due to limited
communication and information systems as well as geographical terrain. So,

Documents and reports needs to be made user friendly for general public and easily
available; More TV and radio programmes on weather news and DRR needs to becreated, for example, use of prime time on different TV channels by interviewing
different ministries’ experienced personnel, information sharing or airing TV spotsthat focus on safety during emergencies; Good articles on DRR needs to be collectedfrom newspapers and journals and put in a monthly Village Library Magazine which
can reach the remote village libraries and the community. In addition, othermagazines that are read by different age groups at village level are identified.
4.3 Public Awareness Raising(i) There is an absence of a National countrywide strategy to raise awareness andpreparedness that could build a culture of safety and resilience at all levels as well as acoordinate strategy among various actors. It is difficult to access some targeted areas toconduct risk assessments, which limits available data and programme reach, greater
access to vulnerable communities. Various techniques and methods should be
developed to deliver messages to different target groups or communities.
(ii) In education; Due to the tight school routine, there is a little time to practice DRR in
schools. Insufficient DRR related teaching aids to stimulate students’ interest andparticipation is also a challenge. The three-month summer holiday limits DRR
programme implementation. Regarding DRR in higher education, there are limitations inhuman resources and facilities to offer courses, carry out research studies and apply
findings in DRR activities. So we must be carried out more effective coordination amongassociated organizations, use pay days as an opportunity to put DRR on the meeting
agenda (Note: Township Education Officers and school principals usually have a meetingat the township education offices on pay days.), conduct monitoring visits to foster theuse of tools and mechanisms, provide supervision and necessary support to schools,
Incorporate DRR and recovery concepts and practices in the higher education curriculum
and provides professional DRR education programmes, develop degree, diploma andcertificate courses on DRR.
(iii) In media; Radio, TV, and other channels should be showed disaster movies and On-Air
programs to improve disaster awareness among public. In addition, disaster drills shouldbe held cooperation with other agencies and then projects like earth manual project in
Kaeru Caravan, Sannomiya should be carried out.
(iv) National and local governments can create and publicize earthquake disaster prevention
maps that are detailed enough to allow people to identify individual neighborhoods. Thisis one means of raising awareness of disaster management among residential and otherproperty owners, and it is an effective method for making the public better understands
the necessity of disaster-proofing. Need to enhance “soft measures,” such as community
awareness and effective risk communications because of a more decisive role in saving
lives.

4.3 Emergency Services(i) As described in the foregoing paragraphs the fire services in the country isn’t effective
shape. Fire services haven’t enough firemen for making emergency functions. So
organization of fire services needs to strengthen to get more firemen. And also Myanmar
Red Cross Society need to have enough RCVs like Fire services.

(ii) There is also urgent need to convert and equip the fire services all over the country as
multi-hazard response force by strengthening, revamping, training and equipping.
(iii) The Home Guards should also be trained in fire-fighting besides training them in otheraspects of emergency response such as search and rescue, medical first aid,
management of relief, etc.
4.5 IASC (Inter-Agency Standing Committee) Contingency Plan and EOC(i) IASC including UN organizations, INGO, NGOs and various government agencies as aplatform for coordination should be set-up and strengthened. It would strengthen theexisting systems. It is required for effective planning, coordination and execution over theissues pertaining to DRR, disaster preparedness and response. IASC would also
promote sharing of best practices, tools & techniques and different types of resourcesamong the stakeholder organizations for enhance solution exchange among stakeholders.
(ii) The goal of EOC is to strengthen the region's capacity for disaster management throughthe adaption and integration of the Incident Command System (ICS) and othercomponents of the U.S National Incident Management System (NIMS) into national andregional disaster system. Establishment of EOC in March 2013, by the support of Japan
ASEAN Integration Fund (JAIF). Technical assistances are providing from four pilot
countries (Brunei, Indonesia, Philippines and Thailand) as well as support to the ASEAN
Coordination Centre for Humanitarian Assistance on disaster management (AHA Centre).
(iii)To become more effective EOC, we have many challenges like these: GIS technology,
more detailed country information for making country map, video conferencing system forcoordination mechanism. In addition, Emergency Relief Headquarter Control Roomneeds and should equip with Phoenix System which provides the latest information on
disaster damage. And also need a cooperative organization staff room which is used bystaff who deals with Defence Forces, the police, fire-fighting authorities, lifelinecompanies and other entities involved in damage prevention when a disaster occurs.
5. CONCLUSIONThe Republic of the Union of Myanmar is striving for peaceful, modern and developed nation.
Although current status of Emergency Response System in Myanmar has some weakness
by viewing foregoing discussions, national government is carried out to improve disastermanagement for disaster risk reduction by revising Myanmar Action Plan on Disaster Risk
Reduction (MAPDRR) and by re-enacting Disaster Management Law. But these plans areneeded to carry out practically by cooperating national government and other nongovernment organizations. If we must add and apply the best facts from numerous effectivemodels and system on the world like Japan and other disaster leader countries to improve ourdisaster management system, Disaster Management Mechanism of Myanmar must more andmore enhance in future. If so, we must create a system which saves lives and reduces losses at
the minimum possible cost.

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