Dispatch of Cyclone Forecast System in Myanmar

RELIEF AND RESETTLEMENT DEPARTMENT,
MINISTRY OF SOCIAL WELFARE, RELIEF AND RESETTLEMENT

DEPARTMENT OF METEOROLOGY AND HYDROLOGY,
MINISTRY OF TRANSPORT AND COMMUNICATION
THE REPUBLIC OF THE UNION OF MYANMAR
THE PROJECT ON ESTABLISHMENT

OF END-TO-END EARLY WARNING SYSTEM
FOR NATURAL DISASTER
IN
THE REPUBLIC OF
THE UNION OF MYANMAR
PROJECT COMPLETION REPORT
FEBRUARY 2017
JAPAN INTERNATIONAL COOPERATION AGENCY

ORIENTAL CONSULTANTS GLOBAL CO., LTD.
PACIFIC CONSULTANTS CO., LTD.
GE
FUKKEN CO., LTD. JR
17 - 029
RELIEF AND RESETTLEMENT DEPARTMENT,
MINISTRY OF SOCIAL WELFARE, RELIEF AND RESETTLEMENT
DEPARTMENT OF METEOROLOGY AND HYDROLOGY,
MINISTRY OF TRANSPORT AND COMMUNICATION
THE REPUBLIC OF THE UNION OF MYANMAR
THE PROJECT ON ESTABLISHMENT

OF END-TO-END EARLY WARNING SYSTEM
FOR NATURAL DISASTER
IN
THE REPUBLIC OF
THE UNION OF MYANMAR
PROJECT COMPLETION REPORT
FEBRUARY 2017
JAPAN INTERNATIONAL COOPERATION AGENCY

ORIENTAL CONSULTANTS GLOBAL CO., LTD.
PACIFIC CONSULTANTS CO., LTD.
FUKKEN CO., LTD.
Contents
Abbreviations
List of Figures and Tables
Project Area
Photo
Page
1. Outline of the Project .....................................................................................................................1
2. Progress of Activities ......................................................................................................................6

2.1 Progress of activities .................................................................................................................6
2.2 Preparatory Activities ................................................................................................................9
2.2.1 Existing Data and Information Collection and Analysis ...................................................9
2.2.2 Examination of Project Approaches, Contents and Methodologies ..................................9
2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan ...............................9
2.2.4 Submission and Discussion of IC/R & Organizing a Workshop .....................................10
2.2.5 Collection of Existing Data and Information ..................................................................10
2.2.6 Field Survey ....................................................................................................................10
2.2.7 Damage condition chart and categorization of target area ..............................................10
2.2.8 Baseline data collection for capacity assessment (CA) ...................................................16
2.2.9 Preparation of risk report.................................................................................................18
2.2.10 Development of overall plan ...........................................................................................18
2.3 Activities related to Output 1 ..................................................................................................19
2.3.1 Overview of Activities and Outcomes.............................................................................19
2.3.2 Governance and Institutional Arrangement.....................................................................21
2.3.3 Monitoring and Warning Service ....................................................................................22
2.3.4 Dissemination and Communication ................................................................................34
2.3.5 Risk Knowledge ..............................................................................................................41
2.3.6 Issues, Initiatives and Lessons Learned ..........................................................................45
2.4.2 Implementation of Human Resource Development activity ...........................................49
2.4.3 Early Warning manual .....................................................................................................53
2.4.4 Preparation of Human Resource Development Program ................................................55
2.4.5 Implementation of information transmission exercise ....................................................58
2.5.2 Implementation of the TOT workshop ............................................................................65
2.5.3 Implementation of the CBDRM workshop .....................................................................71
2.5.4 Community Infrastructure Support Project .....................................................................80
2.5.5 Developing material related to CBDRM .........................................................................86
2.5.6 Implementation of follow up activities ...........................................................................88
2.6 Activities related to Output 4 ................................................................................................104
2.6.1 Overview of Activities and Outcomes...........................................................................104
2.6.2 Preparation of Expansion Plan ......................................................................................105
2.7 Overall Activities .................................................................................................................. 112
2.7.1 Monitoring of output ..................................................................................................... 112
2.7.2 Implementation of Annual Seminar .............................................................................. 113
2.7.3 Implementation of Training in Japan ............................................................................ 114
2.7.4 Equipment procurement ................................................................................................ 117
2.7.5 Suggestions for the activities in the next year ............................................................... 117
2.7.6 Assistance with mid-term review .................................................................................. 117
2.7.7 Assistance with terminal evaluation .............................................................................. 118
2.7.8 Preparation of project brief note.................................................................................... 118
2.7.9 Issues, Initiatives and Lessons Learned ........................................................................ 119
3. Issues, Initiatives and Lessons Learned for Project Implementation ....................................120
4. Achievement of Project Purpose ...............................................................................................123
5. Recommendations for Achievement of Overall Goal ..............................................................125

5.1 Efforts taken by the Project for Achievement of Overall Goal .............................................125
5.2 Recommendations for Achievement of Overall Goal ...........................................................125
ANNEXES
(a) Technical outcomes .................................................................................................................. A-1
 Timeline ............................................................................................................................ A-1
 Expansion Plan .................................................................................................................. A-7
 Early Warning manual..................................................................................................... A-21
 Human Resource Development Program ........................................................................ A-71
 CBDRM manual .............................................................................................................. A-99
 Survey Report on 2015 Floods ...................................................................................... A-175
 Risk Report .................................................................................................................... A-275
(b) Minutes of JCC meeting ....................................................................................................... A-277
(c) Reference documents on CBDRM activities ........................................................................ A-357
(d) Dispatch of Experts............................................................................................................... A-364
(e) List of the procured equipment ............................................................................................. A-367
(f) The Project related information ............................................................................................ A-369
(g) Counterpart list ..................................................................................................................... A-377
(h) Project Brief Note ................................................................................................................. A-379
(i) List of Collected materials .................................................................................................... A-387
(j) The latest PDM ..................................................................................................................... A-392
Abbreviations
ADPC Asian Disaster Preparedness Center

ASEAN Association of South‐East Asian Nations
CA Capacity Assessment
CBDRM Community-Based Disaster Risk Management
CDA Community Development Association
CDMA Code Division Multiple Access
CP Counterpart
DCP Data Collection Platform
DEG Diesel Engine Generator
DL Danger Level
DM Disaster Management
DMH Department of Metrology and Hydrology
DRR Disaster Risk Reduction
EOC Emergency Operations Center
EWS Early Warning System
GAD General Administration Department
GPS Global Positioning System
GSM Global System for Mobile Communications
GTS Global Telecommunication System
HF High Frequency
HRD Human Resource Development
HWL High Water Level
IDDR International Day for Disaster Reduction
IEC Information, Education and Communication
JCC Joint Coordinating Committee
JICA Japan International Cooperation Agency
JMA Japan Meteorological Agency
JTWC Joint Typhoon Warning Center
LWL Low Water Level
MEPE Myanmar Electric Power Enterprise
MIMU Myanmar Information Management Unit
MMK Myanmar Kyat
MPT Myanmar Post Telecommunications
MRCS Myanmar Red Cross Society
MRTV Myanmar Radio and Television
MTSAT Multi-functional Transport Satellite
NDMC National Disaster Management Committee
NGOs Non-Governmental Organizations
NHK Nihon Housou Kyoukai
NPT Nay Pyi Taw
OCD Office of Civil Defense
OJT On-the-Job Training
PIC Project Implementation Committee
PTN Pathein
RRD Relief and Resettlement Department
SATREPS Science and Technology Research Partnership for Sustainable Development
SAR Search and Rescue
SMS Short Message Service
SSB Single Side Band
TOT Training-of-Trainers
TTX Table-Top Exercise
UHSLC University of Hawaii Sea Level Center
UNDP United Nations Development Programme
UN-HABITAT United Nations Human Settlements Programme
UTC Coordinated Universal Time
VDPC Village Disaster Preparedness Committee
VTDPC Village Tract Disaster Preparedness Committee
WL Water Level
List of Figures
Page
Figure 2.1.1 Project Flowchart ..............................................................................................................8

Figure 2.2.1 Classification Chart regarding Disaster Management ....................................................15
Figure 2.3.1 Range of Technical Training in the project .....................................................................23
Figure 2.3.2 Location of Tide Gauge ..................................................................................................26
Figure 2.3.3 Location of Simple Tide Gauges ....................................................................................28
Figure 2.3.4 Result of Improvement of Cyclone Warning ..................................................................31
Figure 2.3.5 Role Allocation of Three Agencies .................................................................................32
Figure 2.3.6 Procedure for Warning Improvement (draft) ..................................................................33
Figure 2.3.7 Information Dissemination Routes and Methods ...........................................................34
Figure 2.3.8 Network between DMH and MRTV ...............................................................................39
Figure 2.3.9 Plan View of Storm Surge Anomaly ...............................................................................42
Figure 2.3.10 Tide Level Variation at Kyauk Phyu ...............................................................................43
Figure 2.3.11 Plan View of Storm Surge Anomaly (Left: Course of Cyclone Giri,
Right: Course shifted 150km westwards) .......................................................................43
Figure 2.4.1 Contents and appendix materials of Early Warning manual ...........................................54
Figure 2.4.2 Send / Receive Format of EW information.....................................................................55
Figure 2.4.3 Results of questionnaire for HRD Program ....................................................................57
Figure 2.4.4 Scenario of information transmission exercise (Example in the 3rd year) ......................59
Figure 2.5.1 Location of Hlwa Zar Village Tract, pilot village tract in Ayeyarwaddy Region ...........72
Figure 2.5.2 Location of pilot villages in Thea Tan Village Tract.......................................................73
Figure 2.5.3 Table of contents of the CBDRM manual ......................................................................87
Figure 2.5.4 Updated educational material for villagers for cyclones ................................................88
Figure 2.5.5 Location of Kin Myauk Village Tract .............................................................................94
List of Tables
Page
Table 2.1.1 Comparison between Work Items in Specification and Activities in PDM ......................6
Table 2.2.1 Relation between work items and section numbers of the report .....................................9
Table 2.2.2 Selected Townships and Village Tracts ........................................................................... 11
Table 2.2.3 Types of 71 villages by category ....................................................................................14
Table 2.2.4 Criteria to Evaluate Disaster Management Capacity at Village Level............................15
Table 2.2.5 Target of capacity assessment(Nay Pyi Taw and Ayeywarwaddy Region).....................16
Table 2.2.6 Target of capacity assessment (Rakhine State) ...............................................................17
Table 2.3.1 Relation between work items and section numbers of the report ...................................19
Table 2.3.2 Summary of Outcomes for Output 1...............................................................................20
Table 2.3.3 Workshops on TIMELINE..............................................................................................22
Table 2.3.4 Training on Astronomical Tide and Data Management ..................................................29
Table 2.3.5 Color Code of Myanmar .................................................................................................32
Table 2.3.6 List of Frequencies (disaster management communication only) ..................................37
Table 2.3.7 Activities for Mass Media ..............................................................................................41
Table 2.3.8 Sharing of Survey Result ................................................................................................45
Table 2.4.1 Chapters in this report corresponding to the activity in the TOR ...................................48
Table 2.4.2 Working Group members ...............................................................................................50
Table 2.4.3 HRD activities in Ayeyarwaddy Region .........................................................................51
Table 2.4.4 HRD activities in Rakhine State .....................................................................................52
Table 2.4.5 Contents of HRD Program.............................................................................................56
Table 2.4.6 Information transmission exercise ..................................................................................58
Table 2.4.7 Results of information transmission exercise .................................................................60
Table 2.5.1 Activity number in the TOR corresponding with the chapter in the report ....................62
Table 2.5.2 Overview of capacity enhancement of CP and villagers through the Output 3
activities ..........................................................................................................................65
Table 2.5.3 Rationales for selection for participation in the TOT workshop other than CP
officers ............................................................................................................................66
Table 2.5.4 Program of the TOT Workshop.......................................................................................67
Table 2.5.5 Selection of the lecturers based on the characteristics of Rakhine State ........................69
Table 2.5.6 Program of the TOT Workshop.......................................................................................70
Table 2.5.7 Characteristics of Pilot Villages in Ayeyarwaddy Region ..............................................72
Table 2.5.8 Characteristics of Pilot Villages ......................................................................................73
Table 2.5.9 Result of the CBDRM workshops in the pilot villages...................................................73
Table 2.5.10 Program of first and second CBDRM workshops ..........................................................74
Table 2.5.11 Program of the 3rd CBDRM workshop ..........................................................................76
Table 2.5.12 Program of 4th workshop ................................................................................................77
Table 2.5.13 Number of participants of the evacuation drill in each pilot village...............................78
Table 2.5.14 List of infrastructure approved in Ayeyarwaddy Region ...............................................85
Table 2.5.15 Kin Myauk Village Tract member village ......................................................................94
Table 2.5.16 RRD’s budget for human resource and development project (2016-2017) ....................97
Table 2.6.1 Relation between work items and section numbers of the report .................................104
Table 2.6.2 Discussion for Expansion Planning ..............................................................................106
Table 2.6.3 Model Activity and Contents of Activity to be Conducted A Year ...............................108
Table 2.6.4 Five Year Expansion Plan (Ayeyarwaddy Region) .......................................................109
Table 2.6.5 Five Year Expansion Plan (Rakhine State) ...................................................................109
Table 2.7.1 Chapter in this report corresponding to activity in the TOR......................................... 112
Table 2.7.2 List of main meeting ..................................................................................................... 113
Table 2.7.3 List of annual seminars ................................................................................................. 114
Table 2.7.4 List of Training in Japan ............................................................................................... 115
Table 2.7.5 Recommendations in mid-term review ......................................................................... 117
Table 2.7.6 Recommendations in terminal evaluation..................................................................... 118
Table 2.7.7 Publicity activities in the Project .................................................................................. 119
Table 3.1.1 Coordination with Related Projects / Agencies ............................................................122
Table 4.1.1 Achievements of Verifiable Indicators (at the time of Terminal Evaluation) ...............123
Table 4.1.2 Achievement of Project Purpose (at the time of Terminal Evaluation) .......................124
Table 4.1.3 Five Evaluation Criteria (At the End of Terminal Evaluation) .....................................124
Rakhine State
Ayeyarwaddy Region
Project Area
Photo 1
SSB wireless radio Satellite communication antenna
Loud speaker in village Automatic tide gauge
Tide observation data Storm surge simulation
Early Warning manual Human resource Development Program

Photo 2
Cyclone shelter in Hlwa Zar village Monastery as evacuation shelter

in Than Kha Yae village
Village level Disaster Management Plan Village level Hazard map
Evacuation drill Community infrastructure support project

(Evacuation route)
CBDRM manual Expansion Plan

1. Outline of the Project
(1) Background and Necessity of the Project
Myanmar is experiencing a number of natural disasters every year in various regions that cause
casualties, and damage has occurred accordingly. Cyclone Nargis in 2008 struck the southwestern
edge of the Ayeyarwaddy delta and crossed the delta to Yangon. Nargis resulted in around 13.8
thousand deaths and missing people and destroyed people’s lives. The ASEAN Secretariat reported
that the total financial damage was more than 40 billion dollars. Additionally, “Giri”, the cyclone
that hit Rakhine State in western Myanmar, caused 45 deaths and 10 million refugees. Financial
damage was calculated at 5.7 million dollars.
After Nargis, JICA conducted a project formulation survey in August 2008. As a result of the
survey, it was found that information on the cyclone had not been provided to people in the affected
area because of insufficient communication systems. It was recognized that establishment of a
natural disaster early warning system is urgent.
Weather warning messages are issued by the Department of Meteorology and Hydrology, Ministry
of Transport and Communication (DMH). Information transfer to the community level is under the
responsibility of the Relief and Resettlement Department, Ministry of Social Welfare, Relief and
Resettlement (RRD). Preparation and enhancement of the cooperation system by both agencies is
essential.
As mentioned above, an appropriate warning issuance and end-to-end early warning system for
natural disasters is an urgent issue. The Myanmar government requested assistance from the
Japanese government on the capacity enhancement of weather forecasts and warning issuance,
community-based disaster management, etc. In response to the official request of the GOM, JICA
conducted a Detailed Planning Survey on the Project, confirmed and signed the minutes of
meetings (M/M), had a meeting on the Project Description on the 23rd of August 2012, and signed
the Record of Discussion (R/D) on the 10th of December 2012.
(2) Target Areas
Ayeyarwaddy Region and Rakhine State of Myanmar
(3) Counterparts
Implementing Agencies
 Relief and Resettlement Department, Ministry of Social Welfare, Relief and Resettlement
(RRD).
 Department of Meteorology and Hydrology, Ministry of Transport and Communication
(DMH)
1
Relevant Agencies
 Local Disaster Management Committee members at each level (local government level,
district level, township level and community level)
(4) Project period
March 2013 to March 2017
(5) Overall Goal, Project Purpose, Output
1) Overall Goal
End-to-end early warning systems for natural disaster are expanded to coast line areas, especially in
Ayeyarwaddy Region and Rakhine State, based on the expansion plan.
2) Project Purpose
The improved model of end-to-end early warning systems for natural disaster with an expansion
plan is set up in pilot areas.
3) Output
 Output 1:Information management and emergency communication systems for natural

disaster are improved.
 Output 2:Response capacity for natural disasters at various levels (central level including
National Disaster Management Committee (hereinafter referred to as “NDMC”)), local
government level and township level) is enhanced.
 Output 3:Response capacity for natural disasters of the community is enhanced.
 Output 4:The expansion plan to other regions, which include lessons learnt through activities
under Output-1 to Output-3, is prepared.
(6) Target Disasters
 The Project basically targets all disasters caused by climatic phenomena (mainly cyclones,
high tides and floods) and tsunami.
 Pilot projects target those that occur in the target areas among the disasters mentioned above.
(7) Content of activities
Contents of activities of each Output are shown below.
2
<For Output 1>
1-1 Early warning information distribution through an administrative line is improved
1-1-1 Identify the responsibilities and roles of each organization related with early
warning dissemination in Myanmar and their problems
1-1-2 Clarify appropriate mandates/responsibility for each organization related with early
warning system in Myanmar based on the Activity 1-1-1
1-1-3 Review the current weather forecast and early warning contents such as standards
for issuing/clearing early warning, and identify the bottleneck
1-1-4 Improve the current weather forecast and early warning contents such as standards
for issuing/clearing early warning based on the Activity 1-1-3
1-1-5 To prepare an operation and maintenance plan of the emergency road networks
including methodology of clearing the roads after an earthquake, and methodology
of revising and expanding the emergency road networks in the future
1-1-6 Install a simultaneous information distribution system through the administrative

line
1-2 Information distribution system for community in a township or in a lower level area is
developed
1-2-1 Select target township(s) and communities as pilot project sites, village tract and
villages, in order to conduct the pilot project
1-2-2 Provide communication facilities to the communities
1-2-3 Consider or study the means of electricity generation at community level for
securing the sustainability of early warning system for natural disaster.
1-2-4 Conduct drills on information distribution in pilot project sites
1-3 Information distribution through mass media from DMH is improved
1-3-1 Review the current information distribution system to community through mass
media from DMH and the contents of information, and identify and improve the
bottleneck
1-3-2 Cooperate with a FM station which has been jointly established by the Government
of Myanmar and private companies for early warning
1-3-3 Prepares a certain line for broadcasting real-time disaster information and assist
DMH to make an agreement with TV station for information distribution
3
<For Output 2>
2-1 Identify needs of training based on activities 1-1-1 to 1-1-4
2-2 Conduct training on natural disaster and end-to-end early warning system, including a
simulation exercise, for the staff of RRD and DMH from central government, and for the
member of State/Region disaster management committees
2-3 Develop manuals and other information, education and Communication (IEC) materials on
end-to-end early warning system at all levels (central level, local government level, district
level, township level and community level)
2-4 Reflect lessons learned from 2-2 into manuals and other IEC materials
<For Output 3>
3-1 Prepare/revise the community-based disaster management plan including guidance on how
to utilize early warning such as when, where, how to evacuate, what items should be brought
with in pilot project sites selected 1-2-1
3-2 Prepare a manual for drafting a community-based disaster management plan
3-3 Select and secure evacuation centers and routes
3-4 Conduct community-based disaster management activities such as evacuation drills based
on the community-based disaster management plan
3-5 Implement training of township officers to improve community-based disaster risk

management
<For Output 4>
4-1 Summarize and compile a model on information distribution system through the
administrative line into the expansion plan to other regions, through 1-1-1 to 1-1-6.
4-2 Summarize and compile a model on information distribution system at township/village

level into the expansion plan to other regions, through 1-2-1 to 1-2-4
4-3 Compile the manuals drafted in 2-3 and 2-4 into expansion plan to other region
4-4 Summarize and compile lessons learnt in 3-1 and 3-4 into expansion plan to other regions
4-5 Finalize the expansion plan
The Project conducted some activities related to Output 1 (Improvement of Early Warning System),
Output 2 (Enhancement of capacity of government officer on disaster response), Output 3
(Enhancement of capacity on community level disaster response) targeting RRD and DMH as main
Counterpart organizations in the pilot areas, Ayeyarwaddy Region and Rakhine State. In output 4,
the model activity to improve the Early Warning System was prepared based on the results of the
4
pilot activities conducted in the both areas. Also the expansion plans were prepared to expand the
model to the other areas in Ayeyarwaddy Region and Rakhine State. Counterparts of RRD and
DMH at union and local level participated in the Project activities through cooperation with the
JICA Expert Team. As for the local level, GAD under the Ministry of Home Affairs who has an
administrative service down to village level, proactively participated in the Project activities. Also,
CBDRM activity in Output 3 such as TOT Workshop, CBDRM Workshop, and follow up activity
was conducted by Community Development Association (CDA: local NGO) under the subcontract
with the JICA Expert Team.1
The administration in Myanmar is divided into 14 States/Regions under the union government, 75
Districts, 414 Townships/Sub-Townships, which have the government offices. There are 13,241
village tracts and 3,059 wards in Township/Sub-Township, and 70,560 villages in them1. There are
ten or hundred house hold leaders under the leader of village tract/ward and village who is called
administrator .
1
Myanmar Information Management Unit (MIMU) HP
5
2. Progress of Activities
2.1 Progress of activities
A comparison between work items in specification and activities in PDM is shown below.
Table 2.1.1 Comparison between Work Items in Specification and Activities in PDM
Work items in Specification Activities in PDM
(1) Existing data and information collection and analysis -
(2) Examination of Project approaches, contents and -
methodologies
(3) Preparation of Inception Report and Technical Transfer -
Plan
(4) Submission and discussion of Inception Report & -
organizing a workshop
(5) Collection of existing data and information -
(6) Field Survey -
(7) Damage condition chart and categorization of target -
area
(8) Baseline data collection for capacity assessment (CA) -
(9) Preparation of risk report -
(10) Development overall plan -
(11) Early warning information distribution through an 1-1 Early warning information distribution through
administrative line is improved an administrative line is improved
(12) Establishment of information communication system 1-2 Information distribution system for community
for communities below township level in a township or in a lower level area is
developed
(13) Information distribution through mass media from 1-3 Information distribution through mass media
DMH is improved from DMH is improved
(14) Identify needs of training based on activities through 2-1 Identify needs of training based on activities
(8) and (11). 1-1-1 to 1-1-4
(15) Conduct training on natural disasters and end-to-end 2-2 Conduct training on natural disaster and
early warning systems, including a simulation exercise, end-to-end early warning system, including a
for the staff of RRD and DMH from the central simulation exercise, for the staff of RRD and
government, and for the members of state/region DMH from central government, and for the
disaster management committees. member of State/Region disaster management
committees
(16) Develop manuals and other information, education and 2-3 Develop manuals and other information,
communication (IEC) materials on end-to-end early education and Communication (IEC) materials
warning systems at all levels (central level, local on end-to-end early warning system at all levels
government level, district level, township level and (central level, local government level, district
community level) level, township level and community level)
(17) Reflect lessons learned from Task (15) into the manuals 2-4 Reflect lessons learned from 2-2 into manuals
and other IEC materials and other IEC materials
(18) Prepare/revise the community-based disaster 3-1 Prepare/revise the community-based disaster
management plan management plan including guidance on how to
utilize early warning such as when, where, how
to evacuate, what items should be brought with
in pilot project sites selected 1-2-1
(19) Prepare a manual for drafting a community-based 3-2 Prepare a manual for drafting a
disaster management plan community-based disaster management plan
6
Work items in Specification Activities in PDM
(20) Select and secure evacuation centers and routes 3-3 Select and secure evacuation centers and routes
(21) Conduct community-based disaster management 3-4 Conduct community-based disaster management
activities such as evacuation drills based on the activities such as evacuation drills based on the
community-based disaster (Outsourced to community-based disaster management plan
subcontractors)
(22) Implement training of township officers to improve 3-5 Implement training of township officers to
community-based disaster risk management improve community-based disaster risk
Implementation of training of township officers management
(Outsourced to subcontractors)
(23) Summarize and compile a model of the information 4-1 Summarize and compile a model on information
distribution system through the administrative line into distribution system through the administrative
the expansion plan for other areas line into the expansion plan to other regions,
through 1-1-1 to 1-1-6.
(24) Summarize and compile a model of the information 4-2 Summarize and compile a model on information
distribution system at township/village level distribution system at township/village level into
the expansion plan to other regions, through
1-2-1 to 1-2-4
(25) Compile the early warning model and reflect it in the 4-3 Compile the manuals drafted in 2-3 and 2-4 into
expansion plan for other areas expansion plan to other region
(26) Summarize and compile lessons learned regarding 4-4 Summarize and compile lessons learnt in 3-1 and
CBDRM activities into the expansion plan for other 3-4 into expansion plan to other regions
areas
(27) Finalize the expansion plans to other regions 4-5 Finalize the expansion plan
(28) Monitoring of output -
(29) Implementation of seminars -
(30) Training in Japan -
(31) Equipment procurement -
(32) Suggestions for the activities in the next year -
(33) Assistance with mid-term review -
(34) Assistance with terminal evaluation -
(35) Revision of project brief note -
7
YEAR 2013 2014 2015 2016 2017
PHASE Preparation 1st Phase 2nd Phase 3rd Phase 4th Phase
MONTH 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3
Project Formulation For Output 4
【８】【８】 The expansion plan to other regions which include lessons learnt through
【４】【５】【５】
【１】 activities undet Output-1 to Output-3 is prepared.
Collection of Data Collection of
Data Collection
Document Reviews Submission Baseline Data Collection Baseline Data Summarize and compile a model on information distribution system through the
for the Capacity for the Capacity 【２４】
and administrative line into the expansion plan to other regions
Assessment 【６】 Assessment
【６】
Discussion of (CA) (CA)
Field Surveys Field Summarize and compile a model on information distribution system at
Inception Surveys 【２５】
【９】 township/village level into the expansion plan to other regions
Report & 【９】
【７】 Preparation or Risk
Organizing of Preparation or 【７】
Damage Report 【２６】 Compile the manuals drafted in (15) and (16) into the expansion plan to other region
a Workshop Risk Report Damage
【２】 condition chart condition chart
and 【１０】【１０】 Summarize and compile lessons learnt in (17) and (20) into the expansion plan to
Examination of and 【２７】
categorization of Project categorization of Project other regions
Project Strategies
target area Formulation target area Formulation
Information management and emergency communication

system for natural disaster is improved 【２８】 Finalize the expansion plan.
【９】
【１１】 Early warning information distribution through an administrative line is improved
For Output 1
【３】
Preparation
Development of or Risk
Inception Report 【１２】 Information distribution system for community in a township or in a lower level areas is developed
and JICA Project
Brief Note
【１３】 Information distribution through mass media from DMH is improved
Response capacity for natural disasters at various levels (central level including Myanmar Disaster
A C TI VI TI ES
Preparedness Agency (MDPA), local government level and township level) is enhanced
Identify needs of training based on activities Identify needs of training based on activities
【１４】 through (7) to (10) 【１４】 through (7) to (10)
Conduct trainings on natural disaster

For Output 2
and end-to-end early warning system,

Conduct trainings on natural disaster and end-to-end early
including a simulation excercie, for the
warning system, including a simulation excercie, for the staff
【１５】 staff of RRD and DMH from central 【１５】
of RRD and DMH from central government, and for the
government, and for the member of
member of State/Region disasster management committee.
State/Region disasster management
committee.
Develope and other information, Edcation and Communication (IEC) materials on end-to-end early warning system at all levels
【１６】 (central level, local government level, district level, township level and community level)
【１７】 Reflect lessons learned from (15) into manuals and other IEC materials.
Response capacity of community for natural disaster is enhanced
Prepare/revise the community-based disaster management

【１８】 plan 【１８】 Develop/Revise the community based disaster management
【１９】 Prepare a manual for drafting a community-based disaster management plan
Select and secure Select and secure

【２０】 evacuation centers and Conduct Conduct
【２０】 evacuation centers and
routes community-based routes community-based
disaster disaster
management
For Output 3
management
activities such as activities such as
【２１】 evacuation drills 【２１】 evacuation drills
based on the based on the
community-based community-based
disaster disaster
management plan management plan
Implement training of township officers to

【２３】 improve community-based disaster risk
Implement training of township officers to improve management
【２２】
community-based disaster risk management
【２７】 Project Monitoring Activities
Ayeyawaddy Region Follow Up
Pilot Rakhain Region Follow Up

Project
▲ ▲ ▲
【３２】 Equipment Procurement 【３２】 Equipment Procurement 【３２】 Equipment Procurement Expansion to the other Regions
△ Project Plan △ Inception Report 【３３】 Develop Plan for the following year 【３３】 Develop Plan for the following year 【３３】 Develop Plan for the following year △ Final Report
(February, 2017)
Report △ Progress Report (Phase 1) △ Progress Report (Phase 2) △ Progress Report (Phase 3)
△ Pilot Project Report (Phase 1) △ Pilot Project Report (Phase 2) △ Pilot Project Report (Phase 3)
▲ ▲ ▲
【３０】 The 1st Seminar 【３０】 The 2nd Seminar 【３０】 The 3rd Seminar
▲ ▲
Seminar ▲
【３１】 Training in Japan 【３１】 Training in Japan
【３１】 Training in Japan
【３６】 Update the Project Summary Report 【３６】 Update the Project Summary Report Update the Project Update the Project
【３６】【３６】 Summary Report (Final)
Summary Report
Review ▲ ▲
【３４】 Support for the Mid-Term Review (May 2015) 【３５】 Support for the Final Evaluation (July 2016)
Figure 2.1.1 Project Flowchart
8
2.2 Preparatory Activities
(1) Existing Data and Information Collection and Analysis

(2) Examination of Project Approaches, Contents and Methodologies
(3) Preparation of Inception Report (IC/R) and Technical Transfer Plan
(4) Submission and Discussion of IC/R & Organizing a Workshop
(5) Collection of Existing Data and Information
(6) Field Survey
(7) Damage Condition Chart and Categorization of Target Area
(8) Baseline data collection for capacity assessment (CA)
(9) Preparation of Risk Report
(10) Development of Overall Plan
The relation between above work items and section numbers of this report is shown below.
Table 2.2.1 Relation between work items and section numbers of the report
Work Items Section Numbers of the Report
(1) 2.2.1 Existing Data and Information Collection and Analysis
(2) 2.2.2 Examination of Project Approaches, Contents and Methodologies
(3) 2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan
(4) 2.2.4 Submission and Discussion of IC/R & Organizing a Workshop
(5) 2.2.5 Collection of Existing Data and Information
(6) 2.2.6 Field Survey
(7) 2.2.7 Damage Condition Chart and Categorization of Target Area
(8) 2.2.8 Baseline data collection for capacity assessment (CA)
(9) 2.2.9 Preparation of Risk Report
(10) 2.2.10 Development of Overall Plan
Source: JICA Expert Team
2.2.1 Existing Data and Information Collection and Analysis
The JICA Expert Team analyzed the existing materials related to the project and discussed with
JICA about the work items of the field survey and other important items. The JICA Expert Team
also prepared a list of additional data to be collected during the field survey.
2.2.2 Examination of Project Approaches, Contents and Methodologies
The JICA Expert Team investigated the basic approach to the project, content of activities,
composition of experts, implementation system, work procedures, and targeted area of the Project,
and investigated a detailed work plan and methodology of the field surveys.
2.2.3 Preparation of Inception Report (IC/R) and Technical Transfer Plan
The JICA Expert Team compiled an IC/R which indicated the basic approach to the project, content
of activities, composition of experts, implementation system, work procedure, and targeted area,
and detailed work plan and methodology of field surveys.
9
The Technical Transfer Plan which indicated the areas, items, contents methods, and duration of
technical transfer to the Myanmar side, and the JICA Project Brief Note which describes the
overview of the project have been prepared.
2.2.4 Submission and Discussion of IC/R & Organizing a Workshop
An inception meeting, in which a draft IC/R was submitted to the Myanmar side and explanations
of its content were given, was held on March 12, 2013. Necessary items in the report were
discussed and content of the IC/R was approved.
2.2.5 Collection of Existing Data and Information
The JICA Expert Team collected existing data on organization, condition of disaster, regional
characteristics, social characteristics, data related to development planning, and data of related
facilities.
2.2.6 Field Survey
The JICA Expert Team conducted filed surveys to know the present situation of the Ayeyarwaddy
Region and Rakhine State, and to select the pilot areas to conduct the pilot activities. Discussion
with RRD, DMH and GAD, and the field surveys at the candidate sites of pilot areas were
conducted.
2.2.7 Damage Condition Chart and Categorization of Target Area
(1) Selection of Pilot Areas
Pilot activities were conducted at the first pilot area in the Ayeyarwaddy Region and at the second
pilot area in the Rakhine State. Pilot districts, townships, village tracts and villages where the pilot
activities were conducted both in Ayeyarwaddy and Rakhine were selected according to the
following procedures.
1) Ayeyarwaddy Region
Selection of a pilot area in the Ayeyarwaddy Region was conducted with the following two step
process based on the existing data and information, field survey and baseline survey etc.
a) The First Step
The JICA Expert Team selected ten townships and eleven village tracts in the Ayeyarwaddy
Region based on the following criteria:
① Areas heavily affected by Nargis (six townships such as Nga Pu Taw, Labutta,
Mawlamyinggyun, Bogalay, Pyapon, Dedaye)
10
② Areas where Cyclone Shelters were constructed by the Japanese Government (two townships
such as Labutta and Bogalay)
③ Areas affected by flood, tsunami etc. (four townships such as Hinthada, Lay Myat Hnar, Kan
Gyi Daung, Pathein)
④ Village Tracts from each ten township representing areas which have general characteristics
⑤ Recommendation by Region / District / Township Government
Table 2.2.2 Selected Townships and Village Tracts
* Yellow Colored Area: Cyclone Shelters have been constructed by Japanese Grant Aid
b) The Second Step
Pilot villages were selected based on the following selection criteria.
① Villages heavily affected by Nargis

② Villages where cyclone shelters were constructed by the Japanese Government (Labutta and
Bogalay)
③ Effect and issues of the pilot activities in the villages are tangible (size, ethnic group, religion,
solidarity)
④ Villages which are suitable for conducting pilot activities (Accessibility, solidarity of
community, leadership)
⑤ Recommendation by Region / District / Township Government
As the pilot area for the first pilot activity, Labutta District, Labutta Township, Hlwa Zar Village
Tract, Hlwa Zar Village, Kwa Kwa Lay Village and Shwe Kyun Thar Village were selected. The
characteristics of these three villages are summarized as follows:
 Hlwa Zar village has a relatively large population with 1,479 people, compared with Kwa Kwa
Lay village with 602 people and Shwe Kyun Thar with 677 people.
 All three villages had heavy damage from Cyclone Nargis.
11
 All three villages are geographically isolated from major towns; it takes more than two hours
by boat to reach a major town
 Hlwa Zar Village and Kwa Kwa Lay Village have cyclone shelters supported by JICA.
 Some awareness activities related to disaster management have been conducted in all three
villages after Cyclone Nargis.
2) Rakhine State
Selection of a pilot area in Rakhine State was conducted with the following three step process based
on the existing data and information, field survey and baseline survey, etc.
a) The First Step
Among the seventeen townships in Rakhine State, three townships (Kyauk Phyu, Thandwe,
Myebon) were selected based on the following criteria.
① Townships which were damaged by a cyclone in recent years, which would indicate
continuing high risk, were selected.
② Districts located in Northern part, Maungdaw, Sittwe, Mrauk-U districts were removed from
the target areas due to political unrest.
③ Since support of Township GAD, district level RRD and DMH is necessary to conduct
CBDRM activities, Kyauk Phyu and Thandwe were selected based on their discussions.
④ Myebon Township, which has a high risk of disaster, was selected as the target for only a
baseline survey, not selected as a pilot area due to a strong request from the Myanmar side.
b) The Second Step
Through discussions with the governmental officials, including township GAD, RRD and DMH
staff, a total of nine village tracts were identified within the three townships. The basic criteria for
selection of the village tracts are as follows.
① Vulnerability to natural hazards such as cyclone, storm surge, flood and tsunami
② History of damage by disaster
③ Capacity of disaster management at village tract level
④ Distance from major town
⑤ Development of cyclone shelter or evacuation facilities
⑥ Discussion with township GAD and village tract administrator
c) The Third Criteria
A base line survey was conducted in all the villages in the selected nine village tracts and detailed
information regarding the current situation of disaster management was collected. Through the
analysis of data and information of each village, one village tract is selected. Major criteria for
selection are as follows.
12
 Damage from Cyclone Giri
 Community’s interest in disaster management
 Geographical Location of village
As the pilot area for the second pilot activity in Rakhine State, Kyauk Phyu District, Kyauk Phyu
Township, Thea Tan Village Tract, Thea Tan Village, Kon Baung Village, Tan Kha Yoe Village
and Let Nyot Ngon Village were selected. The characteristics of these four villages are summarized
as follows:
 All the villages are located close to the sea.

 Kon Baung Village has the largest population of about 600 people, followed by Thea Tan
Village with 280 people, Tan Kha Yoe Village with 260 people and compared with Kwa Kwa
Lay Village with 602 people and Let Nyot Ngon Village with 220 people.
 Major livelihoods of all four villages are fishery and agriculture.
 All these villages had damage from Cyclone Giri, although there was no human loss.
 All these villages are geographically isolated; it takes about one to two hours by boat from the
major town of Kyauk Phyu
 Rakhine State government has a plan to construct a cyclone shelter at Thea Tan Village.
 Awareness activities related to disaster management have not been conducted in any of the
villages.
(2) Implementation of Baseline Survey
Summary of the baseline survey conducted in the Ayeyarwaddy Region is shown below.
 Survey of township: Conducted survey on natural condition, social environment, record of

disaster damage, record of donors’ assistance and so on in the ten selected townships.
 Village survey: Compiled chart showing natural condition, social condition, existence of
evacuation facility (shelter) of all the villages in the eleven selected village tracts.
 Damage condition survey: At the same time as the survey in the village, the past disaster
records of the villages were investigated and complied in the chart. This survey included
interviews with villagers. The interviews with the villagers were videotaped to convey the
lessons learned to the next generation.
Results of the survey in 71 villages were compiled in a chart. Based on the result of the survey, the
JICA Expert Team categorized 71 villages by types of disaster resilience. The result was utilized to
finalize the activities in the pilot area and to expand the pilot activity to other areas. A summary of
the classification is shown below.
The classification of villages was conducted from the following three perspectives in relation to
disaster management: a) early warning transmission, b) awareness and institutional set up, and c)
evacuation or disaster management facility. The results of the classification of the 71 villages using
13
those three perspectives are shown below. The table shows that out of the 71 villages, fifteen
villages are classified as (A) which fill all perspectives, and fourteen villages are classified as (H)
which fills none of the perspectives. Based on the classification by type, the JICA Expert Team
investigated the content of the project and methodology of pilot activities.
Table 2.2.3 Types of 71 villages by category

Villages received
Villages that have Villages with at
early warning
Type of experienced DRR least one facility No. of
from village tract Pilot Village
Village activities after related to disaster villages
or township by
Cyclone Nargis management
phone
A ● ● ● 15 Hlwa Zar, Kwa Kwa Lay
B ● ● - 11 Shwe Kyun Tar
C ● - ● 5 -
D ● - - 14 -
E - ● ● 5 -
F - ● - 2 -
G - - ● 4 -
H - - - 14 -
Total 71 -
2) Rakhine State
Summary of the baseline survey conducted in the Rakhine State is shown below.
 Survey of township: Conducted survey on natural condition, social environment, record of

disaster damage, record of donors’ assistance and so on in the three selected townships.
 Village survey: Compiled chart showing natural condition, social condition, existence of
evacuation facility (shelter) of all the selected villages in the nine selected village tracts.
 Damage condition survey: At the same time as the survey in the village, the past disaster
history of the villages were investigated and compiled in the chart. This survey included
interviews with villagers. The interviews with the villagers were videotaped to convey the
lessons learned to the next generation.
Results of the survey in 33 villages were compiled in a chart. In addition, the Project classified 33
villages by type based on the result of the survey. This was utilized to decide the contents of the
activities in the pilot village and expand the activities to other areas.
Classification was done by 1) ease of information transmission during disaster, 2) conditions of

CBDRM activities, and 3) availability of evacuation facilities utilizing the result of the baseline
survey implemented in the Project.
14
Table 2.2.4 Criteria to Evaluate Disaster Management Capacity at Village Level
Perspective of High Medium Low
Disaster Evaluation Criteria
◎ ○ △
Management
Distance from Main
Transmission of From 1 kilometer to 3 More than 3
Village to the subject Less than 1 kilometer
Warning Message kilometers kilometers
Village (1)
Practice of Disaster Conducted awareness
Awareness of Disaster Regularly conducted
Management activities after Nil
Management awareness activities
Activities (2) cyclone Giri
Existence of Monastery/school are
There is a cyclone
Evacuation Facilities Evacuation Facilities used for evacuation Nil
shelter
in the village (2) facilities
Source: (1) MIMU, March 2014(P codes)
(2) Report of sub consultancy work
Below is the result of baseline survey of four pilot villages.
Thea Tan Village Kon Baung Village
Tan Kha Yoe Village Let Nyot Ngon Village
Figure 2.2.1 Classification Chart regarding Disaster Management
15
2.2.8 Baseline Data Collection for Capacity Assessment (CA)
As for the government officers from Nay Pyi Taw and the Ayeyarwaddy Region, capacity
assessment (CA) was conducted for the 66 government officers shown in the table by interview
survey.
Table 2.2.5 Target of capacity assessment(Nay Pyi Taw and Ayeyarwaddy Region)
Department No. of Officers
Officers of RRD and DMH 10
Union Government
Officers of NDMC member organizations 20
Ayeyarwaddy Region
Officers of DM committee member organizations 5
Officers of RRD and GAD 5
Labutta District
Officers of DM committee member organization 5
Administrator and officers of Township 2
Labutta Township
Administrator 1
Hlwa Zar Village Tracts
DM committee members 3
Villages Administrator, 100 households 2
Total 66
The questionnaire consists of two types of questions: 1) general knowledge of disaster management
and 2) roles and responsibilities in disaster management for individuals and at the organizational
level.
The results of the interviews are summarized below.
 RRD and DMH officials at the national level show a high level of disaster management
knowledge. The reasons for the high level of knowledge are RRD and DMH have clear roles
and responsibilities regarding disaster management, and have had opportunities to attend
seminars, workshops, and training courses both internally and outside of the country.
 Capacity assessment results show that for the RRD and DMH officials in other than disaster
management organizations, the knowledge regarding disaster management is low. One of the
reasons is that disaster management activities are not well defined as their ordinary work
activities. The opportunities for national and international training related to disaster
management are limited.
 The capacity assessment survey showed that the disaster management knowledge level of
regional and local government officials are relatively lower than national level officials. The
reasons for the lower level are the limited number of RRD and DMH government officials, the
roles and responsibilities regarding disaster management are not clearly defined, and the
limited opportunity for national and international training.
16
As for the government officers from Rakhine State, capacity assessment (CA) was conducted for
the 40 government officers shown in the table by interview survey.
Table 2.2.6 Target of capacity assessment (Rakhine State)
Department No. of Officers
Rakhine State
Officers of RRD and GAD 5
Kyauk Phyu District
Officers of DM committee member organization 5
Administrator and officers of Township 2
Kyauk Phyu Township
Administrator 1
Thea Tan Village Tracts
DM committee members 3
Villages Administrator, 100 households 6
Total 40
The results of the interviews are summarized below.
 Generally, RRD, DMH and GAD officials show a high level of capacity for disaster
management. The capacity of other agencies is relatively low.
 The capacity for disaster management lowers from the state level to district and township
level.
 District and township administrators in Kyauk Phyu District have worked in the Ayeyarwaddy
Region in the past. They have a high level of knowledge on the DRM
The results of the evaluation from other answers are shown below.
 There is less opportunity for the agencies except for RRD and DMH to receive training on
disaster risk management.
 Working period in the present position of most of the officers is less than ten years. The
working period in the present position of GAD officers is less than two years.
 The level of understanding of the roles on disaster risk management is higher for the district
and township level officers than the state level officers.
 There is limited equipment for disaster risk management and early warning in most of the
organizations.
The major challenges received from interviewees are shown below.
 Lack of communication equipment

 Not enough awareness activities for the people
 Necessity of training and exercises
 Transportation methods for evacuation
 Correct and prompt information: people do not believe warning messages and do not evacuate.
17
2.2.9 Preparation of Risk Report
Regarding the process and response of issuing warning information, transmission, judgment of
information, transmission to villagers, and evacuation, the JICA Expert Team compiled the risk
report which indicates the reasons and risk of failures regarding the above response process. The
risk report prepared in the Project was shown in the annex.
2.2.10 Development of Overall Plan
The overall plan is the summary of the activities mainly conducted in pilot areas in the second and
third year. Below is the structure of the overall plan
Structure of overall plan
1. Overview
1.1 Purpose and content
1.2 Pilot site (Name of township, village tract, village)
2. Improvement of early warning system

2.1 Organization and legal framework (Roles and responsibilities of related agencies)
2.2 Monitoring and warning service (Content of warning, criteria for evacuation, installation
of tide gauge)
2.3 Information transmission and communication (Route of communication and method of
communication (including mass media)etc.)
2.4 List for procurement of equipment (Including procurement and installation schedule)
3. HRD activities
4. CBDRM activities
18
2.3 Activities related to Output 1
“Information management and emergency communication systems for natural disasters are
improved”
(11) Early warning information distribution through an administrative line is improved

(12) Establishment of an information communication system for communities below township level
(13) Information distribution through mass media from DMH is improved
The relation between the above work items and section numbers of this report is shown below
Work Items Section Numbers of this Report
(11) 2.3.2 Governance and Institutional Arrangement
2.3.3 Monitoring and Warning Service
2.3.4 Dissemination and Communication
2.3.5 Risk knowledge
(12) 2.3.4 Dissemination and Communication
2.3.1 Overview of Activities and Outcomes
(1) Summary
“Developing Early Warning Systems: A Check List” (Checklist) was formulated at the Third
International Conference on Early Warning held in Bonn, Germany, March 2006. The Checklist
consists of five elements and lists the items to be considered on the formulation of an early warning
system covered from government to community levels. The five elements are; Governance &
Institutional Arrangements, Risk Knowledge, Monitoring & Warning Service, Dissemination &
Communication and Response Capacity. Activities for Output 1 of this project covered
“Governance & Institutional Arrangements”, “Risk Knowledge”, “Monitoring & Warning Service”
and “Dissemination & Communication”. Activities for Output 2 and Output 3 covered “Response
Capability”.
As for “Governance & Institutional Arrangements”, there is an issue such that the roles and
responsibilities of agencies related to DRR are not allocated properly in Myanmar. In this project,
the realistic role allocation was discussed by utilizing the ideas of the Disaster Mitigation Matrix
and TIMELINE developed in Japan as well as the existing data and information.
As for “Monitoring & Warning Service”, capacity enhancement was conducted for the installation
of tide gauges, monitoring the tide level, and analysis of tide data in order to improve the cyclone
warning system especially on storm surge warning, targeting the officers of DMH which is
responsible for the monitoring and warning service.
As for “Dissemination & Communication”, a major issue at the time of Cyclone Nargis was that the
warning message was not disseminated to the people properly. In this project, re-confirmation of
19
the information dissemination route, proposal and installation of information dissemination
equipment were conducted. Improvement of information dissemination through media such as
MRTV and Pyinsawadi FM was also conducted.
As for “Risk Knowledge”, there are issues in Myanmar such that detailed hazard and risk
assessment has not been conducted yet and the importance to implement DRR activities based on
the result of hazard and risk assessment has not been understood properly. In this project,
enhancement of awareness of counterparts and village people for risk knowledge was conducted by
implementing the storm surge simulation and flood damage survey.
(2) Outcome
There are various Outcomes by the activities for Output 1 of this Project. The table below shows the
summary of Outcomes.
Table 2.3.2 Summary of Outcomes for Output 1

Work Items Main C/Ps Summary of Outcomes
Preparation of RRD and other TIMELINE was expressed by two sheets of A0 size paper. One paper shows
TIMELINE related agencies the flow chart of information and activities. The other paper shows the chart
to clarify the roles of agencies to conduct the identified activities. TIMELINE
will be distributed to the related agencies and utilized in the case of
emergency.
At present, the standing order which defines the roles of agencies for overall
DRR activities is being revised. The process and experiences to create
TIMELINE together with related agencies can be utilized for the revision of
the standing order.
Capacity DMH Automatic tide gauge was installed at Haing Gyi Kyun and three simple tide
enhancement of gauges were installed at Labutta, Pyapon and Gwa. The following capacities
tide monitoring of DMH were enhanced through the project activities.
and tide analysis  Installation and maintenance of the real time radio wave tide gauge and
simple tide gauge
 Prediction of the astronomical tide level using observed tide data by the
harmonic analysis (10 constituent and 60 constituent)
 Clarification of the storm surge and an astronomical tide level every day,
and recognition of the storm surge at the time of a cyclone.
 Understanding of the necessary actions to be taken to improve storm surge
forecast and relation with the above actions
Improvement of DMH and other Outcomes from this activity are improvement of warning message, proposal
Early Warning related agencies for its further improvement, and discussion on its procedure and role
message allocations. As is described above, cyclone warnings issued in 2015 and 2016
have been improved to some extent. Although it has to be improved more, it
can be said that DMH understands the necessity of its improvement and
necessary actions for it, since the officer of DMH HQs could present the
above activities at the final seminar held on January 2017.
Improvement of Nay Pyi Taw and The system to disseminate the information issued by DMH HQs to residents
information pilot areas was proposed and established in the pilot areas by installing the equipment.
dissemination The effectiveness of the proposed system was confirmed through the
system information transmission exercises. The installed equipment is operated and
maintained properly by using the operation and maintenance manual
prepared by this project. Responsible officers could get used to using the
equipment through the information transmission exercises.
20
Work Items Main C/Ps Summary of Outcomes
Utilization of MRTV、 Awareness for DRR of officers of MRTV and Pyinsawadi FM, especially the
mass media for Pyinsawadi FM and officers who had participated in the training program in Japan, was enhanced
DRR other related through the project activities. In the meeting held after the training program
agencies in Japan, some ideas to improve their activities were raised such as the real
time broadcasting from the affected areas by disasters, interviews with
affected people, improvement of programs to be easily understood, and
awareness enhancement program during normal period etc. Some of the
officers presented their ideas actively in the PIC and JCC meetings and
“Improvement of Disaster Broadcasting” was selected as one of the major
activities in the on-going “MRTV Capacity Enhancement Project” conducted
by JICA.
Implementation DMH and pilot The result of the storm surge simulation will be utilized in the following HRD
of Storm Surge areas Activity and CBDRM activity. In addition to these activities, explanation
Simulation meetings were held for DMH officers in March 2015. It has been understood
very well by the DMH officers that the scientific based risk assessment is
very effective for the education of people, and the effects of the normal tidal
changes to the inundation by the storm surge are very big. Therefore, the
understanding of the importance of tide monitoring has been increased
Implementation RRD, DMH and Survey report on 2015 floods was prepared consisting of
of Flood Survey related agencies “Hydro-Meteorological Survey” and the “Interview Survey”. The importance
2015 to prepare and accumulate the disaster reports after the disasters, and to
utilize the reports to the next disasters was understood by the participants
very well through the workshop participated by related agencies.
2.3.2 Governance and Institutional Arrangement
(1) Clarification of Role Allocation
1) Background and Objective
The roles and responsibilities of related agencies on DRR in Myanmar are set forth in the Standing
Order at national and state/region levels as well as set forth in Disaster Management Plans at
district and township levels. These existing guidelines and plans were studied in the first year of the
project and the pilot activities were conducted based on these roles and responsibilities.
On the other hand, it was found through the project activities that these guidelines, however,
showed only the list of the roles of the organizations in the preparedness stage as a whole and did
not offer much information on the required disaster management activities in a further detailed time
series nor the allocation of the roles of each disaster management organization therein. In order to
enhance the organizational capacities, it was necessary to show the allocation of roles clearly for
every organization involved in disaster management, in terms of “who does what and when”, and
thereby make disaster management activities “visible” to all the players involved.
The objective of this work was to improve the early warning system and enhance organizational
capacities for disaster management by way of clarifying and making “visible” the allocation of
roles among disaster management organizations in the preparedness and emergency response
stages in the event of cyclone impacts.
21
2) Contents of Work
The disaster management activities which require close coordination among disaster management
organizations both at national and local (state/region as well as district and township) levels are
subdivided into concrete actions to take in the event of a cyclone impact, and the TIMELINE is
prepared so that it will show the differentiation of responsible and supporting organizations for
those actions in a time series both in the preparedness and emergency response stages.
Workshops on TIMELINE were conducted twice in Nay Pyi Taw and once in Pathein. Although
the workshops were planned to be conducted by only three main agencies such as RRD, DMH and
GAD, TIMELINE was finalized in November 2016 by involving the various agencies, since such a
request was made at the meeting with the above three agencies in July.
Table 2.3.3 Workshops on TIMELINE

Date and Time Venue Participants Contents
2016/7/5 EOC, RRD Nay Pyi 9 officers from RRD, DMH, Introduction of TIMELINE and
10:00 – 15:00 Taw GAD discussion based on the draft.
2016/7/13 RRD Pathein Office 6 officers from RRD,DMH, Introduction of TIMELINE and
9:30 – 14:00 GAD including two officers discussion based on the draft targeting
from township level officers in Ayeyarwaddy Region.
2016/11/18 EOC, RRD Nay Pyi 37 officers from 25 related Introduction of TIMELINE to various
10:00 – 15:00 Taw agencies agencies and discussion for finalizing
TIMELINE
3) Outcomes
TIMELINE was expressed by two sheets of A0 size paper. (A3 sized TIMELINE is shown in the
annex.) One paper shows the flow chart of information and activities. The other paper shows the
chart to clarify the roles of agencies to conduct the identified activities. TIMELINE will be
distributed to the HQs and local offices in the Ayeyarwaddy Region and Rakhine State, the pilot
districts and townships of RRD, DMH and GAD and utilized in the case of an emergency.
At present, the standing order which defines the roles of the agencies for overall DRR activities is
being revised. The process and experiences to create TIMELINE together with related agencies can
be utilized for the revision of the standing order.
2.3.3 Monitoring and Warning Service
(1) Capacity Enhancement of Tide Monitoring and Analysis
The high tide forecast by DMH contains only the storm surge and the estimated time of landing of
the cyclone; and the relationships between DMH’s high tide forecast and increasing water level in
each region are unclear. Thus, DMH’s high tide forecast is not satisfied with making a decision on
the starting time of the evacuation. The water level in each region can be estimated by adding the
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astronomical tide level and the storm surge of each point. Inundated areas can be re-estimated
precisely using the observed real time water level. However, DMH had not predicted the
astronomical tide level and not conducted the observation of the tide level in the coastal area.
Therefore, the real time radio wave tide gauge in Haing Gyi Kyun, and the simple tide gauges in
Gwa, Labutta, and Pyapon were installed and the technical training of how to use the tide data was
conducted. (Range of the technical training is marked in the figure below with red dotted line.) The
simple tide gauges were installed to achieve the above target as a more economical alternative of a
real time tide gauge.
Range of the Technical Training in this project
Collection of the analyzed data

(Haing Gyi Kyun, Labutta, Phapon, Information of the Cyclone
and Gwa)
Harmonic Analysis Analysis on the high tide
Prediction of the astronomical tide level Prediction of the storm surge
Observation on the water level

(as required)
Estimation of the water level
Real time observation on the water level Comparison
(real time) In case analyzed water level is

different, re-analysis is required
Dangerous water level
Comparison
Prediction of inundation in each region

(Depth, Location, Time)
Evacuation
Figure 2.3.1 Range of Technical Training in the project
DMH officers would obtain the following abilities through the training.
a) Maintain the installed real time radio wave tide gauge and simple tide gauge appropriately
b) Select location and equipment of newly installing tide gauge, and be able to install the
equipment appropriately
c) Predict the astronomical tide level using observed tide data by the harmonic analysis (10
constituent and 60 constituent)
d) Clarify the storm surge and an astronomical tide level every day, and recognizes the storm
surge at the time of a cyclone.
23
e) Understand the necessary actions to be taken to improve high tide forecast and how the above
actions will be utilized.
2) Installation and Maintenance of Automatic Tide Gauge
a) Objective
Tide monitoring in the Ayeyarwaddy Region was conducted only by the manual reading of a
water level gauge three times a day in Pathein by DMH at the beginning of this project. Pathein is
located 120 kilometers from the coast and the water level at Pathein is affected by the river flow
although it is regarded as a tidal area. Myanmar Port Authority (MPA) also observes the water
level at Yangon, but the water level at Yangon is also affected by the river flow. The actual
condition of tidal change in the Ayeyarwaddy Region was unclear because the closest station for
tide monitoring which is not affected by the river flow is located in Sittwe, Rakhine State.
In this project, automated tide monitoring facilities with a telemeter system was installed in the
Ayeyarwaddy Region for the following purposes:
 To understand the actual condition of tidal change in the Ayeyarwaddy Region. (Creation of
tide table)
 To utilize the monitored data for the issue and cancellation of storm surge and tsunami
warnings by real-time monitoring.
 To transfer the technology of tide monitoring for the selection of a suitable location for
installation and the tide monitoring and data analysis.
b) Selection of Place for Installation
In order to select the place for installation, five candidate locations (Pathein, Labutta, Pyinsalu,
Kone Gyi and Haing Gyi Kyun) were selected based on the criteria such as distance from the
coast, size of the town, and accessibility etc., and the JICA Expert Team conducted site surveys.
Haing Gyi Kyun was selected from the points such that the place would not be affected by the
river flow, and the water depth could be secured.
As for the concrete location, three candidate sites (two jetties and one pier) were selected in
Haing Gyi Kyun from the following points of view.
 Water depth: Select the site which does not dry up during lower low water
 Wind: Avoid the site where the strong winds blow or strong winds blow toward offshore
 Base: Select a firm base (concrete) and avoid sand beaches
 Wave: Avoid the site where the waves are high
 River Mouth: Avoid the site which is affected by river flow
From the points of security and accessibility, the pier was selected for installation.
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c) Selection of Monitoring Equipment
The sensors for tide monitoring are classified into two types; the contact type and non-contact
type. The contact type sensor is installed in the water or on the water surface, and observes the
change of water surface or water pressure. The non-contact type sensor observes the water level
indirectly by the radio wave etc. The following points should be considered for the installation.
 To select a method, which is not affected by sedimentation over a long time, which means
that the main composition of the seabed should be sand.
 To select a method that is not affected by high temperature or strong wind, because the site
is located at a low altitude and in a coastal area.
 To set up the measuring range (5m to 10 m) in order to observe the water level continuously
during the storm surge.
The radio wave type was selected for the tide monitoring in this project based on the above
considerations.
d) Selection of Communication Line
The available communication line in this area is only satellite communication or mobile phone
network (CDMA450). Satellite communication is provided by a private company (IP-STAR etc.)
and a public institution (Meteorological Satellite such as MTSAT). From the point of reliability
and cost, the DCP line by MTSAT is selected as the communication line for the tide monitoring.
In order to use the DCP line of MTSAT, permission from JMA and the construction of DCP were
necessary. The JICA Expert Team held a meeting with JMA to explain the objectives to use DCP
and the necessary transmission capacity etc. on September 13, 2013 and got the permission.
e) Overview of the System
A radar water level gauge, using solar panels as an energy source, was installed at the pier section
(P4: north side) of Haing Gyi Kyun Bridge in October 2014, which was located at the river mouth
of the Pathein River roughly 160 km south of Pathein in the Ayeyarwaddy Region. A lightning
rod was also installed to avoid lightning damage. The coordinates of this tide gauge are 15° 59'
27.23" N lat, 94° 16' 29.52" E long.
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Figure 2.3.2 Location of Tide Gauge
The overview of the system is shown as follows.
The tide gauge sends mean tide levels occurring over a 60 second period, which are measured in
one second intervals, to the Japan Meteorological Agency via Japanese meteorological satellite
'Himawari', which in turn sends the data to DMH headquarters via a global telecommunications
system (GTS).
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Tide Gauge Data Logger
Photo 2.3.1 Overview of Tide Gauge Station
f) Operation and Maintenance of Automatic Tide Gauge
The automatic tide gauge was installed in October 2014, and the monitored tide data was
transmitted to DMH through MTSAT and GTS. However, since some noise was generated on the
observed data, the JICA Expert Team adjusted the reflex response on February 26, 2015. Yet, a
small amount of noise was still being generated. Since noise might be caused by the diffused
reflection from the bridge column, the arm length of the sensor armor was extended another 1.0
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m away from the bridge column, and some measures were also taken to prevent water penetration
into the pipe. The DCP antenna and data logger were also renewed in November 2016, and
currently, the observed data is being transmitted without any problems.
As for the operation and maintenance of the automatic tide gauge station, an operation and
maintenance manual was developed, which compiled the periodical actions to be taken for
maintenance, and on the job training was conducted for the officers of DMH at Haing Gyi Kyun.
In addition, when some problems occurred to the tide gauge station, the JICA Expert Team
requested DMH to dispatch some officers from DMH HQs and DMH Pathein office to carry out
the trouble shooting activities which were conducted by the JICA Expert Team.
3) Installation, Operation and Maintenance of Simple Tide Gauge
a) Objective
Although the automatic tide gauge was installed in Haing Gyi Kyun in October 2014, more tide
gauges are necessary in order to locally forecast the storm surge in the future. To install the
automatic tide gauge is desirable, however it is expensive. The JICA Expert Team proposed and
installed the simple tide gauges as the alternate way to achieve the objective.
b) Overview of the System
Three simple tide gauges were installed at Pyapon, Labutta and Gwa in January 2016. Their
locations were selected from the points such as existence of DMH office, accessibility from the
office, and locations to be installed/monitored easily such as jetty etc.
Gwa
Pyapon
Labutta
Figure 2.3.3 Location of Simple Tide Gauges
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c) Operation and Maintenance of Simple Tide Gauge
Twenty-four hours monitoring was conducted during the fifteen days just after the installation.
At present, officers of DMH are monitoring the tide data three times a day and report the results
to DMH HQs. An operation and maintenance manual was developed and utilized for training on
the operation and maintenance of simple tide gauge.
4) Astronomical Tide Prediction and Data Management
a) Objective
Since the observation of tide level is not conducted regularly by DMH as their designated service,
the knowledge and the technology regarding the tide gauge, tidal changes, harmonic analysis,
tide level forecasting, etc. have not been accumulated in DMH. Therefore, it was decided that the
training should focus on the basic knowledge regarding tides, storm surges and tsunamis, and to
how to monitor tide data and identify any anomaly and its cause. In this Project, training on the
software was introduced and provided on how to carry out harmonic analysis and tide estimation
based on the observed data.
b) Contents of Activities
Training sessions for the astronomical tide prediction and data management were conducted
from the second year to the fourth year of the Project as follows.
Table 2.3.4 Training on Astronomical Tide and Data Management

Year Location Contents
nd
2 Year Nay Pyi Taw,  Rough estimation of tide table for the area without any monitored data by utilizing
and Yangon existing tide table.
 Confirmation of accuracy of estimated tide table through monitoring tide level for
a few days by utilizing the staff gauge.
 Basic lecture on tide analysis, and training on how to calculate the tide table from
the monitored tide data.
3rd Year Yangon,  Definition of wave height and time period by zero-up-cross method
Kyauk Phyu,  Identification of waves, storm surges and tsunamis based on the characteristics of
and Nay Pyi their heights and time periods
Taw  Monitoring of tide data and identification of the storm surge anomaly in Cyclone
Mahasen
 Introduction and training regarding software for harmonic analysis and tide
estimation based on the observed data
 Response activity to cyclones (coordination among officers responsible for
monitoring service and warning service)
4th Year Nay Pyi Taw,  Training for harmonic analysis (10 constituent) from the short term monitored
and Yangon data (15 days)
 Training to calculate the hourly astronomical tide for a year by SP line method
based on the tide table issued by Navy, and calculation of 60 constituent. (Tamila
Kyun, Sittwe, Yangon, Gwa)
 Harmonic analysis of data monitored at Haing Gyi Kyun
29
It was confirmed through the fourth year activity that the officers of DMH who participated in the
training program have been able to conduct the harmonic analysis and tide prediction by
themselves.
5) Outcomes
An automatic tide gauge was installed at Haing Gyi Kyun and three simple tide gauges were
installed at Labutta, Pyapon and Gwa. The following capacities of DMH were enhanced through
the project activities.
 Installation and maintenance of the real time radio wave tide gauge and simple tide gauge
 Prediction of the astronomical tide level using observed tide data by the harmonic analysis (10
constituent and 60 constituent)
 Clarification of the storm surge and an astronomical tide level every day, and recognition of
the storm surge at the time of a cyclone.
 Understanding of the necessary actions to be taken to improve storm surge forecast and in
relation to the above actions
At present, the tide gauges are operated and tide level deviation is confirmed every day. Since the
officer of DMH was able to explain the above activities properly at the final seminar held on
January 2017, it can be said that the planned capacity enhancement was successfully implemented.
(2) Improvement of Warning Messages
Since the current contents of warning messages issued by DMH does not specifically mention when
and where to give a warning and its danger level, the information is not always useful for the
recipients. Improvement of the contents of cyclone warning was discussed with the officers of
DMH HQs in this Project. The procedure to improve the warning message continuously and the
system in which RRD, DMH and GAD will cooperate each other were also discussed.
2) Improvement of Warning Message
The Project investigated ideas for improving the warning messages for cyclones, heavy rain, strong
wind, storm surges and tsunamis with officers in DMH HQs. The following items were proposed to
be added in the cyclone warning message:
 Information Number: It is necessary to clarify the number of issued warnings to ensure the
information dissemination.
 Position of cyclone: Coordinates of center, past track and predicted route of center of cyclone
and strong wind area are described.
 Landfall point: Predicted location and estimated time of landfall are described.
 Strong wind area: Areas where the strong wind is more than the threshold value are described.
(District wise is expected.)
30
 High storm surge area: Areas where the deviation from the astronomical tide is more than
threshold value are described.
Most of these proposals have been accepted and reflected to the present warning message. However,
the illustration of cyclone position and description of risk areas by district wise have not been
reflected yet.
Figure 2.3.4 Result of Improvement of Cyclone Warning
3) Proposal for Improvement of Warning Message
a) Objective
As is shown in the above sample message, for example, only the maximum deviation is shown
for the storm surge warning, and such deviation does not specifically mention when and where to
give a warning and its danger level. In order to issue the effective storm surge warning, it is
necessary to conduct several activities such as astronomical tide prediction, real time tide
monitoring, accurate storm surge forecasting, comparison with danger level, and decision of risk
areas. DMH can conduct up to the storm surge forecasting by itself, however, the definition of
danger tide level and decision of risk areas, etc. have to be conducted in cooperation with GAD
and RRD. The role allocation of these three agencies for the improvement of warning message
was proposed in the figure below by referring to the Japanese example. DMH commented that
31
DMH understood the relations and importance of the figure, however DMH cannot realize the
proposal due to the lack of technical capacity.
• Role of DHM ⇒ Clarification of alert level

• Role of GAD ⇒ Clarification of actions to be taken
• Role of RRD ⇒ Clarification of actions to be taken
It is necessary for DMH and RRD to define the alert level by which GAD
can judge whether to issue evacuation information.
Cabinet office
(RRD)
JMA Local government
(DMH) (GAD)
Weather Alert level Actions to be taken by resident
Information • Emergency warning • Evacuation order
• Wind speed, Tide • Warning • Evacuation advisory
level, etc. • Advisory • Evacuation preparation
• Alert area information
• Alert period
Figure 2.3.5 Role Allocation of Three Agencies
The threshold value of weather information or alert level to judge the actions to be taken such as
evacuation is not defined in Myanmar at present. The cyclone color code, which is well-known in
Myanmar and shows the imminence of a cyclone by the five colors, is utilized for the decision of
evacuation activity.
Table 2.3.5 Color Code of Myanmar
Color Code Situation
Yellow Stage The formation of a tropical storm in the Bay of Bengal and the Andaman Sea.
Orange Stage When a tropical storm has formed in the Bay of Bengal and the Andaman Sea and begins
moving toward the Myanmar coast.
Red Stage When a storm moving towards Myanmar coast is expected to make landfall in 12 hours
Brown Stage When a storm makes landfall on the Myanmar coast
Green Stage When a storm has weakened and the storm hazard has passed
Source: JICA Expert Team based on the information from DMH
The disadvantage of the cyclone color code system is that the color code is given to the cyclone
by the location and behavior of the cyclone, and it does not show the risks in relevant areas to be
caused by the cyclone. If the cyclone is forecast to landfall around Sittwe in Rakhine State within
twelve hours, the cyclone color code is “Red” and this information will be widely disseminated
all over the country. When people in the Ayeyarwaddy Region, who do not know or do not
understand the detailed information receive such “Red” information, they will take the
evacuation action, even though this cyclone will not cause significant damage to the
Ayeyarwaddy Region.
32
The JICA Expert Team repeatedly explained the disadvantage of the cyclone color code system,
and emphasized the necessity to define the threshold value for each area and to show the alert
level by introducing the cases in Japan and the Philippines.
b) Procedure for Improvement of Warning Message
The flowchart shown below shows the process (draft) to improve the warning message.
Figure 2.3.6 Procedure for Warning Improvement (draft)
It is necessary to show the information in the warning message by which the recipients can judge
the actions to be taken properly. For example, if the people suffered damages because of the lack
of information, the related agencies have to discuss the issues and necessity of improvement of
the warning messages. DMH considers improving the contents of the message based on this
discussion. In this Project, the meeting to review the contents and dissemination condition of
warning messages on cyclone ROANU was conducted in cooperation with RRD, DMH, GAD
and other donor agencies. It will be possible to deliver the expectations for the warning message
and requests for its improvement to DMH through this kind of meetings.
4) Outcome
The outcomes from this activity are the improvement of the warning message, proposal for its
further improvement, and discussion on its procedure and role allocations. As is described above,
cyclone warnings issued in 2015 and 2016 have been improved to some extent. Although it has to
be improved more, it can be said that DMH understands the necessity of its improvement and
necessary actions for it, since the officer of DMH HQs could present the above activities at the final
seminar held in January 2017.
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2.3.4 Dissemination and Communication
(1) Improvement of Information Dissemination System
a) Information Dissemination Routes and Methods
Based on the results of survey conducted in the first year of the project, the information
dissemination routes and methods from DMH to the people are summarized as follows.
Tel/Fax/Mobile Tel/Fax/Mobile/
President Office DMH Messenger
Line Ministries / Departments Ministry of

Defense
Media
Tel/Fax
National RRD GAD /Mobile
Tel/Fax/Mobile
Tel/Fax/Mobile /SSB
Chief Minister
Regional Office Tel/Fax
Tel/Fax/Mobile /Mobile
/SSB
District
Tel/Fax/Mobile
Township
TV/Radio
Tel/Mobile/Messenger
Village
Tract
Mobile/Messenger
Village
Mobile/Messenger/Speaker
Residents
Figure 2.3.7 Information Dissemination Routes and Methods
b) Challenges on Information Dissemination
Challenges on information dissemination in Myanmar are summarized below based on the actual
dissemination condition of the warning message regarding cyclone MAHASEN generated in
May 2013, and the present communication conditions in Myanmar.
 It takes time to send and receive a fax, and faxes are sometimes not properly sent or
received.
 The confirmation of the receipt of a fax from sender is not often conducted.
 Memos should be taken during the telephone conversation of warning messages. However,
memos are not kept (or memo is not made).
 The system relies on the landline telephone and mobile telephone. In this situation,
communication may not be conducted due to the congestion and the condition of radio
waves.
 Created video tape is delivered to MRTV from DMH. During the delivery, weather news is
sometimes updated, so that information dissemination is not conducted timely.
34
c) Policy for Improvement of Information Dissemination
Information dissemination routes and methods were proposed based on the following policy.
 Information dissemination system for the government organizations are strengthened →

vertical information dissemination by each department and horizontal information sharing
at each local level will be strengthened.
 Main communication line is the dissemination of written message by fax or telephone
memo. (Operational issue can be solved through the training programs)
 Backup line or redundancy is secured in case there is trouble with the telephone and/or fax.
 The system can be expanded to other areas by the Myanmar government from the points of
technology and budget.
 Tsunami warning has to be disseminated to the resident people more promptly than a
cyclone or storm surge warning. It is necessary to consider the means of dissemination of a
tsunami warning with putting an emphasis on promptness.
2) Strengthening of the information dissemination system at government level
Based on the above policy, the information dissemination system was improved by installing the
following communication equipment for related agencies at pilot areas in Nay Pyi Taw,
Ayeyarwaddy Region and Rakhine State
a) Strengthening of information dissemination at each department
The dedicated networks to enhance the vertical information dissemination system for each
department were established.
 SSB Radios (RRD: Nay Pyi Taw office, Regional/State offices, District offices, GAD: Nay
Pyi Taw office, Regional/State offices, District offices, Township offices, Village Tracts)
 C Band Satellite System (RRD: Nay Pyi Taw office, Regional/State offices)
b) Strengthening of information sharing at central level
The network to enhance the horizontal communication system at the central level was
established.
 IP telephone system by utilizing the existing optical fiber network at central level (RRD,
DMH, GAD)
35
Photo 2.3.2 SSB Radio
Photo 2.3.3 Satellite Communication (left) and IP Telephone System (right)
c) Specification of Equipment
SSB Radio
The Project has selected a relevant model that generates output signals to sufficiently cover the
distance between these agencies, while also providing reasonable usability for staff who handle it.
In addition, staff should be able to carry out maintenance work on antennas for radio
transmission and reception. A half-wave dipole antenna will be then suitable for outside
installation. The main antenna elements are two small, 20 meter high guyed-masts formed with
22-meter antenna wire (equivalent to half wave length at 7MHz). Where a commercial power
supply is available, a power source has been stabilized against voltage fluctuations with an
AC-DC converter. With no AC power supply, independent solar power systems and a diesel
power generation system have been selected for villages smaller than village tracts where an AC
power supply is unavailable.
The installed SSB radio system in this Project would apply a new frequency for disaster
communication only. At the beginning of the 2nd year, in March 2014, RRD applied to MPT for
a new frequency for disaster management purposes, and MPT finally approved this new
frequency in October 2015. The following shows the new frequency given by MPT.
36
Table 2.3.6 List of Frequencies (disaster management communication only)
CH Number Frequency
CH1 4,750kHz
CH2 6,305kHz
CH3 8,752kHz
CH4 9,205kHz
One of the characteristics of high-frequency communication is that the accessible frequency

changes because the state of the ionosphere changes depending on whether it is day or night.
Frequencies above 7 MHz can be used during the daytime, while those below 7 MHz can be used
during the night. The testing conducted under the Project demonstrated and verified this at the
sites.
C-band satellite communication equipment
In Myanmar, IPSTAR provides satellite communication services throughout the country. In

addition to related services, its agencies work on the installation and adjustment of equipment.
Most of the transceivers are leased by IPSTAR at the time of installation, included in the initial
costs.
IP communication over an optical fiber network
In recent years in Nay Pyi Taw, MPT has been rapidly developing an infrastructure for optical
transmission networks. Communication networks using a general application (Skype) are
composed of PCs set up with LAN at the offices via a wireless router and a switching hub (L2).
3) Information Dissemination Equipment for Residents
Based on the above policy, an information dissemination system was improved by installing the
following equipment to pilot villages in the Ayeyarwaddy Region and Rakhine State. The system to
disseminate the information from DMH to residents through media such as MRTV and Pyinsawadi
FM was also improved.
a) Improvement of information provision to villages
Fixed type telephones with reinforced antennas were installed in pilot villages in order to
strengthen the capacity to disseminate information from village tracts to villages.
 Fixed type telephone with reinforced antennas (CDMA for three villages in the
Ayeyarwaddy Region and GSM for four villages in Rakhine State)
b) Improvement of information provision to residents
Speakers were installed in pilot villages in order to disseminate the information from village
leaders to residents.
37
 Loudspeakers and Handy speakers (seven villages in the Ayeyarwaddy Region and Rakhine
State)
Photo 2.3.4 Communication Equipment for Villages
c) Improvement of information provision through the media
The system to transfer the weather forecast program from DMH to MRTV was established.
 Dedicated line by optical fiber cable
Optical Fiber
Photo 2.3.5 Connection between DMH (left) and MRTV (right)
d) Specification of Equipment
Fixed Type Telephone with Reinforced Antenna
This system is intended to deliver weather alerts and evacuation information to villages through
village tracts. Given that the population of the target area is small and dispersed geographically,
installation of extensive electric communication networks is inefficient in practical terms,
possibly taking considerable time to complete the work. Instead, the Project will utilize an
existing mobile phone network provided by MPT, CDMA in the Ayeyarwaddy Region and GSM
in Rakhine State. While the JICA Expert Team tested to ensure the actual signal strength in the
pilot villages, a fixed-line telephone terminal with an external antenna has been selected to boost
potentially weak signals and make communication more reliable.
38
Loudspeakers and Handy Speakers
Loudspeakers and handy speakers are terminal devices to inform village residents of an alert and
evacuation notice issued from DMH, guiding them to shelters as necessary. Considering the size
and population distribution of the pilot villages, external loudspeakers have been installed at two
points in each pilot village to announce alert messages. In distant areas where sound does not
reach sufficiently, volunteer residents directly call out the warning with handy speakers. The
external loudspeakers need to be attached to poles above roof height, preferably at the residences
of a village chief and his counterpart. The two speakers should maintain a reasonable distance
between them to cover across a wider area.
In the target village tracts and the pilot villages in the Ayeyarwaddy Region, solar power systems
are set up, since the power supply is unavailable in these areas. In Rakhine State, a diesel power
generation system was also installed due to insufficient sunshine during the rainy season.
Optical Fiber Cable Network between DMH and MRTV
The video file of the weather forecast used to be delivered from DMH to MRTV by motorbike.
Updates of the information sometimes occurred during such delivery. Thus, timely
communication was yet to be established. Therefore, the optical fiber network which enables
users to send the video of the weather forecast to MRTV has been developed in the fourth year of
this project. This system could shorten the necessary time for transmitting the file from several
hours to one second. The figure of the network among related agencies and the equipment
provided are as shown in the figure below.
Figure 2.3.8 Network between DMH and MRTV
Consultation with DMH, MRTV and MPT was promptly conducted after starting the fourth year
of this project. Responsible agencies for the overall system, ownership of the equipment, and
ownership of the optical cable which will be newly installed etc. were agreed.
39
4) Operation and Maintenance of Information Dissemination Equipment
a) Background and Objective
All of the above communication equipment were installed by the end of the third year of this
project, and each agency and village has started their operations. As for the equipment for the
village level, the operation rules of equipment were discussed and defined in the CBDRM
activity. As for the equipment for government agencies, some of the installed equipment
especially at Nay Pyi Taw HQs of RRD, DMH and GAD were not properly operated at the time
of cyclone in May 2016. Therefore, the operation rules of equipment for use during normal time
and an emergency situation were discussed and compiled as a manual in the project.
b) Contents of Activity
A meeting with RRD, DMH and GAD was held in July 2016 in order to confirm the operation
condition of the communication equipment by each agency and to discuss the daily operation
rules and detailed contents of information to be disseminated through SSB during an emergency
situation. Based on this discussion, a draft operation and maintenance manual and checklist were
developed. In November 2016, another meeting was held to confirm the operation condition and
operation and maintenance manual were finalized.
5) Outcome
The system to disseminate the information issued by DMH HQs to residents was proposed and
established in the pilot areas by installing the equipment. The effectiveness of the proposed system
was confirmed through the information transmission exercises. The installed equipment is operated
and maintained properly by using the operation and maintenance manual prepared by this project.
Responsible officers could get used to using the equipment through the information transmission
exercises. List of installed communication equipment is shown in the annex.
(2) Utilization of Mass Media for DRR
Activities for “Improvement of Information Dissemination System” were conducted in order to

disseminate the information issued by DMH to residents promptly and surely. Activities for
“Improvement of Warning Message” were conducted in order to improve the contents of warning
message to be utilized by the recipients.
In Japan, TV companies try to broadcast the information issued by the Japan Meteorological
Agency to be understood easily by audiences. This project involved the mass media to the project
activities from the points how to broadcast the information to be understood easily and how to
enlighten the audiences even during the normal period.
40
2) Contents of Activity
The major broadcasting stations in the Ayeyarwaddy Region and Rakhine State are the MRTV and
Pyinsawadi FM. The project invited the officers from these two companies to enhance the
awareness for DRR.
Table 2.3.7 Activities for Mass Media
Year Activity Contents
Second Invite to HRD  The officers of mass media were invited to the working group meetings to develop the
Year activity in early warning manual and HRD program in the activities for output 2 “HRD
Rakhine State activities”, and their awareness for DRR was tried to be enhanced through the
discussion
Third Year Invite to  The expert for DRR broadcasting in Japan was invited to the annual seminar to
annual seminar present “Role of Media on DRR in Japan”
 The officer of mass media was invited to the annual seminar to present “Efforts by
mass media for DRR in Myanmar”
Third Year Invite to  Officers from the mass media were invited to the training program in Japan in
training addition to the officers from RRD, DMH, GAD, and studied the role of mass media
program in for DRR in Japan and efforts for DRR by a TV company.
Japan  Activities for DRR to be conducted by MRTV in the near future were discussed after
the training program.
Whole Invite to PICs  Awareness for DRR was enhanced through inviting the officers of mass media to
Years and JCC PICs and JCCs
3) Outcome
Awareness for DRR for the officers of MRTV and Pyinsawadi FM, especially the officers who had
participated in the training program in Japan, was enhanced through the project activities. In the
meeting held after the training program in Japan, some ideas to improve their activities were raised
such as the real time broadcasting from the affected areas by disasters, interviews to affected people,
improvement of programs to be understood easily, and awareness enhancement program during
normal period etc. Some of the officers presented their ideas actively in the PIC and JCC meetings
and “Improvement of Disaster Broadcasting” was selected as one of the major activities in the
on-going “MRTV Capacity Enhancement Project” conducted by JICA.
2.3.5 Risk Knowledge
(1) Implementation of Storm Surge Simulation
People in the Ayeyarwaddy Region are highly aware of DRM and evacuation based on the
experience of Cyclone Nargis. On the other hand, it was found that people in Rakhine State do not
understand the risk of cyclones like the people in the Ayeyarwaddy Region. One of the reasons is
that the people in Rakhine State have suffered from the cyclones more often than the people in
Ayeyarwaddy Region; however, they have not experienced devastating damage like the aftermath
of Cyclone Nargis. Although Cyclone Giri caused damage to Rakhine State in 2010, the damage
was much smaller compared to the damage by Cyclone Nargis.
41
In order to improve the awareness of people in the pilot areas in Rakhine State, a storm surge
simulation was implemented to make people understand what will happen in the villages if a strong
cyclone like Nargis hits the villages.
2) Outline of Storm Surge Simulation
The typhoon model is used for calculating the wind, and the Myers model is used for calculating the
storm surge. The 30 seconds grid data from the British Oceanographic Data Centre is used for the
topographic data.
Regarding the cyclone data, the worst case scenario for the pilot villages is assumed, which is the
case if Cyclone Giri maintains its center pressure of 922 hPa for two hours before its landing and
the course is the same as the actual Cyclone Giri. It is found that this cyclone is stronger than
Cyclone Nargis. It is assumed that the storm surge hits when the tidal phase is at mean sea level.
The water level of the storm surge which hits at the time of the high tide is also estimated by using
the result of the simulation.
3) Result of Storm Surge Simulation
The result of the storm surge simulation (plan view of maximum storm surge anomaly) is shown in
the figure below. According to this figure, the maximum storm surge anomaly at Myebon is 4m,
where the devastating damage occurred during a Cyclone, and 1.8m at Kyauk Phyu where the pilot
villages exist.
Figure 2.3.9 Plan View of Storm Surge Anomaly
The time series of the storm surge anomaly and the tide level at Kyauk Phyu if the storm surge hits
at the time of high tide are shown in the figure below. Normally, the high tide level is about 1m
above the mean sea level, however the tide level will reach about 4m above the mean sea level
according to the simulation. And also, the tide level will rapidly increase within four hours.
42
Figure 2.3.10 Tide Level Variation at Kyauk Phyu
The difference in the plan views of the storm surge anomaly is shown below for when the course of
the cyclone is shifted from the original course of Cyclone Giri to 1.5 degrees (about 150km)
westwards. In this case, the area around Sittwe will be affected heavily by the storm surge. If the
course is shifted eastwards, the southern area of Rakhine State such as Thandwe will be heavily
affected by the storm surge.
Figure 2.3.11 Plan View of Storm Surge Anomaly (Left: Course of Cyclone Giri,
Right: Course shifted 150km westwards)
4) Outcome
The above result of the storm surge simulation will be utilized in the following HRD Activity and
CBDRM activity. In addition to these activities, explanation meetings were held for DMH officers
in March 2015. It has been understood very well by the DMH officers that the scientific based risk
assessment is very effective for the education of people, and the effects of the normal tidal changes
43
to the inundation by the storm surge are very big. Therefore, the understanding of the importance of
tide monitoring has been increased.
(2) Survey on 2015 Floods
Torrential rains and the onset of Cyclone Komen triggered severe and widespread floods and
landslides from June to August 2015 across twelve out of fourteen states and regions in Myanmar.
An estimated 1.6 million individuals were recorded as having been temporarily displaced from
their homes by the disaster, and 132 people lost their lives.
In Japan, whenever disaster occurs, the actual damage, the disaster characteristics, the actions taken
for response, the issues and recommendations, etc., are summarized as a “Disaster Report” in order
to utilize the experience of disaster to better prepare and respond to future disasters. Also in
Myanmar, the preparation of this kind of disaster report in cooperation with the related agencies is
believed to reduce the damages caused by future disasters. In order to show an example of a disaster
report, a survey on the 2015 floods was conducted in the Project. Although the disaster report
should cover the above mentioned contents such as the actual damage, the disaster characteristics,
the actions taken for response, issues and recommendations, etc., this survey covers only the
disaster characteristics and the issues and recommendations from the point of early warning and
evacuation, such as information dissemination and its promptness and certainty, which were
prioritized among other analysis and were not conducted by other donors due to the constraints of
time and human resources. (The details are shown in the annex.)
2) Outline of Survey
The survey consists of the “Hydro-Meteorological Survey” and the “Interview Survey”. The
characteristics of disasters and their causes were studied in the “Hydro-Meteorological Survey”
from the various available data and information such as rainfall amounts and water levels, weather
charts and satellite images, etc. owned by DMH and JMA, and the actual damage data owned by the
Ministry of Social Welfare, Relief and Resettlement (MSWRR). The interviews with government
officers and residents in the affected areas (Chin State, Sagain Region, Rakhine State, Magway
Region and Ayeyarwaddy Region were selected.) were also conducted in the “Interview Survey”
on the actual situation of response activities, especially the communication and evacuation activity.
Based on the results of these surveys, the issues and recommendations, especially for the
improvement of the early warning system for flood disasters, were reported.
3) Sharing of Survey Result
This survey began early in December 2015, and the progress of the survey was presented to the
counterpart members in late December. Also, a summary of the survey results was presented at JCC
and the lessons learned workshop on the 2015 floods was held in February 2016.
44
Table 2.3.8 Sharing of Survey Result
Meeting Date Contents
Progress Report 18 December 2015  RRD, DMH and MRTV participated in the meeting.
Meeting  The objective of the survey was explained and the example of a disaster
report in Japan was introduced by the JICA Expert Team. It was followed
by the presentation on the progress of the hydro-meteorological survey on
the 2015 floods.
JCC 5 February 2016  The result of survey was presented.
 There were some comments saying that the language and education
problems in the remote areas, such as Rakhine, Chin and Sagain, had to be
considered carefully.
Lessons 9 February 2016  Workshop was jointly hosted by JICA, USAID, UNOCHA and WFP.
Learned  The officers from most of the government agencies related to DRM,
Workshop especially to the disaster response, the local level officers of RRD and
GAD from affected areas, and the staff from donors and NGOs who took
actions in the actual disaster response period participated in the workshop.
(Total number of participants is 68.)
 In the morning session, followed by a presentation on the summary of this
survey, the group discussion on the Early Warning “What kind of
information is expected by EOC and local government and local
residents?” was held.
 More issues on information dissemination to local residents were raised
than the issues on the contents of information and warning message.
4) Outcome
A survey report on the 2015 floods was prepared consisting of “Hydro-Meteorological Survey” and
the “Interview Survey”. The importance to prepare and accumulate the disaster reports after the
disasters, and to utilize the reports for the next disasters was understood by the participants very
well through the workshop participated by related agencies.
2.3.6 Issues, Initiatives and Lessons Learned
(1) Improvement of TIMELINE
The importance to define the roles of agencies on DRR was recognized by the participants through
the discussion on TIMELINE. On the other hand, there were some challenges that not all the related
agencies participated in the workshops and this TIMELINE could only be applied to cyclone
disasters.
It is urgently required that all the related agencies will be involved, TIMELINE for other disasters
will be prepared, the NDMC and working committees of NDMC will be involved, information
sharing routes with outside agencies such as NGOs or donor agencies will be clarified, and
activities for damage assessment will be included in order to improve TIMELINE. Continuous
efforts by the Myanmar side are expected for the further improvement of TIMELINE.
45
(2) Monitoring Tide Level and Data Analysis
The automatic tide gauge and simple tide gauges installed in this project are operated and
maintained by the Myanmar side properly based on the training conducted in the project by
utilizing the operation and maintenance manuals prepared by the project. On the other hand,
malfunctions of the equipment, such as sensor or data logger etc., which are not produced in
Myanmar or which cannot be maintained in Myanmar, have to be supported by the Japanese side.
In addition, it is necessary to operate and maintain the equipment by several officers in preparation
for the transfer of the responsible officers.
The capacity for the astronomical tide prediction had not been enhanced for a long time by the third
year of the project, since the responsible division for this work had not been defined in DMH. But
in the fourth year of the project, the capacity for the astronomical tide prediction was smoothly
enhanced, because the responsible officers were nominated from the newly established “Marine
and Radar Division”. It is expected that the marine and radar division will take an initiative to
confirm the deviation between actual monitored data and the predicted astronomical tide data every
day. However, through the project activities, only the deviation has been known at this moment. It
is necessary to predict the storm surge accurately and to define the threshold tide level, and to
increase the number of tide gauge stations constantly etc. in order to forecast the storm surge and to
issue warning effectively.
(3) Effects by Information Transmission Equipment and System
The SSB radio system was highly evaluated by the counterpart agencies, and RRD have purchased
30 additional radio equipment units and among them, fifteen units of the radio equipment have
been installed at the local offices of RRD. The Fire Service Department and Myanmar Red Cross
are considering to install a SSB radio system in their organization. One of the reasons of this
success can be the acquisition of frequencies only for the DRR purpose by this project. Efficient
information sharing can be possible by related agencies including donor agencies by using the SSB
radios with the same frequencies. On the other hand, the installation of SSB radios at the village
tract level in a short period of time seems not effective at this moment, from the points of expanding
nationwide and less capacity to operate and maintain the equipment, though the radio equipment
was installed at the pilot village tracts in this project.
The satellite communication system is not utilized in a positive manner due to the high
communication cost. IP telephone system is also not used positively. It does not seem practical for
the counterpart officers to use these communication tools during the normal time when the mobile
phones can be used. However, these tools are effective during the emergency period and it will be
difficult to use these tools during an emergency period if they are not used during normal period.
Periodical operation check should be conducted the same as with the SSB radio system.
The video files prepared by DMH HQs can be transmitted at once by installing the optical fiber
network between DMH and MRTV, though it took several hours to transmit files before the project.
46
DMH and MRTV have already started discussions to utilize this network. DMH has decided to
increase the number of times the meteorological information is provided to MRTV, from once a
day to three times a day. MRTV has decided to broadcast the received information during the news
programs following the forecast. Technically, the real time broadcasting from DMH can be
possible by using this network, and this real time broadcasting will be discussed in the on-going
technical cooperation project for MRTV “MRTV Capacity Enhancement Project” by JICA.
(4) Understanding of Importance of Disaster Record
More than six months have passed since the 2015 disaster occurred. No similar reports have been
found up to know which are science-based and widely-covered. As a “Disaster Report”, the
contents of this report do not include the damage analysis or the actions taken for response activity,
etc. which would be prepared by RRD, and the issues are raised mainly for the early warning and
evacuation system, not for the overall DRM. Therefore, this report is not sufficient as a disaster
report to be utilized effectively for future disasters. The actions taken by related organizations for
the response activity including donor agencies were presented in “the Lessons Learned Workshop
for 2015 Floods and Landslides” held on February 9, 2016, and the findings, issues and
recommendations were shared among the participants. However, in order to avoid forgetting the
results of the workshop, it is highly recommended that the Myanmar side prepare a report on the
actions taken by the related agencies.
The Project activities, such as the improvement of an early warning system, and the capacity
enhancement of government officers and residents, have been conducted mainly for cyclone
disasters along the coastal areas for the last three years. It was found that these experiences and the
lessons learned from the experiences are basically applicable to flood disasters. This is because
most of the reasons for the disaster damages this time were the same as the issues at coastal areas,
such as an insufficient information dissemination system, lack of knowledge and experience on
DRR for government officers, and lack of a response capacity by residents etc. However, it should
be noted that it is not easy to forecast floods, to communicate with remote areas, or to enhance the
capacity of government officers and residents on flood disasters, compared to cyclone disasters,
since floods may occur anywhere in Myanmar and sometimes very locally. This kind of report can
be prepared by observing the rainfall amount and water levels continuously, and by conducting a
survey to report the disaster records and damage situation whenever a disaster occurs. It was
explained repeatedly by the project that the damage of future disasters would be reduced by
accumulating this kind of disaster report. The counterpart members understood the importance to
prepare the disaster report, but the steady efforts to continue the activity would be necessary, since
the accumulation of reports would be effective for reducing disaster damages.
47
(14) Identify needs of training

(15) Conduct training on natural disasters and end-to-end early warning systems, including a
simulation exercise, for the staff of RRD and DMH from the central government, and for the
members of state/region disaster management committees.
(16) Develop manuals and other information, education and communication (IEC) materials on
end-to-end early warning systems at all levels (central level, local government level, district level,
township level and community level)
(17) Reflect lessons learned from Task (15) into the manuals and other IEC materials
Below is the list of activities corresponding above mentioned activity items.
Table 2.4.1 Chapters in this report corresponding to the activity in the TOR
Activity in the
Chapter in the this report
TOR
(14) 2.4.2 Implementation of Human Resource Development activity
(15) 2.4.2 Implementation of Human Resource Development activity
2.4.5 Implementation of information transmission exercise
(16) 2.4.3 Preparation of Early Warning Manual
2.4.4 Preparation of Human Resource Development Program
(17) 2.4.3 Preparation of Early Warning Manual
Source; JICA Expert Team
(1) Overview of activities
In order to establish an effective Early Warning System, it is essential to enhance the response
capacity of government officers. It is necessary for the government officer related to DRM to get
general knowledge on DRM, and on the roles and responsibilities of each organization and office.
However, according to the results of the capacity assessment conducted in the 1st and 2nd year
targeting the government officers, it was confirmed that especially local government officer do not
have enough knowledge on DRM though they have real experience on actual disaster response. It’s
due to the limitation of the number of RRD and DMH officers at the local level, unspecified roles
and responsibilities on DRM of each organization and office, and a limitation of opportunities to
participate in training. Therefore, the human resource development activity for the government
officers was necessary.
In the 2nd and 3rd year, the human resource deployment activities related to early warning including
some meetings, seminars, and exercises were conducted as pilot activities targeting Working Group
members (ten officers in the Ayeyarwaddy Region and nine officers in Rakhine State from RRD,
DMH, and GAD)
In the 3rd and 4th year, the effectiveness of the pilot activity was verified as a follow up activity
through the implementation of HRD Program (refer to 2.4.4) and an information transmission
48
exercise (refer to 2.4.5) by the initiative of the Working Group members in the Ayeyarwaddy
Region and Rakhine State.
The HRD activity which was prepared through the pilot activity and the follow up activity was
integrated into the expansion plan (refer to 2.6). As one of the activities in the expansion plan, the
HRD Program will be conducted for the government officers at region/state, district, and township
level in the Ayeyarwaddy Region and Rakhine State, also the information transmission exercise
will be conducted once a year in the Ayeyarwaddy Region and Rakhine State.
(2) Outcomes
The following outputs were prepared through the implementation of the HRD activity.
 Early Warning manual: refer to 2.4.3

 IEC materials (HRD Program): refer to 2.4.4
 Essential part of expansion plan: refer to 2.6
By preparing the Early Warning manual, the Working Group members received the necessary
knowledge on the information transmission route and equipment for early warning, and actions to
be taken at each stage before a cyclone approaches. Also, it is expected that the related
organizations have the common understanding for the Early Warning System.
By preparing the HRD Program, the Working Group members received the general knowledge on
DRM, Early Warning System, and lessons learned from recent huge disasters in Japan, the
Philippines, and Myanmar. Also, through the implementation of the follow up activity, they came
to be able to work as the lecturer of the HRD Program.
2.4.2 Implementation of Human Resource Development activity
(1) Background and Objectives
Background of HRD activity is described in 2.4.1 (1).
The objectives of the HRD activity were designed as follows:
 Establishment of early warning systems in the Ayeyarwaddy Region and Rakhine State, and
prepare manuals and materials that can be understood by everybody
 Preparation of an expansion plan based on the experience from the pilot activity
 Improve the capacity of national and local governments regarding early warnings
 Those activities will be done by on-the-job training and human development presented by a
person who can implement disaster management activities
The Working Group members were nominated for the purpose to conduct activities in the pilot area
in collaboration with JICA Expert Team and government officers in the pilot area, to develop
human resources who proactively implement the Project, and to expand the activities of the Project
after the pilot project activities. The Working Group members had been chosen from RRD, DMH,
49
and GAD of the pilot area in the Ayeyarwaddy Region and Rakhine State as shown in the table
below. However, any related officers, especially the junior level officers, are requested and
expected to participate in the activity.
Table 2.4.2 Working Group members

Organization Members in Ayeyarwaddy Region Members in Rakhine State
Relief and Resettlement Ms. Win Pa Pa Kyaw Mr. Myint Soe
Department (RRD) Mr. Han Lin Htut Mr. Sani
Mr. Kyaw Kyaw Win San Ms. Nan Moe Nwe
Ms. Htay Myat Mon Mr. Maung Maung Gyi
Department of Meteorology and Mr. Tin Maoung Yi Mr. Htun Aye Kyaw
Hydrology (DMH) Mr. Aung Myint Kyi Mr. Than Tun Win
Mr. Than Htike Ko
General Administration Ms. Myat Myat Khine Mr. Moe Naing Tun
Department (GAD) Mr. Kyaw Thet Htoo Mr. Soe Lwin
Mr. Soe Myat Thu Mr. Aung Naing Thu Oo
In the 2nd year and 3rd year, the HRD activity was conducted in the Ayeyarwaddy Region and
Rakhine State as the pilot activity.
 On the job training (OJT) of Working Group members

 Implementation of Human Resources Development Seminar
 Implementation of Information Transmission Exercise
In the third year and fourth year, the effectiveness of the pilot activity was verified in the
Ayeyarwaddy Region and Rakhine State through the follow up activities as shown below.
 Implementation of Human Resources Development Program by the Working Group members

 Implementation of Information Transmission Exercise by the initiative of the Working Group
members
(2) Outcomes
The following activities were conducted in the Ayeyarwaddy Region and Rakhine State
50
Table 2.4.3 HRD activities in Ayeyarwaddy Region
Year Date Meeting/Seminar Participant
st
1 Working Group Working Group members
2014/3/18
meeting
2nd Working Group Working Group members
2014/5/6
meeting
3rd Working Group Working Group members
2014/7/22
meeting
4th Working Group Working Group members
2014/10/22
Second year meeting
(Pilot activity) HRD Seminar About 50 people
(Pathein) • Working Group members
2014/7/24 • RRD, DMH, GAD (Regional and District office)
• DMH HQs
• Other DRM agencies
HRD Seminar About 50 people
(Nay Pyi Taw) • Working Group members
2014/10/27
• RRD, DMH, GAD (HQs)
HRD follow up Lecturer: Working Group members
2015/4/30 meeting (Labutta Participants: 104 people (GAD Township officer, Village Tract
Township) Administrator, etc.)
2015/5/22 meeting (Bogalay Participants: 100 people (GAD Township officer, Village Tract
Third year HRD follow up Lecturer: Working Group members
(Follow up 2015/6/15 meeting (Nga Pu Participants: 79 people (GAD Township officer, Village Tract
activity) Taw Township) Administrator, etc.)
2015/7/15 meeting (Pathein Participants: 70 people (GAD Township officer, Village Tract
2015/7/15 meeting (Thar Pao Participants: 200 people (GAD Township officer, Village Tract
51
Table 2.4.4 HRD activities in Rakhine State
Year Date Meeting/Seminar Participant
st
1 Working Group Working Group members, DMH HQs
2015/5/21
meeting
2nd Working Group Working Group members, DMH HQs
2015/6/2
meeting
3rd Working Group Working Group members
2015/7/21
meeting
4th Working Group Working Group members, Trainers in Japan from GAD Kyauk
2015/10/16
meeting Phyu District and Township
Third year HRD Seminar About 40 people
(Pilot activity) (Sittwe) • Working Group members
2015/7/23 • RRD, DMH, GAD (State office)
• DMH HQs
• Other DRM agencies (MRTV, etc.)
HRD Seminar About 50 people
(Kyauk Phyu) • Working Group members
• RRD, DMH, GAD (District and Township office)
2015/10/20
• Kyauk Phyu District and Township Disaster Management
Committee
2016/9/22 meeting (Myebon Participants: 50 people (GAD Township officer, Township
Township) Disaster Management Committee members, etc.)
2016/10/6 meeting (Pauk Taw Participants: 56 people (GAD Township officer, Township
Fourth year Township) Disaster Management Committee members, etc.)
(Follow up
activity) HRD follow up Lecturer: Working Group members
2016/11/6 meeting (Thandwe Participants: 53 people (GAD Township officer, Township
2016/11/25 meeting (Ann Participants: 70 people (GAD Township officer, Township
The contents of the activities in each meeting and seminar conducted by the Working Group
members are shown below.
 Main challenges for early warning (Roles and responsibilities, warning contents, information
transfer, CBDRM activities etc.) were discussed and an early warning system manual was
developed. Consultation with the national level of RRD and DMH was conducted as needed.
 Installation of equipment in the pilot area, training for the use of the equipment, operation of
early warning systems etc., were conducted.
 Proactively participated in the activities such as the preparation for human resource
development seminars, development of materials, and presentations in the seminars.
 Experience learned from training in Japan was shared by the trainees.
 Expansion plan for activity after the completion of the Project was considered.
The details of the information transmission exercise conducted in the pilot activity and follow up
activity are described in 2.4.5.
52
(3) Outcomes
The outcomes of HRD activity are described in 2.4.1 (2).
2.4.3 Early Warning manual
(1) Background and objectives
The purpose of the Early warning manual is to clarify the roles and responsibilities of each level
from the central government to local governments of RRD, DMH, and GAD, and to contribute in
the establishment of the effective Early Warning System. Also, it is expected that the above related
organizations have the common understanding for the Early Warning System.
This manual basically conforms with the “Standing Order on Natural Disaster Management in
Myanmar”, since the roles and responsibilities on DRM of each Ministry are stipulated in the
Standing Order. In addition, this manual focuses on the detailed action by RRD, DMH, and GAD in
the Early Warning stage.
Also, this manual is unified from the union level to the township level except for the action list of
each organization and office since it is important for all organizations and levels to have a common
understanding to take early warning actions. As for the community level, CBDRM manual
prepared in Output 3 is utilized.
(2) Contents of Early Warning manual
This Early Warning manual is expected to be utilized by related organizations involved in early
warning, RRD, DMH, and GAD in the Ayeyarwaddy Region and Rakhine State. The target
disasters are cyclones and storm surges.
The contents and appendix materials of this manual are shown in the figure below. (The details are
shown in the annex.)
53
Appendix materials
 Contact list
 Installation location list
Contents
 Operation manual for SSB radio wave
1. Purpose of Early warning manual
 Operation manual for PC(Skype)
2. Information transmission route and equipment
 Operation manual for IP-STAR
2.1 Information transmission route
 Maintenance manual for SSB radio wave
2.2 Contact list
 Daily check list for SSB radio wave
2.3 Manual of equipment
 Weekly check list for PC(Skype)
3. Actions to be done by each organization
 Weekly check list for IP-STAR
3.1 Decision and implementation of actions
 Action check list
3.2 Consideration of actions to be taken
 Designation of Flag Signals Indicating Storm
4. Send / Receive Format of EW information
Hazards for Display in Wards/Villages
4.1 Warning message from DMH
 Send/Receive Format of EW information
4.2 Instruction of action
 Beaufort wind scale
4.3 Local situation
 Rainfall scale
Figure 2.4.1 Contents and appendix materials of Early Warning manual
Chapter 1 is the purpose of this manual, and Chapter 2 is the information transmission route and
equipment. Chapter 2 describes the target organizations and the route from which the Early
Warning information is received or disseminated by each organization. Also, the contact list of
each office, and the operation and maintenance manual for several equipment installed in the
Project were included as the appendix materials.
Chapter 3 is the actions to be done by each organization. The Standard Operating Procedure (SOP)
for the detailed actions of each office which was prepared through the implementation of an
information transmission exercise was included as the appendix materials.
Each office has to decide and take suitable actions based on the warning message issued by DMH.
In this manual, the detailed actions to be done by each organization and office were described
corresponding to the yellow, orange, and red cyclone color code since most of the actions are
decided based on the cyclone color code as the present situation in Myanmar. However, the actions
are not always decided by the color code, it shall follow the detailed contents of DMH warning
message except for the color code, the instruction of higher organizations, and local situation.
Therefore, the items to be considered except for the color code were described in this manual. For
example, it is necessary for each office to consider issuing an evacuation instruction to residents
without waiting for the red color code stage through proactive collection of the necessary
information.
54
Chapter 4 is the Send / Receive Format of the early warning information. The early warning
information shall be recorded in this format as shown in the figure below.
Figure 2.4.2 Send / Receive Format of EW information
It is expected that this format contributes not only to suitable information dissemination but also the
improvement of an early warning system by analyzing the record in this format.
It is expected that this manual will be revised based on the actual situation through discussion and
review among the related organizations after the event of each disaster. For example, another
information transmission tool such as Social Network Service (SNS) like Facebook and Short
Message Service (SMS) of mobile phones can be adapted to this manual based on the present
situation and intention in Myanmar.
(1) Objectives
The Human Resource Development Program was prepared as a teaching material to enhance the
capacity of government officers involved in DRM and Early Warning.
Also, this program is unified from the union level to the township level except for the action list of
each organization and office since it is important for the all organizations and levels to have a
common understanding to take early warning actions. As for community level, the CBDRM
manual prepared in Output 3 is utilized.
55
(2) Contents of HRD Program
The HRD Program consists of four kinds of presentations and five kinds of IEC materials, taking
three hours. The detailed contents are shown in the table below. (The details are shown in the
annex.)
Table 2.4.5 Contents of HRD Program
Time Contents of Program
15 min Introduction of HRD Program
15 min IEC Material-1: Cyclone Nargis
20 min Program 1: General overview of Disaster Risk Reduction
15 min IEC Material-2: Interviews with Victims
20 min Program 2: General overview of Early Warning System
15 min IEC Material-3: Typhoon Yolanda
10 min (Coffee break)
15 min IEC Material-4: Great Indian Ocean Tsunami
20 min Program 3: Lessons Learned from Recent Disasters
15 min IEC Material-5: Great East Japan Earthquake
Program 4: Simulation for Inundation due to Storm Surge, and
20 min
Tsunami simulation
The IEC Material-1 includes the experience of one of GAD officer who responded to Cyclone
Nargis in Ayeyarwaddy Region in 2008. Also, the IEC Material-2 includes an interview with
victims of Cyclone Nargis. The IEC Material-3, 4, and 5 are videos to learn about Typhoon
Yolanda in Philippine, the Great Indian Ocean Tsunami, and the Great East Japan Earthquake.
Program 1 and 2 are presentations to learn about general overview of Disaster Risk Reduction and
Early Warning System. Program 3 is a presentation to introduce some lessons learned from recent
huge disasters in Japan and the Philippines by classifying the experience into four key elements,
Risk Knowledge, Monitoring & Warning Service, Dissemination & Communication, and
Response Capability. Program 4 is a presentation to learn about the mechanism of storm surges and
tsunamis by showing the results of the simulation mentioned in 2.3.5.
The HRD Program was conducted by the Working Group members as shown in the photos below.
The HRD Program was conducted by the Working Group members through implementation of the
HRD seminar and the follow up activities in order to verify the effectiveness of the HRD Program,.
The results of the questionnaire given to the participants are shown in the table below.
56
Answer
1: Poor or No⇔4: Good or Yes
25
22
20
18 18
17 17
16 16
15 15
15
12 12 12
11
10
10 9 9
8 8 8 8 8 8 8
7 7 7
6 6
5
5 4 4 4 4 4
3 3 3 Pre-Evaluation
2 2 2
Post-Evaluation
0
Answer = 1
Answer = 2
Answer = 3
Answer = 4
Answer = 1
Answer = 2
Answer = 3
Answer = 4
Answer = 1
Answer = 2
Answer = 3
Answer = 4
Answer = 1
Answer = 2
Answer = 3
Answer = 4
Answer = 1
Answer = 2
Answer = 3
Answer = 4
I have enough I can explain the I can explain the I can explain the four I can explain the
knowledge on DRR DRM Cycle difference of key elements for Cyclone Color Code
mechanism on developing Early in Myanmar
Tsunami and Storm Warning System
Surge
Figure 2.4.3 Results of questionnaire for HRD Program
In the questionnaire given to the participants, five kinds of question related to DRR knowledge,
DRM cycle, difference of the mechanisms of tsunamis and storm surges, the four key elements for
EWS, and the cyclone color code were answered by the participants before and after the
implementation of the HRD Program. The results of the questionnaire are showing that the capacity
of the participants on DRR was enhanced since the negative answers 1 and 2 were decreased, and
the positive answers 3 and 4 were increased after the implementation of the HRD Program. In this
sense, it was confirmed that the proposed HRD Program can be one of the most effective tools for
enhancement of government officers.
For the implementation of the HRD Program, it is necessary to dispatch lecturers to make
presentations on the HRD Program. However, from the viewpoint of the current situation that many
counterpart officers had been transferred to another office, the presentations and IEC materials in
HRD Program were prepared with the script in the Myanmar language so whoever can be the
lecturer.
It is expected that the HRD Program will be revised accordingly. Even though the current HRD
Program includes the lessons learned from recent huge disasters, it is necessary to include the
record of the latest disaster to hand it down to posterity.
Also, it is also expected that the HRD Program will be integrated into the existing framework such
as the DMTC (Disaster Management Training Center) and the standard training program for GAD.
57
2.4.5 Implementation of information transmission exercise
(1) Background and Objectives
The information transmission exercise was conducted with the following objectives.
 Confirmation of information transmission routes and processes

 Familiarization with the installed communication equipment
 Utilization and improvement of Early Warning manual prepared by HRD activity
 (Evacuation Drill) Community people understand the meaning of warning messages and take
proper actions
(2) Contents of information transmission exercise
In this Project, the information transmission exercises were conducted as follows.
Table 2.4.6 Information transmission exercise

Participated organizations Participated organizations
Year Date
(Government level) (Village level)
RRD、DMH、GAD Villages in Ayeyarwaddy Region
Second 2014/10/30 (Nay Pyi Taw, Ayeyarwaddy Region, (Hlwa Zar Village Tract, Kwa Kwa Lay
Labutta District, Labutta Township) Village, Shwe Kyun Thar Village)
RRD、DMH、GAD Villages in Rakhine State
(Nay Pyi Taw, Rakhine State, Kyauk (Thea Tan Village Tract, Let Nyot Ngon
Phyu District, Kyauk Phyu Township, Village, Tan Kha Yae Village)
Ayeyarwaddy Region, Labutta District, Villages in Ayeyarwaddy Region
Third 2016/2/2
Labutta Township, Mawlamyaing (Hlwa Zar Village Tract, Salusait Village
Kyawn Township) Tract, Kyaik Pe Village Tract, Zin Phyu
EOC (Emergency Operation Center) Gone Village, Migyaung Aing Village,
Kyaik Pe Village)
RRD、DMH、GAD Villages in Rakhine State
(Nay Pyi Taw, Rakhine State, Kyauk (Thea Tan Village tract, Kin Myauk Village)
Phyu District, Kyauk Phyu Township,
Fourth 2016/12/13 Ayeyarwaddy Region, Labutta District,
Labutta Township, Phya Pon Township,
Dedaye Township)
FSD (Fire Service Department)
The scenarios for the information transmission exercise were as follows.
 All kinds of cyclone color code are disseminated.

 Villages start evacuation drill once a warning message with red cyclone code is disseminated
by SSB.
 The number of evacuees in villages is reported from villages to Nay Pyi Taw as local situation
reports.
 Each region, state, district, and township level call for an emergency meeting once the warning
message with red cyclone code has arrived, and disseminate the results of the meeting. (Only
in the 3rd year and 4th year)
58
National Regioin/State District Township Village Tract Village
9:15 Yellow
9:20 Yellow
9:25
9:30 Yellow
9:35 Orange
9:40 Orange Yellow
9:45
9:50 Orange Yellow
9:55
10:00 Orange Yellow
10:05
10:10 Orange
10:15
10:20 Red (SSB) Red (SSB) Red (SSB) Red (SSB) Red (SSB) Orange
10:25 Red Start Evacuation drill
10:30 Red
10:35 Coordination meeting Red
10:40 Red
10:45 Coordination meeting
10:50 Result of Meeting Red
10:55 Coordination meeting
11:00 Result of Meeting Red
11:05
11:10 Brown Brown Brown Brown Brown
11:15 Green
11:20 Green Result of Meeting
11:25
11:30 Green
11:35 Local situation Report
11:40 Green
11:50 Green
12:00 Green
12:10
Figure 2.4.4 Scenario of information transmission exercise (Example in the 3rd year)
Also, the information transmission equipment are utilized as follows.
 Telephone and FAX are utilized as basic information transmission equipment.

 SSB is utilized to disseminate the red and brown cyclone code. (Only in the 3rd year and 4th
year since SSB was not installed in the 2nd year)
 Skype communication through optical fiber connection installed in RRD, DMH, and GAD
HQs is utilized.
 Satellite communication installed in RRD HQs and Region/State offices is utilized.
According to the survey conducted for Cyclone Mahasen in the 1st year, it was very difficult to
know the actual information flow, when, from whom, to whom, or what kind of information was
disseminated, since there were no records kept in any of the organizations. In the HRD activity, the
necessity to keep records was repeatedly explained in order to receive and disseminate the correct
information and to evaluate the appropriateness of information flow. In this exercise, it was
59
requested to use the recording format which is an attachment of the EW manual and to take notes
during the exercise.
Also, actions to be taken by the participants during the exercise were described in the action list of
each agency. The information would be disseminated properly if all the participants took actions
based on the action list. This action list can be utilized as the evaluation sheet during the exercise,
and can also be the Standard Operation Procedures if its actions are generalized.
(3) Results of information transmission exercise
The results of the evacuation drills at the village level are described in the next chapter.
An average time to disseminate the information from Nay Pyi Taw to the village level, and from the
village level to Nay Pyi Taw in each information transmission exercise are shown in the table
below.
Table 2.4.7 Results of information transmission exercise
Average time Average time
Year
（from Nay Pyi Taw to village level）（from village level to Nay Pyi Taw）
Second 49 minutes 53 minutes
Third 36 minutes 50 minutes
Fourth 31 minutes 75 minutes
It is observed that the average time from Nay Pyi Taw to village level is getting shorter year by year.
According to the results of interview survey for Cyclone Mahasen, it was taking half a day to
disseminate the information from Nay Pyi Taw to the village level. It is expected that the
dissemination time will be shortened through the implementation of the information transmission
exercise.
Also, it was confirmed that the information could be disseminated promptly by SSB since it was
taking about ten minutes to disseminate the information from Nay Pyi Taw to the village level by
SSB in the information transmission exercise.
As for the dissemination time from village level to Nay Pyi Taw, it was taking 75 minutes in the 4th
year exercise. It is because some of the participants were not understanding the exercise scenario
very well, then they forgot to disseminate the information properly. In the expansion plan prepared
by the Project, Pre and Post meetings are proposed to be held for the implementation of information
transmission exercise as one of the activities of Output 2. During the Project period, the JICA
Expert Team shared the exercise scenario with the related officers in the pre-meeting, and collected
and evaluated the results of exercise in the post meeting. For the future activities, it is necessary for
the suitable implementation and evaluation of exercise to conduct the pre/post meeting by the
initiative of Myanmar side.
60
1) Personal transfer of Working Group members
In the HRD activity, the technical transfer was conducted mainly targeting the Working Group
members. However, half of them had been transferred to another office as of the end of the Project.
Although the Early Warning manual and the HRD Program were prepared under the concept of
easy to understand for new officers, it is expected that the rest of the Working Group members will
proactively hand over their experience to the other officers.
2) Discussion on improvement of waring message to be able to make a judgment for evacuation

actions
As one of the HRD activities, the content of a warning message issued by DMH was discussed with
the Working Group members and DMH HQs officers. First of all, the JICA Expert Team
introduced the relationship between meteorological warnings and evacuation actions in Japan.
Then, DMH HQs and local government officers discussed the issues of an Early Warning at the
local level and the present capacity of DMH HQs related to warning messages for the purpose to be
able to make a judgment for evacuation actions by a GAD officer and resident. Finally, the JICA
Expert Team proposed the system to be able to make the judgment for evacuation actions through
setting the alert level by district wise in addition to operation of the cyclone color code. However,
the idea could not be integrated into a warning message due to the limitation of the present capacity
of DMH HQs.
In the information transmission exercise conducted in the 2nd year, RRD could not use the fax and
RRD tried to disseminate the exact same message that they received from DMH by telephone. It
shall be discussed whether it is necessary to disseminate the same message or only the summary of
the message. On the other hand, the Labutta Township disseminated only the color code to the
village tract without disseminating the detailed information. It shall be discussed what kind of
information should be disseminated to the people. There have been several discussions with DMH
on the improvement of warning messages, especially on the district-wise warning issuance. It is
expected that the warning message will be improved by considering the above findings from this
exercise.
61
“Response capacity for natural disasters of the community is enhanced.”
(18) Prepare/revise the community-based disaster management plan

(19) Prepare a manual for drafting a community-based disaster management plan
(20) Select and secure evacuation centers and routes
(21) Conduct community-based disaster management activities such as evacuation drills based on the
community-based disaster management plan
(22) Implement training of township officers, village tract and village leaders to improve
community-based disaster risk management as a follow-up activity in the Ayeyarwaddy Region.
(23) In Rakhine State, select a pilot village in a new village tract, and implement the same activity with
the pilot activity as a follow up activity in Rakhine State.
Below is the list of activities corresponding with the above mentioned activity items.
Table 2.5.1 Activity number in the TOR corresponding with the chapter in the report
Activity in
the TOR
(18) 2.5.2 Implementation of the TOT Workshop
2.5.3 Implementation of the CBDRM Workshop
(19) 2.5.5 Preparation of the CBDRM Manual
2.5.4 Community Infrastructure Support Project
(22) 2.5.6 Implementation of follow up activities
(23) 2.5.6 Implementation of follow up activities
(1) Current conditions and issues related to CBDRM activities in Myanmar
After the Cyclone Nargis, various development partners have been implementing CBDRM
activities at the village level after the recovery and reconstruction phase. These CBDRM activities
have been implemented by the methodologies of each organization and a variety of manuals have
been developed 2 . There is no unified text of CBDRM activities authorized by the Myanmar
government. RRD, in cooperation with DRR Working Group (DRR WG) which is a consortium of
development partners, prepared an official disaster management education textbook called
“Disaster Management Course3”. Although the textbook covers the CBDRM, it is only covered as a
2
For the list of the manuals developed by the donors, please refer to Annex list of collected documents
3
USAID funded a project called “Myanmar Consortium for Capacity Development on Disaster Management
(MCCDDM)” which started in June 2015 and covers the construction of Disaster Management Training Center
(DMTC) which is designed for RRD to provide DRR Education and development of curriculum including CBDRM.
Disaster Management Course was updated to “Basic Disaster Management Course” as a part of the project activities,
and a training program for government officers to provide TOT trainings called “CBDRM TOT course” was also
developed. As of February 2017, no curriculum for CBDRM targeting to community level has been developed by
MCCDDM.
62
45 minute lecture without detailed explanations of practical skills such as methodology and holding
workshops partly because it is designed for the government officials. It should be noted that new
disaster related law and regulations have been enforced in Myanmar during the Project period.
Therefore, it is essential to develop a framework of CBDRM activities in line with the new law and
regulations.
The result of the baseline survey about DRR activities conducted by the Myanmar government and
villagers revealed that township GAD which is designated to conduct DRR education to residents
by the township DM plan does not have officers specialized in DRR, and budget related to DRR.
Meanwhile, RRD does not have branch offices at the township level, and the district level office in
Labutta district only has four officers; this office needs to cover more than 1,000 villages in the
district. The budget and personnel is absolutely insufficient to cover all the villages. In Labutta
township, GAD holds biweekly meetings targeting village tract administrators in the township, and
provides a lecture about the mechanism of cyclones and fire when the risk of these disasters are
high. The lectures by township GAD do not cover the actions to be taken during a disaster such as
the formulation of a disaster management committee 4.
As for the issues of residents in the disaster prone areas such as coastal zones and riversides, they
often did not show interest in DRR because they thought could not afford to spend time and money
on DRR due to their subsistence daily lives by fishery and agriculture. Therefore, development
partners usually pay the daily allowance to the participants and villagers who participated in the
workshop for money, and who did not have incentive to continue DRR activities after the
workshop.
Considering the above mentioned issues, the Project recognized that developing a mechanism for
both the Myanmar government and villagers so they can continue the activities after the pilot
activities is a major challenge of CBDRM.
(2) Objectives
The purpose of Output 3 (CBDRM activity) in this project is “To enhance the capacity for disaster
response in the pilot village”. Capacities of disaster response to be enhanced in the Project are as
follows:
 Villages receive proper early warning information of the disaster and transmit it properly
throughout the villages
 Villagers who received early warning messages can take proper action
(3) Policy of activities
The objective of the Project is to develop a program which the Myanmar government can continue
after the Project. In this sense, the Project applied the methodology which is introduced in RRD
4
Based on the interview with Labutta Township administrator
63
official training material while conducting the pilot activities. Throughout the activities, the Project
will provide the detail activities which are insufficient in the existing materials and provide ideas to
improve the official training materials.
Referring to the result of the baseline survey conducted at the beginning of the Project, the Project
investigated the design of implementation of the CBDRM activities by the Myanmar side. Before
the commencement of the project, the main target of the TOT and developing a community disaster
management plan was township officers. The result of the baseline survey shows the various
characteristics of the villages such as population, size, access to the city, and availability of cyclone
shelters. However, it is difficult for the township officers to determine the characteristics of each of
the villages which one township covers 5 . Therefore, 61 village tracts in the case of the
Ayeyarwaddy Region, one level below township, is more desirable and available for all the villages
to develop community disaster management plans as trainers of the villagers.
The Project developed a program to conduct the TOT workshop which targets village tract leaders,
and the CBDRM workshop which the trainees of the TOT workshop provide lecturers to the
villagers in the pilot villages. Assuming that the Myanmar government continues the activities after
the Project, the Project is designed to develop a mechanism to involve district and township level
RRD, DMH and GAD as lectures and implementers.
As for the CBDRM activities at the village level, in order to motivate active participation of the
villagers, the Project implemented a community infrastructure support project which was designed
to raise the awareness of the villagers that the implementation of the CBDRM will contribute to
village development. In addition, since the budget for the CBDRM is limited at the regional
government level, the Project included the activities which can obtain a budget in order to assure
the sustainability of the CBDRM activities.
The lessons learned from the pilot activities were compiled and reflected in the expansion plan of
the CBDRM activities. (For details, please refer to 2.6)
(4) Outcomes
The outcomes of the CBDRM activities of the Project are the DM plan of the pilot villages which
include evacuation map, information transmission flow and actions to be taken during a disaster.
Considering the expansion to other regions, the Project developed a manual which includes the
methodology of the CBDRM activities conducted in the pilot areas and an educational DVD of the
CBDRM workshops and evacuation drills for residents.
In addition, the outcomes of the capacity enhancement of Myanmar government officials and
villagers in the pilot villages are shown in the table below.
5
Labutta township which is the pilot area in the second year has 520 villages and Kyauk Phyu township which is the
pilot area in the third year has 261 villages.
64
Table 2.5.2 Overview of capacity enhancement of CP and villagers through the
Output 3 activities
Target Capacity enhanced through the project activities
RRDHQ  Program development related to CBDRM activities
RRD Region/State, District  Skill of lecture to villagers at the TOT workshop
DMH District、GAD District
GAD Township  Organizing TOT workshop (Selection of lecturers etc.)
 Skill of lecture to villagers at the TOT workshop
Village tract disaster  Overall knowledge about DRR
management body  Formulation of disaster management committee
 Practical skills such as first aid and search and rescue
 Methodology to implement a workshop in a village and instruction to villagers
 Proposal writing to obtain the development budget from township
Participants of the CBDRM  Overall knowledge about DRR
workshop at village level  Roles and responsibilities as a member of disaster management committee in
case of disaster
 Support to other villagers during evacuation drill
 Formulation of village DM plan
Villagers in the pilot village  Proper evacuation actions in case of disaster
2.5.2 Implementation of the TOT Workshop
(1) Background and objective
Result of the document study and baseline survey indicated that village tract plays important roles
regarding DRR at the village level such as information transmission from township to village,
evacuation order to member villages and report damage of disasters. As mentioned in the previous
part, the Project assumed that the model of CBDRM which township instructs VTDPB to be
lecturers of the CBDRM activities at the village level is suitable considering the current condition
in Myanmar. Therefore, the objective of the TOT workshop was to enhance the capacity of VTDPB
which oversees member villages in case of disaster to be able to conduct the CBDRM workshop.
(2) Content of the activities
Result of the baseline survey showed that the characteristics of the Ayeyarwaddy Region and
Rakhine State differ substantially in terms of the educational level of villagers and experience of
disaster. The Project conducted the TOT workshop responding to the characteristics of each
Region/State.
Participants of the TOT workshop were selected from VTDPB and villagers from pilot villages.
Fifteen participants from disaster prone villages participated in the workshop as observers at the
request of GAD Labutta district.
Considering sustainability in the future, the lecturers of the TOT workshop consisted of RRD and
DMH of the Labutta District, GAD and the Fire Department of Labutta Township, NGOs stationed
65
in Labutta, and the Myanmar Red Cross Society (MRCS). Rationales for selecting the lecturers are
described in Table 2.5.3. Providing lectures to villagers helped local government officers to
understand the current condition of the communities. In addition, GAD Labutta Township
coordinated resource persons for the workshops as they usually coordinate DRR educational
sessions for village tract administrators.
Table 2.5.3 Rationales for selection for participation in the TOT workshop
other than CP officers
Organization Reason for selection
Action Aid Myanmar Action Aid Myanmar started activities in Labutta Township immediately after Cyclone
Nargis and had a branch office in Labutta Township (As of July 2014, the office has closed)
Action Aid Myanmar has extensive experience in community infrastructure projects, and
having shown good practices near Labutta Township enables villagers to have a good image
of the Project.
Fire Department The Fire Department was previously under the Ministry of Social Welfare like RRD and
they implement disaster rescue and distribution of relief material with RRD, so they have
expertise regarding CBDRM to a certain degree.
The Fire Department secures a budget for awareness rising activities for villagers and they
will be key players of CBDRM in the future.
MRCS MRCS has a branch office in every township and they are a member of the Township
Disaster Management Committee in Labutta Township.
MRCS implements CBDRM activities all over Myanmar and they have strong expertise
regarding CBDRM.
a) Program
The TOT workshop implemented a three-day program that consists of basic knowledge
regarding disaster management, methodology of developing community disaster management
plans, and practical skills such as first aid and search and rescue (SAR). In order to assure the
sustainability of the Project, lecturers consisted of CP officers, RRD, DMH and GAD, except for
a part of the Disaster Management Course conducted by a sub-contracting NGO6. Regarding the
“6 Steps of CBDRM” in the Disaster Management Course, the material is designed to be usable
for RRD officers since it is desirable for RRD to conduct the lectures in the future.
6
The Project subcontracted with a Myanmar NGO called Community Development Association (CDA) and
implemented the TOT workshops, the CBDRM workshops and the follow-up activities in Ayeyarwaddy Region and
Rakhine State.
66
Table 2.5.4 Program of the TOT Workshop
1st day Mach 5th
Time Item Lecturer
9:00-9:30 Welcome and Registration GAD Township
Opening and addressing the workshop JICA Expert Team
9:30-9:45 Introduction of the Project JICA Expert Team
9:45-10:00 Tea Break
10:00-11:00 Basic Information regarding Disasters RRD Labutta District
11:00-12:00 Disasters in Ayeyarwaddy DMH Labutta District
12:00-1:45 Lunch Break
1:45-2:45 Fundraising NGOs Action Aid
2:45-3:00 Tea Break
3:00-4:00 Overview of CBDRM (DM Course) CBDRM RRD
4:00-4:45 6 Steps of CBDRM (2) Building Rapport and Understanding CDA (Sub-contractor)
in the Community
4:45-5:00 Recap and Feedback of the day
2 day March 6th
nd
Time Item Lecturer

9:00-10:00 6 Steps of CBDRM (3) Participatory Community Risk CDA
Assessment
10:00-10:15 Coffee Break
10:15-12:00 6 Steps of CBDRM (3) Participatory Community Risk CDA
Assessment (Lecture and implementation of town watching,
creation of community hazard map)
1:45-3:00 6 steps of CBDRM (4) Participatory Disaster Risk CDA
Management Planning
3:15-4:30 Creation of Community Action Plan CDA
4:30-5:00 Recap and Feedback of the day
3rd day March 7th
Time Item Lecturer
9:00-9:30 Recap (6 steps of CBDRM (4) Participatory Disaster Risk CDA
Management Planning)
9:30-10:00 Community Managed Implementation (Including technical Fire Force
training for First Aid and SAR)
Practical Exercises for Search and Rescue
10:15-12:00 Practical Exercises for Search and Rescue Fire Force
1:00-3:00 First Aid MRCS
3:30-4:15 6 steps of CBDRM (6) Participatory Monitoring and CDA
4:15-5:00 Evaluation GAD Township
Mainstreaming Disaster Management (Development project,
5:00-5:15 projects of other donors)
5:15-6:00 Feedback and Training Evaluation / Closing Ceremony
2) Rakhine State
Considering that the size of DMH and GAD offices are larger than Labutta District and both
officers were highly motivated and actively participated in CBDRM activities in the second year,
DMH and GAD played main roles for CBDRM as lecturers and organizers of the workshops in the
third year.
67
Main activities in the third year were the same as those of the second year; conducted the TOT
workshop to train VTDPB as facilitators of CBDRM workshops to develop community disaster
management plans and to mobilize VDPC. The trained facilitators held workshops in the villages
and instructed the villagers on how to develop a community disaster management plan, to secure
evacuation routes and places and to establish early warning information dissemination in the
village.
Considering the expansion to the other village tracts after the project period, RRD, DMH and GAD
in Kyauk Phyu District and GAD officers in Kyauk Phyu Township participated in the TOT
workshop and CBDRM workshops to train as future trainers for the village tracts. By providing
lectures about how their DRR worked as government officers and involving workshop operation,
the Project was designed to produce a better understanding of CBDRM methodologies and to
enhance the capacity to instruct village tract administrators.
The partisans of the TOT workshop consisted of VTDMB of Thea Tan Village Tract, the pilot
village tract in Rakhine State, and villagers from five village tracts selected by DMH and GAD as
disaster-prone villages. The Project encouraged Township GAD officers, who are the main actors
implementing DRR education for villagers, to actively participate in the workshop in order to
obtain the expertise for implementing CBDRM activities. Five officers from Township GAD fully
participated in the workshop for five days. In addition, an officer from Swanyee Foundation, a
Myanmar NGO which implements the DRR activities in the Kyauk Phyu District participated in the
workshop as an observer.
a) Venue of the workshop
The TOT workshop was held during the meeting of GAD Kyauk Phyu Township and some
residents of RRD Kyauk Phyu, which is about 30 minutes from Thea Tan Village Tract by ship.
Since there is no regular ship transportation from Thea Tan Village Tract to Kyauk Phyu, the
Project provided a ship for the participants and this enabled them to return the same day. Women
in the pilot villages in Ayeyarwaddy Region were not allowed to participate in the workshop
mainly because their family opposed them being away from the house for a long time. The
day-trip style workshop enabled women in the pilot village in Rakhine State to participate in the
workshop. Sixteen out of 50 participants were women in this workshop.
b) Selection of lecturers
Considering the different characteristics from Ayeyarwaddy Region, the Project selected the
lecturers as seen in Table 2.5.5.
68
Table 2.5.5 Selection of the lecturers based on the characteristics of Rakhine State
Characteristics of
Consideration for selecting the lecturers
Rakhine State
Villagers antipathy toward Several branch offices of INGO and UN organizations in Sittwe, the capital city of
INGO and international Rakhine State, were attacked by citizens in March 2014. One of the triggers of the
organizations attack derived from the religious conflict among citizens related to the activities of
international NGOs and the improper behavior of foreign NGO staff toward
Buddhists. Considering the villagers who have antipathy toward INGOs and
International Organizations, lecturers were selected from Myanmar government
officers and local NGO officers.
Insufficient medical It was observed that not all of the village tracts in Rakhine State have medical
facilities facilities and medical personnel are dispatched from the Department of Health,
which is different from the Ayeyarwaddy Region. Therefore, access to medical
facilities is limited in the pilot villages, since no one in the pilot villages has
experienced first aid training by a donor or outside organization, knowledge of first
aid is insufficient at the village tract level. Therefore, lecturers from the Department
of Health and a trainer trained by MRCS were selected as lecturers to supplement
their skills and knowledge.
Lecture in Rakhine language Most of the villagers in the pilot village are Rakhine and they usually use the
Rakhine language, which is different from the Myanmar language. In order to make
the lectures understandable to the villagers, counterpart officers of RRD and DMH
who can speak the Rakhine language were selected as lecturers and provided
lectures in Rakhine.
Experience of Cyclone Although villagers in the pilot villages experienced Cyclone Giri, they have never
Nargis experienced death or serious injury by cyclone. At that time, only damage to houses
was observed. For this reason, villagers have less awareness about the dangers of
disasters compared to those of the Ayeyarwaddy Region. To raise the awareness
about disasters, lectures about their experience with cyclones and lessons learned
by one of GAD officer, the former Township Administrator of Bogalay Township,
which was heavily damaged by Cyclone Nargis in 2008, were added.
c) Program of the workshop
The TOT workshop in Ayeyarwaddy was implemented as a three-day program. According to the
interview with villagers in the pilot villages, different from the Ayeyarwaddy Region, disaster
management committees are not formed and DRR activities are not conducted in the villages.
Considering the capacity of villagers, the Project extended the program of the TOT workshop to
five days to supplement the insufficient experiences of the villagers, lectures about organizing a
village-level disaster management committee and its activities were added. The program of the
workshop is as shown below.
69
Table 2.5.6 Program of the TOT Workshop
Time Content of the Program Lectures
Day 1:
9:00 - 9:15 Registration
9:15 - 9:45 Opening and experience of Cyclone Nargis GAD Kyauk Phyu District
9:45 - 10:15 Introduction of the Project JICA Expert Team
10:30 - 12:00 Disaster in Rakhine State DMH Kyauk Phyu District
1:00 - 2:00 Overview of CBDRM (DM Course) RRD Rakhine State
2:00 - 3:00 Basic information of disaster RRD Kyauk Phyu District
3:15 - 4:15 6 steps of CBDRM (2) Building Rapport and Understanding the Community CDA
4:15 - 5:00 Recap/Suggestion/Feedback
Day 2:
9:00 - 9:15 Brush up of Day 1
9:15 - 10:15 6 steps of CBDRM(3)Participatory Disaster Risk Assessment CDA
10:30 - 12:00 6 steps of CBDRM (3)Participatory Disaster Risk Assessment CDA
12:00 - 1:00 Lunch
1:00 - 3:00 6 steps of CBDRM(4)Participatory Disaster Risk Management Planning CDA
3:15 - 4:30 6 steps of CBDRM(4)Participatory Disaster Risk Management Planning CDA
Day 3:
9:15 - 10:15 Building and Training a Community Disaster Management Committee CDA
10:30 - 12:00 Building and Training a Community Disaster Management Committee CDA
12:00 - 1:00 Lunch
1:00 - 3:00 Search and Rescue Fire Brigade
3:15 - 4:45 First Aid/Emergency Health Planning Doha Kyauk Phyu District
Day 4:
9:15 - 10:30 Fund-raising NGOs (Community Infrastructure) CDA
10:45 - 12:00 Participatory Monitoring and Evaluation CDA
12:00 - 1:00 Lunch
1:00 - 3:00 Mainstreaming Disaster Management GAD Kyauk Phyu Township
(Development project, projects of other donors)
3:15 - 4:45 Overview of CBDRM workshop preparation CDA
Day 5:
9:00 - 10:30 Lesson for facilitators of CBDRM CDA
10:45 - 12:00 Lesson for facilitators of CBDRM CDA
12:00 - 1:00 Lunch
1:00 - 3:00 Organization workshops CDA
3:15 - 4:00 Recap/Suggestion/Feedback GAD Kyauk Phyu Township
70
At the beginning of the workshop, the Administrator of GAD Kyauk Phyu District, who were
victims of Cyclone Nargis and who implemented emergency response and reconstruction works
as government officers, gave lectures about the experience of Cyclone Nargis. He explained that
villagers did not follow the evacuation order by the government and did not understand the
mechanism of cyclones and storm surges. Because of this lack of knowledge, victims could not
evacuate in proper time, which increased the damage and caused many casualties. In addition,
based on his own experience of chaos during the emergency response phase, he emphasized the
importance of prevention and preparedness for disaster at both the government level and resident
level.
Story telling of the experience of Cyclone Nargis was effective for the participants who had
never experienced the frightfulness of Nargis to understand the importance of obtaining the
knowledge of meteorological phenomena, appropriate evacuation action, and coordination with
the government. The lecture clarified the rationale to participate in the workshop and the
necessary knowledge to be obtained during the workshop.
The participants actively participated in the workshop by earnestly taking notes and asking the
lecturers questions. According to the questionnaires of the participants, practical training such as
SAR and first aid were especially useful, and they were interested in learning more skills in the
village-level workshops. On the other hand, DRR terminology, which was difficult for the
participants to understand, will be covered in the CBDRM workshop by providing additional
information.
Compared to the villagers in the Ayeyarwaddy Region who experienced Cyclone Nargis,
villagers in Kyauk Phyu Township do not have basic knowledge about disaster risk management
in general such as knowledge about warnings issued by DMH and timing for preparing
evacuation. However, more participants were actively making remarks and making logical
presentations compared to the Ayeyarwaddy Region. It was observed that young participants
asked questions more actively and participated in the practical training.
The CBDRM workshop targets 50 members who play important roles in DRR activities such as
EW group and First Aid group in the pilot villages. The CBDRM workshop covered knowledge of
disaster, hazard risk and resources of the villages, methodology to formulate village DM plan, and
proposal writing for infrastructure projects as an implementation of the DM plan, and practical
training to implement an evacuation drill. Throughout the activities, the Project assisted to
formulate VDPC and designated the roles and responsibilities during a disaster so that they can take
proper actions during a disaster.
71
The Project conducted the CBDRM workshops in the following pilot villages in Ayeyarwaddy
Region and Rakhine State. Villages with different characteristics were selected based on
population, ethnic groups and availability of the shelter.
Table 2.5.7 Characteristics of Pilot Villages in Ayeyarwaddy Region7

Name of Ethnic Other facilities
Population Shelter Characteristics
Village Group for evacuation
Hlwa Zar 1,476 Burma ○(JICA) Monastery,  Easy access to and
Warehouse communication with village
tract administrator
 School cum shelter is
available
Kwa Kwa 602 Kayin ○(JICA) Church,  Majority of ethnic group is
Lay Burma monastery Kayin and ethnic minorities
 Majority of the population is
seasonal labor
Shwe Kyun 677 Burma ×(Monastery Monastery,  Capacity of evacuation
Thar Kayin for 50 ppl) Primary school facility is limited considering
the population
 Located on an island and
there is no land access to
evacuate to the shelter
Source: JICA Expert Team extracted MIMU base map
Figure 2.5.1 Location of Hlwa Zar Village Tract, pilot village tract in Ayeyarwaddy
Region
7
Figures and information in the table are based on the baseline survey by a subcontractor
72
Table 2.5.8 Characteristics of Pilot Villages8
Name of Ethnic Other facilities for
Population Shelter Characteristics
Village Group evacuation
Thea Tan 227 Rakhine △Under Monastery Primary  Easy to coordinate with VT
construction school administrator
(complete in  Constructing shelter funded
Jan. 2016) by the Myanmar Gov’t
Kon Baung 357 Rakhine × Monastery ,Primary  Adjacent to Thea Tan
school Village
 Most populated village
Tan Kha Yae 270 Rakhine × Monastery  Residential area is
widespread
Let Nyot 122 Rakhine × ×  Located on isolated island
Ngon and separated from other
villages
 No evacuation facilities are
available, people evacuate to
hilly areas during a disaster
Source: JICA Expert Team extracted MIMU base map
Figure 2.5.2 Location of pilot villages in Thea Tan Village Tract
The CBDRM workshops were conducted in each pilot village in total five times. The dates of the
workshops were shown in the table below.
Table 2.5.9 Result of the CBDRM workshops in the pilot villages

Village 1st and 2nd 3rd 4th 5th
Hlwa Zar 2014/3/13，14 2014/5/1 2014/5/22 2014/6/3
Kwa Kwa Lay 2014/7/16，17 2014/8/29 2014/10/18
2014/10/30
Shwe Kyun Thar 2014/7/12，13 2014/8/27 2014/10/16
Thea Tan/Kon Baung 2015/3/9,10 2015/5/13 2015/6/3 2015/6/3
Tan Kha Yae 2015/7/14,15 2015/10/14 2015/12/5
2016/2/2
Let Nyot Ngon 2015/9/30 2015/10/18 2015/12/4
8
Figures and information in the table are based on the baseline survey by JICA Expert Team which is partly different
from the result of baseline survey by sub-contractor
73
1) The first and second CBDRM workshop
VTDPB members who had participated in the TOT workshop became lecturers of the CBDRM
workshops conducted in the six pilot villages. Since the first and second workshops are designed to
“Understand the Community”, the workshops were implemented two days in a row in order not to
forget the contents of the previous workshop.
Table 2.5.10 Program of first and second CBDRM workshops

Day Content of the program Lecturers
st
1  Basic information regarding disasters (Pictures and video of baseline) VTDPB
 Disasters in Ayeyarwaddy Region VTDPB
 CBDRM overview (Disaster Management Course) VTDPB
 6 steps of CBDRM (2) Socializing the Community VTDPB
- Vulnerability Assessment
- Community Resource Mapping
- Seasonal Calendar
- History of Village
- Stakeholder Analysis
2nd  6 steps of CBDRM (3) Participatory Community Risk Assessment VTDPB
- Town watching overview lecture
- Town watching implementation
- Creation of community hazard map)
 6 steps of CBDRM (4) Participatory Disaster Risk Management Planning VTDPB
- Action plan such as evacuation plan, and management of shelter
Throughout the five workshops, VTDPB members participated in the TOT workshop and gave
lectures to the villagers. Two VTDPB that were lecturers in the first and second CBDRM
workshops have experience in CBDRM training that they gained from other NGOs, and one of
them had working experience with DMH officers as an NGO staff member. Therefore, he could
understand the contents of the TOT workshop and could provide understandable lectures to the
villagers. At the beginning of the CBDRM workshop, only a limited number of VTDPB members
could provide lectures to the villagers. Due to the conducting of workshops in Kwa Kwa Lay
Village and Shwe Kyun Thar Village, the number of VTDPB member who can facilitate the
workshop, provide lectures, and organize the workshop has been increasing.
In the workshops, the villagers in Hlwa Zar Village actively participated in the activities. For
example, villagers prepared a layout of the shelter for the shelter management plan prior to
development of an evacuation plan which was designed in the fourth workshop. In spite of their
eagerness, the villagers were not able to utilize the visual output of the first day, such as an
inventory of the resources of the village and the seasonal calendar of the village for developing an
action plan. Further, the village cyclone shelter was completed in 2013, but villagers had not
discussed its usage as an evacuation facility. Core members of the village simply think that
everyone will evacuate there during a disaster, but they did not think about the capacity of the
shelter or what to store in the shelter.
74
In the CBDRM workshop in Hlwa Zar Village, participants had trouble with grasping concrete
ideas for the capacity of the shelter and its utilization plan. Learning from the experiences, the
second workshop in Kwa Kwa Lay Village and Shwe Kyun Thar Village included actual
evacuation to the shelter during town watching so that the participants can recognize its actual
capacity. Kwa Kwa Lay Village included the capacity of the shelter in their disaster management
plan and Shwe Kyun Thar Village assumed early evacuation to Hlwa Zar Village in their disaster
management plan due to the limited capacity of their evacuation facilities.
Source: JICA Expert Team Source: JICA Expert Team
Photo 2.5.1 Lectures by VTDPB members Photo 2.5.2 Presentation of dangerous

(Hlwa Zar Village) places that was held after town
watching (Shwe Kyun Thar Village)
Since Rakhine State is the least educated state/region in Myanmar9, it was difficult for VTDPB
members to provide lectures to the villagers. Therefore, the Project decided to change the policy
that the sub-contracted NGO become lecturers to implement the workshop. Since Thea Tan Village
Tract has never experienced activities with donor agencies, their general knowledge of DRR was
insufficient and villagers were not used to holding a workshop, so increasing the number of
facilitators was a big challenge for this area. Because the villagers have never experienced
large-scale disasters, few villagers were motivated to participate in the CBDRM workshop.
Therefore, it was desirable to redesign the content of each workshop to include an attractive theme
for villagers.
In addition, the JICA Expert Team explained the result of the storm surge inundation simulation
implemented by the Project, and explained the necessity of early evacuation and confirmation of
appropriate evacuation places considering the assumed inundation depth and speed of inundation.
2) The third CBDRM workshop
The third CBDRM workshop in Hlwa Zar Village covered first aid and SAR, especially water
rescue, all of which was requested by the villagers in the TOT workshop. The Fire Department and
MRCS have a budget allocation for awareness raising activities for villagers. Therefore, Fire
9
http://www.unicef.org/myanmar/Rakhine_State_Profile_Final.pdf Primary school enrollment rate and completion
rate in Rakhine State are the lowest in Myanmar and the rate is far below the average.
75
Department visited Hlwa Zar Village one day prior to the workshop and finalized the contents of
the training after confirming the characteristics of the surroundings of Hlwa Zar Village.
In this workshop, villagers selected their priority project for a community infrastructure project
from the action plan developed in the second workshop. Considering the budget and construction
period, villagers selected the projects which could be completed by the end of project period (For
details, please refer to 2.5.4 Community infrastructure project)
Table 2.5.11 Program of the 3rd CBDRM workshop

rd
3  6 steps of CBDRM (5) Community Managed Implementation VTDPB,MRCS, Fire
(Training in First aid and SAR) Department
 6 steps of CBDRM (6) Participatory Monitoring and Evaluation VTDPB
 Selection of pilot infrastructure project VTDPB
In the Ayeyarwaddy Region, Fire Department officers strove to provide training suitable for the
village with its limited resources. For water rescue, they demonstrated the rescue method using a
plastic water tank and pet bottle which are commonly available in the village. During the evaluation
session of the evacuation drill in Hlwa Zar Village, villagers commented on the necessity for more
practical training for first aid. Considering the comments, the Project dispatched additional
resource persons for providing a lecture for sanitation during a disaster for the workshop in Kwa
Kwa Lay and Shwe Kyun Thar Village.
Since there are no medical facilities in Thea Tan Village Tract, villagers were interested in injury
care. Dozens of villagers observed the workshop from outside of the venue. Villagers in Than Kha
Yae and Let Nyot Ngon also actively participated in the practical training. During the selection of
the community infrastructure project, because the villages do not have strong buildings other than a
monastery and they are not educated compared to other villagers, it was difficult to finalize the
project through discussions. The villagers were not able to consider the budget and construction
period to select the infrastructure. The JICA Expert Team and a sub-contracted NGO assisted in the
selection of the project even after the third workshop.
3) The fourth CBDRM workshop
The fourth CBDRM workshop covered confirmation of roles and responsibilities of VDPC in each
phase of the warning message using the scenario prepared in the Project. Each group of the
sub-committee of VDPC confirmed transmission of the evacuation message, simple TTX using the
evacuation map, and practical training in first aid. The VDPC also confirmed the roles and
responsibility of volunteers who are the core members at the day of the drill. This workshop was
designed to prepare for the fifth workshop, a community evacuation drill.
76
Table 2.5.12 Program of 4th workshop
th
4 Preparation of community evacuation exercise VTDPB
 Community early warning CDA assisted in its
 Evacuation preparation
 SAR/First Aid
 Relief material/distribution
 Shelter Management
 Group works
It is observed that villagers from Hlwa Zar Village who once experienced an evacuation drill
became lecturers of the fourth workshop in Kwa Kwa Lay and Shwe Kyun Thar and shared their
experiences of the evacuation exercise. In addition, since the houses of 100 household leaders in
Kwa Kwa Lay and Shwe Kyun Thar are fragile and have a high risk of being destroyed in a strong
storm, the two villages confirmed their intent to shift the emergency control office, which is the
gathering point of VDPC in the early period, to secure the safety of the leaders. In Shwe Kyun Thar
Village, villagers could not estimate how many villagers should evacuate early during the
preparation of the evacuation exercise, so the JICA Expert Team instructed them to confirm the
population of the villagers and exact capacity of all evacuation facilities of the village so that
villagers can recognize how many persons should evacuate early in case of disaster.
In the pilot villages Rakhine State, the Project simplified the name of the team from “Early
Warning ” and “First Aid” to “Red” and “Blue” not to confuse the villagers considering the lower
educational level compared with the Ayeyarwaddy Region. The lecturers simplified the meaning of
the color code as much as possible so that villagers can easily memorize it.
4) The fifth CBDRM workshop
The fifth workshop was conducted as a drill which was designed to target a cyclone in each pilot
village. Members of VDPC and villagers, mainly consisting of elderly persons, women and
children, who are more vulnerable during a disaster, took part. The drill assumes the situation of an
approaching cyclone and VDPC members transmitted the warning messages to the village with the
loud speakers in each warning stage of the cyclone. Then other VDPC members assisted evacuation
of the vulnerable populations to the village shelter, procured emergency stockpiles, provided first
aid, and distributed relief materials. The number of the participants in each pilot village was
summarized in Table 2.5.13.
77
Table 2.5.13 Number of participants of the evacuation drill in each pilot village
Village VDPC Villagers Total
Hlwa Zar 54 persons 300 persons 354 persons
Kwa Kwa Lay 53 persons 286 persons 339 persons
Shwe Kyun Thar 55 persons 278 persons 335 persons
Thea Tan 249 persons
56 persons 501 persons
Kon Baung 206 persons
Tan Kha Yae 47 persons 128 persons 135 persons
Let Nyot Ngon 33 persons 73 persons 106 persons
In Hlwa Zar Village, before conducting the drill, VDPC members assumed that the capacity of the
shelter with an area of 508m2 was 1,200 persons and they considered accepting evacuees from other
villages. This indicates that the villagers did not have a concrete idea of actual evacuation
conditions. Implementing an actual drill was effective for them to have a clear idea of an evacuation
and actions to be taken and it will be utilized to improve the village disaster management plan,
especially its evacuation plan.
Evacuation exercises in Kwa Kwa Lay Village and Shwe Kyun Thar Village were conducted the
same day as the information transmission exercise, and members of VDPC actually took
evacuation actions based on the cyclone warning messages issued at the national government level.
In this exercise, the village tract administrator was in charge of transmitting the messages from the
township GAD to two villages and some of the members of VDPC accepted evacuees from Shwe
Kyun Thar Village.
In Kwa Kwa Lay Village, Since the residential area of Kwa Kwa Kay is stretched out east to west,
loud speakers installed in the village could not cover the all residential areas in the village, therefore,
the villagers focused on the efficiency of an early warning group to disseminate the message and
prompt evacuation of villagers living at the ends of the residential area when conducting the
exercise. The participants and VDPC were highly motivated and asked the JICA Expert Team and
the subcontractor additional questions regarding evacuating livestock and property such as fishery
and agricultural machinery. Because of the traumatic experience of cyclone Nargis, a villager
panicked when she heard the warning message and ran to the shelter in such a hurry that she
became sick even though VDPC previously publicized and confirmed that this was just an exercise.
VDPC should pay careful attention for those who have trauma and assist their evacuations to avoid
secondary injury/sickness during evacuation. In addition, VDPC could not efficiently count the
number of evacuees and took more than 30 minutes to count approximately 100 evacuees.
In Shwe Kyun Thar Village, half of the population of the village participated in the drill. Since
Shwe Kyun Thar Village does not have enough evacuation facilities, some of the strong and
healthy villagers, excluding the children, elderly persons, pregnant women, and disabled persons,
should evacuate to other villages which have evacuation facilities. In this exercise, 33 villagers
evacuated to Hlwa Zar Village by boat. On the day of the evacuation, after receiving the phone calls
78
from the village tract and after the early warning group properly disseminated the message to the
entire village, villagers from several communities divided by a creek were able to successfully
evacuate to the monastery without trouble. VDPC had difficulty with counting the evacuees and the
timing of report to the village tract was late. In addition, the 100 household leaders misunderstood
the meaning of a phone call from the village tract which confirmed the number of evacuees and
thought that it was a warning message of “Green” and issued the “Green” twice; this raised issues
of information transmission to 100 household leaders.
The second day of the evacuation exercise, the leaders of the three villages voluntarily had a
meeting and reported the result of the exercise. Awareness of DRR activities in Hlwa Zar Village
Tract has been growing throughout the conducting of the CBDRM activities. Since the availability
of evacuation facilities varies village by village, coordination of evacuees among villages and
understanding the evacuation condition are essential for village tract administrators.
Photo 2.5.3 Confirmation of evacuation Photo 2.5.4 Counting the number of

route to VDPC members evacuees in the shelter
(Hlwa Zar Village) (Hlwa Zar Village)
In the 2nd year, when the Project conducted the information transmission exercise in the
Ayeyarwaddy Region, the JICA Expert Team provided village leaders with a template of a warning
message. As a result, village leaders were confused when they received irregular calls from the
village tract which conveyed the message from township to confirm the condition of the village
level that was not in the scenario. Learning from the past experience, a Kyauk Phyu Township
GAD officer in the Third Division, who makes a phone call to the village tract in case of emergency,
participated in the evacuation drill by actually making a phone call at each stage. Involvement of
the Township GAD enabled the village tract and village to conduct the drill as a more realistic
situation and Township GAD could directly observe the response of the villagers who received the
warning messages. In addition, mobile phone service to the entire village was cut off during the
evacuation drill. Participants had to consider the methods of information transmission when the
telephone line is unavailable in an actual situation.
As observers, eight villagers from Thea Chang and Pin Phyu Maw Villages participated in the drill.
As for government officers, in addition to the above mentioned GAD officers, township disaster
79
management committee members such as RRD, DMH, Fire Brigade, Ministry of Social Welfare
and MRCS, a total of sixteen people, observed the drill.
Photo 2.5.5 Search and Rescue Activities
Evacuation drills in Than Kha Yae Village and Let Nyot Ngon Village were conducted at the same
time as the information transmission exercise. In Than Kha Yae and Let Nyot Ngon village, more
than half of the population in the villages participated in the drill. During the information
transmission exercise, warning messages of the Red stage and Brown stage from DMH
headquarters were simultaneously disseminated to village tracts by SSB and villagers took actions
based on the information. During the drill, the villages received three kinds of information, which
were from the township phone call, the result of a coordination meeting, and information from SSB.
Even though some minor miscommunication was observed, the villagers could evacuate based on
their designated roles.
On the day of the drill, an officer from RRD Nay Pyi Taw visited the village as an observer, 21
government officers from the Kyauk Phyu Township Disaster Management Committee, and six
participants from the TOT workshop from other village tracts observed the evacuation drills in the
two villages. Observers from the Township Disaster Management Committee advised villagers to
make sure that children did not run during the evacuation, to evacuate with enough food for three or
four days, and to prepare a list of evacuees for accurate head-counting.
After conducting the drill, the JICA Expert Team and VDPC members conducted an evaluation
session of the drill in each pilot village. Each village finalized the DM plan based on the lessons
learned from the evaluation session by updating the evacuation plan. (For the detailed comments
from the participants, please refer to Annex c table AN 2.5.1)
2.5.4 Community Infrastructure Support Project
The result of the baseline survey conducted at the beginning of the Project indicated that most of the
challenges about DRR in the pilot villages were about poor infrastructure, such as evacuation
routes and shelter. Another issue for villagers to implement CBDRM was that villagers regarded
80
DRR activities as a burden and they could not be motivated to conduct extra activities except for
livelihood improvement. In order to respond to these issues, the Project added the community
infrastructure support project which is not included in RRD’s official curriculum. The community
infrastructure project is designed to secure an evacuation route in the villages, to enhance the
capacity to formulate village DM plans and to raise awareness that CBDRM can contribute to
village development. The Project secured five million MMK for each village which is equivalent to
the amount of development funds for the village tract provided by township.
1) Hlwa Zar Village
In Hlwa Zar Village, with the goal of executing a vulnerability analysis and development of an
action plan, the villagers selected the priority project. Since Hlwa Zar Village is a terminal for
passenger liners, reconstruction of the jetty at the entrance to the village was the most imminent and
essential project for prior evacuation and transport of relief material. This project started in May
2014 with its cost estimation and reconstruction plan, and will be completed at the end of
September, 2014. Construction management and accounting was initiated by the villagers under the
instruction of the sub-contracting NGO. Part of the construction cost which exceeded 5,000,000
Kyat was subsidized by donations from the villagers.
Photo 2.5.6 Jetty in Hlwa Zar Village Photo 2.5.7 Jetty after reconstruction
with collapsed shore
protection
2) Kwa Kwa Lay Village
A large number of villagers in Kwa Kwa Lay Village are engaged in agriculture, and they are
mainly working in the paddy fields located in the northern part of the residential area during the
rainy season starting from May. Residential areas and the paddy fields are separated by a small
river and villagers built a simple bridge across the river as shown in the Photo below. School
children from the adjacent village of Kwa Kwa Lay are using the bridge to go to school in Kwa
Kwa Lay Village. Considering the fact that the water level raises during the rainy season, the fragile
bridge endangers the safety of the farmers of the paddy fields and the school children. Therefore, it
81
was concluded that reconstruction of the bridge is urgent. For the above mentioned reasons, the
villagers decided to construct a new concrete bridge in the same place and commenced its
construction from September, 2014. The bridge was completed by the end of November, 2014.
Like Hlwa Zar Village, the villagers of Kwa Kwa Lay subsidized part of the construction cost
which exceeded 5,000,000 Kyat

Photo 2.5.8 A simple bridge connecting Photo 2.5.9 Bridge constructed by the
paddy field to residential Project
area
3) Shwe Kyun Thar Village
Residential areas of Shwe Kyun Thar Village are divided into four parts by small rivers and a
decayed bridge connecting one residential area with an evacuation facility to another residential
area without evacuation facilities, and even some part is connected by only one log, as shown in the
Photo below. Villagers concluded that during the rainy season, this type of bridge is at risk of
toppling into the river when it rains, and this is the priority to secure the evacuation route. During
the construction villagers quarreled about the location of the bridge, which made the construction
delayed. The project has been completed thanks to the proper intervention of the village tract
administrator.
Photo 2.5.10 Bridge selected as Photo 2.5.11 Bridge after completion

target for reconstruction
completion
82
4) Thea Tan Village
In Thea Tan and Kon Baung Villages, considering the result of the disaster vulnerability analysis
which was conducted during the CBDRM workshop and through developing community action
plans, the villagers selected the priority project. The residents of the two villages concluded that
construction of the bridge, which is a part of the evacuation route to the shelter, was the most
effective. The infrastructure project started a cost estimation and development of a reconstruction
plan in June 2015 and the construction was completed in January 2016. Construction was delayed
because of the flood in Rakhine State in July and August. Construction management and
accounting management were initiated by the villagers under the instruction of a sub-contractor.
Photo 2.5.12 Candidate Location to Construct a bridge (Left)：Completed bridge (Right)
5) Than Kha Yae Village
Than Kha Yae villagers discussed about the project for community infrastructure support project in
the third CBDRM workshop. Among the possible projects such as an embankment and evacuation
route to the hill, the villagers preferred to construct a clinic cum shelter in the village. It was
challenging for the Expert Team who sub-contracted an NGO to make the villagers understand that
it is technically impossible to construct a disaster-resilient building within the budget of 5 million
MMK. Therefore, the Project dispatched an engineer through a sub-contracted NGO and the
national staff explained that the villagers needed to select a project which prioritizes safety. As a
result of the discussion, the villagers agreed to retrofit the monastery, which can accommodate all
villagers. The design involved covering the first floor with concrete for use as a meeting room
during normal times and strengthening the foundation as an evacuation facility in case of disaster.
During the evacuation drill, villagers stored livelihood necessities such as agricultural equipment
and fish nets, which should be protected from strong winds and storm surges in the retrofitted first
floor, and villagers evacuated to the second floor.
83
Photo 2.5.13 Monastery under Photo 2.5.14 Monastery after Retrofitting

Construction
6) Let Nyot Ngon Village
Let Nyot Ngon Village discussed a community infrastructure project in the third CBDRM
workshop. Similar to Than Kha Yae Village, the villagers insisted on constructing a shelter and
retrofitting a zinc-roofed school to use as a shelter without understanding technical and budget
constraints to construct a disaster-resilient structure within the budget of 5 million MMK. An
engineer and national staff of the Project visited the villagers to investigate the technical and
financial feasibility of the possible projects such as a water tank and purchase of a boat and the
villagers agreed to construct a footpath to evacuate to the hill. Previously, the route to climb up the
hill was rocky and steep so that it was dangerous for children and elderly persons to climb during
the night or bad weather. Smoothing the steep hill and making cement stairs with a handrail enabled
many villagers to evacuate easily. In the normal time, the villagers will utilize the footpath to
collect firewood on the hill, so the footpath will be regularly used and maintained by the villagers.
During the evacuation drill, children and elderly persons who are not physically disabled could
easily evacuate to the hill, and cattle also could climb up the hill because the steps were designed
not to be steep. As was reported in the interview survey of the flood in 2015, which was conducted
by the Project, a large number of villagers refused to evacuate because they were worried about the
cattle and one person drowned while evacuating his cow. Securing an evacuation route considering
the evacuation of cattle is a good practice to remove this mental barrier for the villagers to evacuate
early.
84
Photo 2.5.15 Site Before the Photo 2.5.16 Footpath Constructed by Villagers
Construction of the Footpath
(3) Outcomes
Three pilot villages in the Ayeyarwaddy Region have been preparing the proposal for applying the
development project to township GAD based on the action plan in the DM plan even after the
completion of the Project. Since the village tract submits the proposal for applying village level
development project to the township, involving the village tract with the CBDRM contributed to
prepare more persuasive proposal by adding the DRR point of view to the proposal. Since one of
the evaluation criteria of the proposals of development project funded by township are operation
and maintenance system10 , support of the operation and maintenance system by the CBDRM
workshops contributed to obtain the development budget.
After the pilot activities, villagers in the Ayeyarwaddy Region submitted proposals to the
townships and the following projects were approved by the townships as Rural Development
Fund11. As of January 2017, the reservoirs of Hlwa Zar and Shwe Kyun Thar have already been
completed. Notably, Hlwa Zar Village obtained an infrastructure project by development fund two
years in a row. Villagers have incentives to continue DRR activities by benefiting from tangible
development such as construction of clinics, reservoirs, and roads.
Table 2.5.14 List of infrastructure approved

in Ayeyarwaddy Region 12
Village Infrastructure
Hlwa Zar  Reservoir
 Pavement of main street
Kwa Kwa Lay  Clinic
 Pavement of main street
Shwe Kyun Thar  Reservoir
Photo 2.5.17 Reservoir constructed by
township funded project (Hlwa Zar Village)
10
Based on the lecture in the TOT workshop in Rakhine State by township administrator of Kyauk Phyu township in
March 2015.
11
This Region/State budget is funded for small-scale infrastructure which contributes to poverty reduction in villages.
12
Based on the interview with Hlwa Zar village tract administrator
85
2.5.5 Developing Material related to CBDRM
1) Current conditions related with CBDRM material development
RRD provides disaster management training sessions in the Disaster Management Training Center
(DMTC) in the Hinthada District, Ayeyarwaddy Region which was established in November 2015.
As for the disaster management training for government officers, RRD upgraded the textbooks and
presentation files of “Disaster Management Course” developed in 2013. The new program is called
“Basic Disaster Management Course” which consists of an eleven days lecture. Myanmar
Consortium for Capacity Development on Disaster Management (MCCDDM) which composes of
eleven donor organizations13 led by UN Habitat provided technical support to develop the program.
By utilizing these lecture materials, DMTC holds BDMC almost every other month.
The current targets of BDMC are not only government officers but also NGO, CSO and volunteers.
Since BDMC is originally designed for government officers, only one CBDRM lecture and field
work is included as CBDRM component. That is not designed for NGOs and volunteer staff who
are actually implementing CBDRM.
In order to meet the needs of the above mentioned practitioners, RRD developed a course for
government officers and NGO staff who can be the lecturers of the CBDRM with the technical
assistance of UNDP. The course called “CBDRM-TOT Course” was developed and the first
workshop was implemented in September 2016.
According to interview to UNDP, they are revising the CBDRM manual originally developed in
2008 for targeting drought in dry zones. Responding to these activities, the Director of Training
Section, RRD HQ requested the Project Team to fit the CBDRM manual together with the material
which UNDP is developing. The CBDRM manual includes the list of reference DMTC
presentation materials so that government officers can provide lectures by utilizing the existing
materials used in DMTC.
2) Objectives of developing the CBDRM manual
The CBDRM is designed to provide necessary information and methodology to implement the
TOT workshop and the CBDRM workshop for townships and village tracts outside the pilot areas
to conduct the same activities as the pilot activities as a part of implementation of the expansion
plan.
13
MCCDDM is composed of ACTED, ADPC, American Red Cross (Myanmar Red Cross Society), SEEDS Asia,
UNDP, UN-Habitat, Handicap International and HelpAge International, IOM, UNICEF, ASDA.
86
1) The CBDRM manual
Table of contents of the CBDRM manual developed by the Project is shown below. (For the
detailed contents, please refer to the Annex, CBDRM Manual)
The structure of the manual is based on “Disaster Management Course”, RRD’s official material.
In each item, the manual introduces the example of the pilot activities in Ayeyarwaddy Region and
Rakhine State. The Appendix includes check lists to conduct workshops and evacuation drills,
sample drill scenarios targeting cyclone disasters, and forms of information transmission and report
of evacuation condition. In addition to the main contents, for the reference of township officers who
do not have experience of holding the TOT workshop, the manual includes a DVD, presentation
materials of the TOT workshop, movie files of CBDRM workshop implemented by villagers, and a
movie of community evaluation drill as the appendix.
1.Basic Concept of CBDRM

1-1Key characteristics of Community-based Disaster Risk Management
1-2Rationale of applying CBDRM
1-3Key desired outcomes and outputs of any CBDRM process
2.Framework of CBDRM Program
2-1Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine State
2-2Framework of CBDRM Program
3.TOT Workshop
3-1Objectives of the TOT workshop
3-2Target of the TOT workshop
3-3Facilitators and Lecturers of the TOT workshop
3-4Agenda of the TOT workshop
4.CBDRM Workshop
4-1Objectives of the CBDRM workshop
4-2Target of the CBDRM workshop
4-3Facilitators and Lecturers of the CBDRM workshop
4-4Agenda of the CBDRM workshop
5.Good Practices of the Pilot activities
5-1Sustainable CBDRM activities
5-2Effectiveness of Observers
5-3Utilization of Methodology of Community Infrastructure
5-4Zin Phyu Gone Activities
Figure 2.5.3 Table of contents of the CBDRM manual
2) Educational material for villagers
Currently, RRD is updating the educational pamphlets of eight main disasters (cyclone, flood,
earthquake, fire, landslide, drought, tsunami and lightning) which were developed soon after the
onset of Cyclone Nargis. These updates are implemented with the assistance of MCCDDM and
DRR WG which are the working group of donor agencies implementing DRR activities. As of
December 2016, the pamphlets for cyclone, flood, earthquake and fire were completed and rest four
are in the process of finalizing with the assistance of donor agencies.
87
Source: RRD
Figure 2.5.4 Updated educational material for villagers for cyclones
In order to avoid duplication of above mentioned donor activities, and meet the target for
understandable material for less-educated population, the Project developed a DVD of community
evacuation drill and lectures in Zin Phyu Gone Village by Hlwa Zar VTDPB.
2.5.6 Implementation of Follow up Activities
In order to formulate a model of CBDRM activities in the expansion plan, the Project implemented
follow up activities in the Ayeyarwaddy Region and Rakhine State in the third and fourth year.
Below is the summary of the activities conducted in each Region/State.
(1) Activities in Ayeyarwaddy Region
1) Background and objectives
In the second year, the Project implemented the TOT workshop for three days and the CBDRM
workshop five times in each of the three pilot villages. The JICA Expert Team confirmed that the
program enabled villagers in the pilot villages to develop their community disaster management
plan and to conduct proper evacuation actions based on the plan during the evacuation exercise.
Moreover, in Hlwa Zar and Kwa Kwa Lay Villages, villagers are seeking outside funding such as
GAD, government organizations and NGOs for their priority projects in their action plan described
in the community disaster management plan. This verifies the effectiveness of developing a
community disaster management plan to ensure the sustainability of the activities after the
completion of the project.
While verifying the effectiveness, the program proposed by the Project which implement the TOT
and the CBDRM workshops cannot be implemented by RRD with its limited budget or GAD
without any budget for DRR activities14. The current condition that CBDRM activities are only
implemented when donors exist is not desirable for the village level capacity enhancement
14
Interview with Labutta Township GAD
88
regarding disaster response. Therefore, the follow up activities in the Ayeyarwaddy Region are
designed to develop a model based on the condition that the Myanmar side cannot secure the
outside funding source for conducting CBDRM activities. The follow up activities will narrow
down the activities to develop the capacity for “proper evacuation action”, and be implemented
within the available budget of GAD.
2) Lessons learned from the activities in the Ayeyarwaddy Region
The project obtained the following findings throughout the activities in the second year. Based on
these findings, the Project will conduct follow up activities and develop the expansion plan.
a) Important roles of the village tracts for evacuation activities and early warning dissemination
Through the activities in the second year, the JICA Expert Team observed that villagers in the
small villages which do not have shelter voluntarily evacuate to adjacent villages since Labutta
Township, the pilot area of the second year, is flat lowland so that villagers cannot find hilly
areas to evacuate to during a storm surge. In May 2013 when Cyclone Mahasen approached,
hundreds of villagers near Hlwa Zar Village evacuated to the shelter in Hlwa Zar Village and
villagers in Hlwa Zar Village could not secure evacuation places for their own people 15 .
Understanding the availability of evacuation facilities and the capacity in each village and the
condition of evacuation of inter village evacuation enables the village tract to have a concrete
number of deficiencies in evacuation facilities. This information is usable to prevent
concentration of evacuees in a specific village and to develop a plan to construct appropriate size
shelters in the future. In addition, the village tract is responsible to disseminate warning messages
to all villages in the village tract. The role of the village tract is essential for disseminating correct
messages to the village level.
b) Important roles of 100 household leaders and village administrators for early warning dissemination
In the Ayeyarwaddy Region, the village tract administrator or 100 household leaders in the case
of a small village is the recipient of the warning message from the village tract. At the time of the
information transmission exercise, 100 household leaders could not understand the meaning the
message from the village tract and canceled the warning by mistake. Capacity enhancement of
the 100 household leaders who are in the position to issue the information from the village tract is
essential for villagers to take proper evacuation action without confusion.
c) Lecturers for the CBDRM workshop
When the Project conducted the TOT workshop, about twenty VTDPB members were invited to
train as facilitators of the CBDRM workshop. Although a large number of members were trained,
only a few members could provide lectures to the villagers during the workshop in Hlwa Zar
Village. This condition is mainly because only a few villagers were relatively highly educated
15
Based on the interview with Hlwa Zar village tract
89
and used to speaking in front of the public as facilitators. As time passed, the number of
facilitators increased because they were getting used to holding workshops in Kwa Kwa Lay and
Shwe Kyun Thar Villages. In this sense, selecting a few high potential villagers and providing
them with training will make it possible to train the facilitators gradually throughout the
activities.
d) High motivation of VTDPB and culture for mutual assistance
Hlwa Zar Village Tract, selected as a pilot village tract, is highly motivated to conduct CBDRM
activities. During the TOT workshop, they voluntarily studied the next day’s program at night,
and voluntarily held an evaluation meeting the next day regarding the information transmission
exercises in the three pilot villages. As for the equipment installed in the three villages by the
Project, an educated villager in Hlwa Zar Village checked the equipment and explained its usage
to the two other villages on his own initiative. Since VTDPB members also tried to invite
adjacent villagers to the CBDRM workshop, it is probable that the knowledge will be gradually
disseminated to other villages in the village tract.
3) Content of the activities
As a follow up for the Ayeyarwaddy Region, the Project is planning to conduct the following four
activities. As mentioned in the previous part, since the budget of the township GAD and RRD is
extremely limited, the activities are designed within the framework of their regular work to ensure
the sustainability. The workshop a) which is targeted at the township officer is organized by the
Project and b) and c) workshops will be implemented by the initiatives of the township and village
tract and the JICA Expert Team will monitor the activities from time to time. In addition, in order to
confirm the capacity of the VTDPB whether they are able to implement the activities by themselves,
the Project implemented d) an evacuation drill.
a) Workshop targeting township officers
On March 5, 2015, a workshop to practice CBDRM activity targeting government officers from
the township disaster management committee was conducted at Labutta Township. This
workshop was intended to help government officers of the township disaster management
committee who are responsible for disaster management education of residents to obtain
knowledge regarding disaster management in general. Lecturers in the workshop were selected
from government officers of RRD, DMH and GAD who were counterparts of the 2nd year
Project activities.
In total, 23 officers from 21 government ministries participated in the workshop. In this

workshop, the participants discussed the need for future activities for the disaster management
committee because although a disaster management committee had been formed in Labutta
Township, there was no mechanism to hold regular meetings. For the Workshop program, please
refer to Annex c table AN 2.5.2.
90
b) Workshop for Village Tract Administrator
The township GAD has implemented regular meetings to convene all village tract administrators
of the township twice a month. Due to the fact that the township GAD has a duty to provide DRR
education to the residents, GAD conducted a lecture so that the officer of the fire department and
RRD could become lecturers and urge caution during the monthly regular meetings before the
cyclone season and dry season. In this Project, taking advantage of the opportunities presented by
these regular monthly meetings, lectures were conducted for the village tract administrator to
modify CBDRM activities so that it puts a focus on taking the appropriate evacuation action..
The themes of the workshops are as follows. For the Workshop program, please refer to Annex c
table AN 2.5.3)
c) Workshop for village leaders
At the village tract level, the village tract administrator conducted regular meetings to call village
leaders for the purpose of sharing the information given out at the township-level meeting. The
village tract administrator made an effort to present to the village leaders what the village tract
administrator learned at the meeting described in section b) above. The village tract administrator
taught the village leaders not only about what he learned from the township meeting, but also
introduces DRR-related activities of each village after finishing the pilot activities. The village
tract administrator also reported to the villagers about using the results of CBDRM activities and
he informed them that he had submitted a proposal relating to infrastructure development to the
regional government and told them the results, such as obtaining a budget for ponds, roads and
improvement of the clinic.
Photo 2.5.18 Workshop in Township
d) Participation in an evacuation drill at the village level
As a wrap up of the follow-up activities, the Project conducted an evacuation drill in a village that
was not a pilot village in the 2nd year at the same time as the information transmission exercise
on 2nd of February 2016. Since one of the objectives of the information transmission exercise
was to verify the effectiveness of SSB, one village from Hlwa Zar Village Tract was selected as a
target village. After discussing with the village tract administrator of Hlwa Zar Village Tract, the
91
Project selected Zin Phyu Gone Village, which volunteered to be the target village. A cyclone
shelter constructed under a JICA grant is located in the village and it is expected that the village
will accept the evacuees from other villages which do not have enough places to evacuate.
Therefore, it is reasonable to select Zin Phyu Gone Village as highly prioritized village among
the villages in Hlwa Zar Village Tract.
In order to verify the effectiveness of the pilot activities, the JICA Expert Team and the
sub-contracting NGO did not interfere in the course development and instruction to villagers in
Zin Phyu Gone Village, and only incurred the direct cost of the activities. Material and
equipment in the workshop were selected based on the availability within the village. Hlwa Zar
VTDPB members created handwritten materials and villagers in Zin Phyu Gone took notes
without using printed out materials. Even though two villagers from Zin Phyu Gone Village
participated in the TOT workshop, they were not used to speaking in front of villagers or being
lecturers. Therefore, three persons from Hlwa Zar VTDPB became lecturers and provided a
three-day training session. For the drill program in Zin Phyu Gone, please refer to Annex c table
AN 2.5.4)
Forty-nine villagers from Zin Phyu Gone Village who were the candidates of VDPC member of
the village participated in the three-day workshop. Hlwa Zar VTDPB members provided
understandable lectures such as vulnerability analysis, community resource analysis and
stakeholder analysis by introducing the experience of other villages. They have been providing
lectures to villagers in Hlwa Zar Village Tract and the Labutta Township officer during
follow-up activities, so they have the capacity to provide training without the technical assistance
of the JICA Expert Team or the sub-contracted NGO. However, villagers and VTDPB members
commented it is necessary to compensate their income during the training since they are poor
casual laborers such as farmers and fishers.
The day before the drill, Zin Phyu Gone Village reestablished the existing VDPC with the
participants of the training and Hlwa Zar VTDPB members provided training about the roles and
responsibilities of each group. In addition, an officer of Department of Health who is assigned in
Hlwa Zar Village Tract provided lectures about first aid, and one of the VTDPB members
provided lectures about fire disaster as requested by the villagers.
On the day of the drill, there were mistakes in the communication route in Ayeyarwaddy Region,
which were previously confirmed, and the Yellow code and Orange code were not transmitted to
the Zin Phyu Gone Village. Yet, the village tract played the role of the township and
disseminated the message to the village, and villagers confirmed their actions according to each
color code. Approximately 100 villagers evacuated to the shelter and confirmed evacuation
action. In this drill, there was confusion regarding the information transmission by SSB to the
township level as well as the communication from township to village tract. As a result of this
confusion, it took more than an hour to receive the message of Green code. (For the detailed
comments from the participants, please refer to Annex c table AN 2.5.5.)
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4) Outcomes
Based on the report from the sub-contracted NGO who monitored the follow-up activities, the
workshop for village tract administrator by township did not motivate village tract administrators.
Some village tract administrators did not listen to the lectures seriously and wanted to go home.
Meanwhile, township GAD, implementer of the workshop had difficulty in conducting voluntary
workshops because of their overload. In addition, after the regular meeting for village tract
administrator, village tract administrators are responsible to hold a meeting with village leaders to
inform the contents of the regular meeting. However, it turned out that many village tract
administrators did not convene the village leaders but made a phone call to brief the contents.
Because making a brief phone call cannot effectively instruct the contents of DRR education, it
cannot be expected to educate the villagers as assumed at the beginning.
Throughout the activities in Zin Phyu Gone Village, it was confirmed that VTDPB could design
and provide the lectures by themselves and the total cost of the workshop organized by VTDPB
was half compared to that of pilot activity which outsourced lecturers. It was also confirmed
training VTDPB was effective to cover many villages with low cost.
(2) Activities in Rakhine State
1) Background and objective
In the third year, the Project selected a disaster-prone pilot village tract in an island area, and
implemented the pilot activities. During the evaluation session of the community evacuation drill
which was a wrap up of the pilot activities in the third year, the Kyauk Phyu District and Township
administrator pointed out the difference of characteristics such as educational level of villagers and
solidarity of the community within Kyauk Phyu Township. Both of them analyzed that the location
of the village, either the isolated island or mainland of Kyauk Phyu Township, affects the
difference.
Therefore, the Project implemented follow-up activities in order to improve the contents of the
CBDRM manual and the expansion plan.
2) Contents of the activities
Referring to their feedback, the Project selected a pilot village tract to conduct follow up activities
for the following criteria:
 Village tract which is pointed out as disaster-prone village tract in the Kyauk Phyu Township
Disaster Management Plan
 Village tract which Kyauk Phyu Township GAD recognizes as disaster-prone village tract
 Village tract which participated in the TOT workshop in the third year
 Village tract whose administrator shows strong interest for participation of the CBDRM
workshop
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Among the three village tracts which fulfill the above-mentioned criteria, Min Bin Village Tract,
Zin Chaung Village Tract, and Kin Myauk Village Tract, the Project selected Kin Myauk Village
Tract. The reason for the selection is the distance from Kyauk Phyu Township. Kin Myauk Village
Tract is the furthest village tract from Kyauk Phyu Township among the three village tracts, which
means the assistance of the township is the least reachable in case of disaster.
The overview of the Kin Myauk Village Tract is as shown in the table below.
Table 2.5.15 Kin Myauk Village Tract

member village16
No Name of the village Population Tribe
1 Kin Myauk 228 Rakhine
2 Kin Pin Lal Nar 480 Rakhine
3 Kin Lonal Choung 297 Rakhine
4 Kin Aung Zay Ya 265 Rakhine
5 Kin Kon Baung 61 Rakhine
Source : JICA Expert Team
Kin Myauk village tract
Figure 2.5.5 Location of Kin Myauk

Village Tract
a) The first and second CBDRM follow up workshop
The first and second CBDRM follow up workshop was held at the monastery of Kin Myauk
Village on the 6th and 7th of July, 2016. 68 participants composed of villagers in the Kin Myauk
Village and four member villagers of the Kin Myauk Village Tract. When the Expert Team
visited Kin Myauk Village Tract in May 2016, the village tract administrator requested the
Expert Team to support of implementation of the workshop because it took a year after the TOT
workshop and VTDPB activity was stagnated due to the change of village tract administrator. For
the program, please refer to Annex c table AN 2.5.6.
In the workshop, lecturers who participated in the CBDRM shop last year gave lectures based on
their experiences. This contributes to deepen the understanding of participants. Participants
actively raised questions and participated in the group discussions. When the Project conducted
16
In the project progress report of the second year, the number of the villages was reported as seven. When the
subcontractor interviewed with village tract administrator, the number of village became five due to the merger of
villages.
94
the CBDRM workshop in Thea Tan Village last year, the Project and the subcontractor had
difficulty in involving the villagers to participate in the workshop and VTDPB did not support
the activities of the Project. On the contrary, the villages in Kin Myauk Village showed strong
interest and motivation on the activities such as assisting the site management and lectures.
b) The third CBDRM follow up workshop
The third CBDRM follow up workshop was held on 14th of August, 2016. 62 villagers, mainly
the participants of previous workshop, participated in the workshop. In order to improve the
stagnation of VTDMC which was pointed out in the last activities, the new VTDPB was formed
mainly consisting of the participants of the third workshop.
In addition, the Fire Department and the MRCS in Kyauk Phyu Township provided practical
training on search and rescue (SAR) and first aid. During the SAR training, officers from Fire
Department demonstrated the rescue activities of the injured person from the debris by utilizing
locally available materials such as rope, steel pipes and blankets. They also provided a
demonstration on how to use fire extinguishers.
During the first aid training, the MRCS staff demonstrated how to treat bone fracture, cut,
sterilization and suffocation, and instructed the participants.
c) The fourth CBDRM follow up workshop
The fourth workshop was conducted on 11th of December 2016 in order to prepare for the
community evacuation drill. Sixty VDPC members participated and confirmed the roles and
responsibilities by groups such as early warning and first aid and the lecturers gave explanation
on the scenario of the drill. Learning from the experience in Thea Tan Village Tract in the third
year, villagers were divided into the groups by color such as red, blue, and black considering the
educational level of the villagers and wore the color of the cloth of their groups.
Since the area of Kin Myauk Village is large, and residential areas are scattered and surrounded
by forest, it took time to consider the information transmission system, such as rising flags, for
information transmission within the village. Moreover, the house of the village tract
administrator and monastery which was designated as the evacuation place were far apart, VDPC
confirmed the system to share the information repeatedly.
d) The fifth CBDRM follow up workshop
On 13th of December 2016, as a part of the information transmission exercise in the fourth year,
the Project conducted the community evacuation drill in Kin Myauk Village. Sixty VDPC
members and 102 villagers participated in the drill. The comments from the VDPC during the
evaluation session held after the drill are shown in Annex c table AN 2.5.8
As observers, RRD, GAD, Fire Department, Agriculture Department, Immigration Department,

Irrigation Department, and villagers from Kha Lan Tal Village and Zin Chaung Village
95
participated in the drill. After the drill, leaders of VDPC, observers, and GAD held the joint
evaluation session and participants confirmed the issues at each level and condition of the
evacuation drill in the village. (For the detailed comments from the participants, please refer to
Annex c table AN 2.5.8)
3) Workshop for promoting CBDRM for township officers
The Project discussed with Kyauk Phyu Township GAD about the implementation of the workshop
on 7th of December, 2016 such as the expected participants and program of the workshop. Both
parties agreed to implement the workshop in the program below. For the participants, the Township
GAD suggested inviting NGOs and CSOs based in Kyauk Phyu in addition to TDMC, and decided
to invite them.
During the discussion among participants, a participant commented that knowledge of CBDRM is
important and it should be added to awareness raising programs to villagers which CSOs and NGOs
implement. Another participant commented that local government should list up and manage the
ex-trainees who can be the facilitators of the CBDRM and share it with implementing NGOs when
donors have the budget.
As feedback of the lecture, information about casualty, injury and evacuees are accessible during
the disaster, but information about the cause of death, injury, food and water deficiency which can
be lessons learned in the future are not accessible. Therefore, several participants commented that
the lecture about the result of the flood damage survey was useful, and commented that the record
of the lessons learned should be shared with related agencies as a part of disaster record.
(3) Outcomes
The village leaders of Kin Myauk Village were highly motivated with the participation of follow up
activities because they had awareness of DRR through the participation of the TOT workshop.
During the workshops, villagers also actively participated in the activities. It is probable that the
model which is proposed by the Project works effectively in the villages located in the main islands
because the villages within the same village tract actively communicate with each other compared
to Thea Tan Village Tract.
It was observed that motivation of the village tract administrator varies by village tract. For
example, inactive participation of the workshop was a serious issue in Thea Tan village tract, and
leaders from Thea Chang village tract which is also disaster prone did not share the outcome of the
TOT workshop with villagers. There were also a few village tract administrators who declined the
offer from township GAD to be the observers of the evacuation drill. In order to implement
effective activities within limited budget, it is indispensable to confirm the active intention of the
village tract to participate in the CBDRM activity.
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(1) Issues
1) Securing the budget to continue the CBDRM activities
In order to continue the CBDRM activities, the budget to train human resources to implement the
CBDRM and to implement the TOT workshop and the CBDRM workshop is necessary. RRD HQs
and State/Region offices have budget as shown in Table 2.5.16. A large portion of the item called
“Allocation” which includes the budget for human resource development is allocated to disaster
relief activities and donation, so sufficient budget for human resource development is the challenge
for RRD. In addition, the item called “Development Budget” which includes the national level
CBDRM promotion projects and activity cost for the DMTC is approximately 145 million JPY at
national level and the Development Budget allocated to local level is much less than that of national
level. Currently, RRD depends on donors’ fund to implement national level activities. RRD
requests financial support to development partners who are the member of the DRR WG when
conducting the drill for the IDDR and necessary cost for implementing DRR Youth Volunteer17.
GAD township does not have a budget line for DRR, and the disbursement of the cost of disaster
response is on a reimbursement basis18, so it is difficult to expand DRR activities by their own
budget.
In the RRD’s Five year action plan, RRD plans to implement 12 times of DMTC courses, 35 times
of community awareness activities, and 15 times of evacuation drill, but no further information is
available such as region. Crystallization of the action plan, prioritization of the CBDRM
implementation in each State/Region, is an issue to assure the budget including the assistance from
donors.
Table 2.5.16 RRD’s budget for human resource and development project
(2016-2017)19
(Unit: million JPY)
Allocation (inculing HRD) Development Project Total
HQ’s budget 185.74 144.92 330.66
Ayeyarwaddy Reion 20.39 27.87 48.26
Rakhine State 7.16 0 7.16
Source:RRD Budget Section
2) Secure human resource to implement the TOT workshop and the CBDRM workshop
When the Project implemented the TOT workshop, GAD Labutta Township pointed out that local
government cannot secure enough personnel who can be the lecturers of “6 Steps of CBDRM ”,
participatory methodology which is applied in RRD’s official textbook. On the other hand, DMTC
17
RRD initiated the Program as a part of MAPDRR to train the volunteer to implement the CBDRM activities and
conducted workshops all over Myanmar to form“DRR Youth Volunteer Team”.
18
Based on the interview with GAD township administrator of Labutta Township
19
Exchange rate applied in the report is JICA rate in February 2017 (1MMK=0.008576JPY)
97
implemented the lecture called CBDRM-TOT and trainees can be the lecturers, and
township-based CSOs and NGOs who have extensive skills to implement community participatory
workshops recognize the importance of the CBDRM and showed an interest to involve the
activities. Therefore, it is essential that RRD HQs, DMTC former trainees at township level, and
CSOs and NGOs working at township level coordinate each other to implement the TOT
workshops outside of the pilot areas.
During the follow up activities in the fourth year, it was effective that VTDPB members from Thea
Tan Village Tract who participated in the TOT workshop and the CBDRM workshop as lecturers
instructed villagers in Kin Myauk Village. Participation of the trainees of the TOT workshop and
former lectures of the CBDRM workshop at the village level deepened the understanding of the
villagers in Kin Myauk Village.
Currently, various aid agencies are implementing CBDRM activities and report the results of the
workshops to RRD and GAD, but they are not actively stockpiling the DRR personnel trained by
the CBDRM activities. It is cost effective for local governments to utilize well-trained local
personnel under a limited budget. For the former trainees, they can improve the skill as the lecturers
by regularly doing lectures in other villages. It is desirable that either RRD or GAD which
implements DRR education register DRR trainers and effectively utilize them in the future.
3) Activities in less educated areas
Pilot areas in Ayeyarwaddy Region and Rakhine Stat are poor areas in Myanmar and residents are
less educated. In this sense, it is essential to instruct villagers about DM planning and evacuation
drill considering the educational level of the villagers.
The shelter in Hlwa Zar Village was constructed as a primary school and was not designed to
accommodate the entire population of the village. The capacity of the shelter is estimated at most
400 ~ 500 people20. Therefore, the JICA Expert Team and the sub-contracting NGO pointed out the
necessity to consider evacuation facilities other than this shelter and create an evacuation plan in
the second CBDRM workshop for those who will not fit in the shelter. However, the villagers and
VDPC members think “We are all right because we have a shelter”, and do not think about the
capacity of the shelter and insist that 1,400 persons can be accommodated in the shelter. They did
not admit the deficiency of capacity of the shelter until conducting the evacuation drill and did not
think of countermeasures.
Although villagers in Shwe Kyun Thar Village recognized that their evacuation facilities were not
adequate to accommodate all the villagers, they just acknowledged the deficiency but could not
seize the concrete conditions such as which residential areas need evacuation facilities for how
many people. Therefore, the JICA Expert Team pointed out the necessity to figure out the exact
20
Labutta Township DM Plan estimated the capacity as 350 people
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capacity of evacuation facilities and to update the evacuation plan before and after the evacuation
exercise.
During the third CBDRM workshop, villagers selected rebuilding the jetty as the priority project,
but the reasoning of the selection was “it is useful”, and “it is necessary” and did not provide the
answers for why the village selected the jetty rather than to reconstruct fragile bridges or roads. In
order to obtain the financial and technical assistance from a donor or GAD, training for logical
reasoning will be essential for future sustainability of the development of the village as well as
CBDRM activities. During the evacuation drill, the villagers had trouble with head-counting at
maximum 200 evacuees and took 30 minutes to one hour to finish counting the evacuees.
In Than Kha Yae and Let Nyot Ngon village, only a few villagers can read and write and had
trouble with filling the form of information transmission and the evacuation form. In this case,
sub-contracted NGO assisted the villagers to fill out these forms.
Considering the expansion to outside of the pilot areas, inputs of outside resources should be
investigated depending on the level of education of the villagers.
4) Villagers’ low level of ownership and dependency on outside resources
Since none of the three pilot villages have sufficient resources for conducting CBDRM and most of
them are poor, CBDRM activities are designed to utilize existing material in the villages to prepare
for a disaster.
For example, the workshop covered the lessons learned from a survivor of Cyclone Nargis about
how to endure the storm surge such as hanging on to a water tank. During the training, lecturers
demonstrated buoys and mock-life jackets made from plastic water tanks and pet bottles, and taught
them how to make stretchers with wood sticks and blankets which are all available in the village.
However, during the evaluation session of the drill, several villagers commented that they need life
jackets and stretchers.
During the emergency relief period after Cyclone Nargis, donors distributed large quantities of
relief materials to affected areas. Therefore, villagers do not tend to think of utilizing their existing
resources and are just planning on asking outside agencies to give them materials, and this deprives
the villagers of independence. Villagers are not proactively utilizing the existing resources but
rather are expecting that donors will provide them some day.
When conducting a community infrastructure project, VDPC in Shwe Kyun Thar Village and Thea
Tan Village did not have ownership of the project. Due to lacking in leadership of the village
leaders and inharmonic relation among villagers, the village leaders did not invite all of the
stakeholders in the village and let the subcontractor (NGO) estimate the cost and decide the
location of installation without involving villagers during planning and construction. As a result, a
group of villagers objected to the construction shortly before the implementation and ended up
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delaying the completion. It is necessary to emphasize the importance of developing the action plan
through CBDRM activities by involving all stakeholders as main actors of the CBDRM activities.
(2) Lessons learned
1) Difference between Ayeyarwaddy Region and Rakhine State
Throughout the implementation of the pilot activities, the Project found that the two pilot
State/Regions, Ayeyarwaddy Region and Rakhine State have significantly different characteristics.
The following difference should be considered when conducting the CBDRM activities.
a) Awareness of villagers about disaster and motivation of DRR activities
The administrator of Kyauk Phyu Township GAD who was recently transferred from Pyapon
Township in Ayeyarwaddy Region pointed out the low awareness of disaster risk in Rakhine
State. He commented that when a cyclone approached, many villagers did not follow the
evacuation order from GAD and he showed concern as administrator. Considering the cases of
the four pilot villages, villagers from Than Kha Yae Village, which experiences approximately
one meter of inundation during the rainy season and high tide, have high awareness about DRR,
and showed their motivations to participate in the CBDRM activity. On the other hand, there was
a tendency that Thea Tan villagers and Kon Baung villagers did not actively participate in the
workshops because of their busy schedules.
b) Capacity of village tract as an administrative organization
During the activities in the Ayeyarwaddy Region, the administrator of Hlwa Zar Village Tract
recognized the roles and responsibilities as the supervisor of the village tract in case of
emergency such as transmission of the warning messages, instruction regarding the assistance of
the evacuees from other villages, and receipt of the injured persons in the village clinic. He
provided assistance to Kwa Kwa Lay and Shwe Kyun Thar Villages for implementing the
workshop such as to intermediate the trouble within villages.
On the other hand, in Rakhine State, leadership of the village tract was not functioning like
Ayeyarwaddy Region, so the villagers did not actively participated in the workshop. The
villagers in Thea Tan village also did not actively support the villagers in the same village tract. It
is probable that the difference of the outcome derives the organizational capacity of the village
tract.
Thea Tan Village Tract was formed many years after the development of the four older
communities. Therefore, those four villages are independent communities and do not cooperate
with each other as a village tract so often. Unlike Hlwa Zar Village, Thea Tan Village does not
have a clinic, middle school, or boat dock which forces the other villagers to travel back and forth.
In this sense, Thea Tan Village does not have the characteristics of a hub of the village tract.
Because of these characteristics, many villagers from Kon Baung Village did not know of the
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existence of the administrative line, which conveys the early warning messages, and could not
understand the reason to support the village tract. The JICA Expert Team and subcontractor took
a long time to explain the importance of communication through the administrative line in case of
disaster to make the villagers understand. Villagers in the pilot villages in Rakhine State do not
have a sense of belonging to the village tract, their administrative unit.
The difference highly affects the outcome of the TOT workshop and the CBDRM workshop, so it
is necessary to adjust the term of the TOT workshop to respond the capacity development in
Rakhine State.
c) Antipathy toward UN organizations and INGOs
Several branch offices of INGO and UN organizations in Sittwe, the capital city of Rakhine State,
were attacked by citizens in March 2014. One of the triggers of the attack derived from the
religious conflict among citizens related to the activities of international NGOs and the improper
behavior of foreign NGO staff toward Buddhists. The backlash against international donors
continues because of the response of international organizations about the attack of the police
arsenal by Islamic residents. Considering the villagers who have antipathy toward INGOs and
International Organizations, lecturers were selected from Myanmar government officers and
local NGO officers.
2) Village tract’s intention to participate in the CBDRM activities when selecting a pilot village
tract
The Project set availability of shelter, disaster risk and ethnic groups as selection criteria to select a
pilot village tract in Ayeyarwaddy Region and Rakhine State. Although the villagers in Hlwa Zar
Village Tract, Ayeyarwaddy Region actively participated in the CBDRM activities, Thea Tan
Village Tract was not active to participate in the CBDRM activities and does not continue the
activities after the pilot project period. In Rakhine State, even though a village tract is
recommended as a disaster prone village tract, there is a case that the village tract administrator
rejected to participate in the evacuation drill as an observer. If a village tract does not have
motivation, it is difficult to expect the commitment toward the activities. Therefore, it is desirable
to include motivation of the village tract administrator as one of the selection criteria of pilot village
tract.
(3) Distinctive approaches
1) Assuring the divert participants of the CBDRM activities
a) Participation of women in the TOT workshop
Originally, participants of the TOT workshop were selected mainly from VTDPB and several
women who are members of the health and first aid committee were invited. Since the workshop
continued for three days, and participants had to stay in Labutta Township three days in a row,
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family members of these women did not allow them to be away for three days, instead expecting
them to take care of house chores. Therefore, no women could participate in the workshop.
Women themselves are vulnerable to disaster and because they take care of the elderly people
and children in the village, they play important roles for developing evacuation plans. Therefore,
permitting short-term participation should be necessary in consideration of the position of the
women in the villages.
b) Holding workshops on weekends
The Project implemented the CBDRM workshops several times during the weekend in the pilot
villages in the Ayeyarwaddy Region and Rakhine State. Holding workshops on Saturday or
Sunday enables villagers to utilize the school cum shelter in Hlwa Zar Village and Kwa Kwa Lay
Village and to involve school teachers as active members of CBDRM activities. Since most of
the villagers in the three pilot villages are farmers or fishermen holding workshops on Saturday
or Sunday does not affect the number of participants as much compared to urban areas.
The majority of villagers in the three pilot villages are only primary school graduates. It is
observed that villagers have trouble with writing complex phrases and counting the number of
evacuees, which is seemingly a simple calculation but they take a longer time than expected.
Therefore, school teachers with university degrees are suitable persons to be in charge of
documentation and counting for efficient implementation of CBDRM activities.
In addition, government officers in the Labutta district and township, especially GAD, are busy
during weekdays, so observing the workshops in the villages located two or three hours away by
boat is difficult for most of the officers. However, if the workshop is held on Saturday, officers
like GAD can attend the workshops. In the Project GAD Labutta and Kyauk Phyu district and
township visited the pilot villages to observe the workshops with a large number of disaster
related organizations. This is a good opportunity for disaster management related officers at the
township level to understand the activities of the Project. Labutta and Kyauk Phyu district GAD
showed their intention to cooperate with follow up activities of CBDRM as the head of the
district disaster management committee.
2) Motivation for villagers participating in CBDRM
Participants from the TOT workshop commented that village leaders are generally aware of the
importance of DRR activities, learning from the experience of Cyclone Nargis, but they are having
difficulty to share the importance of DRR activities with other villagers and to motivate them to
participate in the activities. Reflecting the comment, CBDRM material should focus on the fact that
CBDRM includes a village development component. For example, securing a water source during
the disaster and retrofitting of dangerous points such as a broken bridge during the disaster are
beneficial for all villagers as well as from the DRR point of view.
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3) Strengthen the capacity of Township GAD as a main organizer of the TOT workshop
Labutta Township, a pilot township of this project, has 61 village tracts and 520 villages. Labutta
Township GAD does not have a disaster management related section and technical staff do not
have the capacity or budget to implement CBDRM activities in many villages. In the second year,
the Project invited the township administrator of Labutta GAD to the training program in Japan to
have a better understanding of DRR. In addition, the JICA Expert Team visited the GAD office
before conducting the workshop to report the activities. The township administrator of GAD
township is cooperative regarding the Project and visited all three pilot villages and the workshop
held on the weekend with other township disaster preparedness body members to introduce the
activities. In the third year, the Project held a workshop for township officers to enhance the
capacity to conduct training sessions for CBDRM to strengthen their capacity to organize the DRR
educational program.
4) Active participation of CP to CBDRM activities
Since Myanmar does not have sufficient budget for DRR activities, young counterpart officers at
the regional level have limited opportunities to participate in CBDRM activities and evacuation
exercises in the field. Therefore, the Project tried to include RRD, DMH and GAD officers in the
same vehicle and boat that the JICA Expert Team was using when conducting CBDRM workshops.
In the second year, more than ten officers from the national government, Ayeyarwaddy Region,
Labutta District and Labutta Township actually visited pilot villages to observe the CBDRM
workshops and the community evacuation exercise. In the third year, Kyauk Phyu district and
township administrators are highly motivated to implement CBDRM activities, so GAD dispatched
fifteen district and township officers to the fourth workshop and the evacuation drill at the pilot
villages.
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“The expansion plan to other regions, which include lessons learned through activities under
Output-1 to Output-3, is prepared.”
(24) Summarize and compile a model of the information distribution system through the
administrative line into the expansion plan for other areas
(25) Summarize and compile a model of the information distribution system at the township/village
level
(26) Compile the early warning model and reflect it in the expansion plan for other areas
(27) Summarize and compile lessons learned regarding CBDRM activities into the expansion plan for
other areas
(28) Finalize the expansion plans to other regions
The relation between the above work items and section numbers of this report is shown below.
Work Items Section Numbers of this Report
2.6.1 Summary of Activities and Outcomes
2.6.2 Preparation of Expansion Plan
2.5.5 Preparation of CBDRM Manual
(26) 2.4.3 Early Warning Manual
2.6.1 Summary of Expansion Plan
(27) 2.5.5 Preparation of CBDRM Manual
(28) 2.6.1 Summary of Activities and Outcomes
(1) Summary
The project purpose is “The improved model of end-to-end early warning systems for natural
disaster with an expansion plan is set up in pilot areas”, and the overall goal is “End-to-end early
warning systems for natural disaster are expanded to coast line areas, especially in the
Ayeyarwaddy Region and Rakhine State, based on the expansion plan”. By the activities for Output
4, the model of early warning system was established and the expansion plan was prepared to
disseminate the established model to other areas in the Ayeyarwaddy Region and Rakhine State
based on the experiences of pilot activities for Output 1, Output 2 and Output 3.
It was noted that the contents of expansion plan and their necessary budget should be balanced to
the capacity of the Myanmar side, since the plan would be implemented by the Myanmar side.
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(2) Outcomes
The expansion plans were prepared for the Ayeyarwaddy Region and Rakhine State (For the details,
please refer to the annex). Three kinds of model activities such as the installation of information
dissemination equipment, human resources development activity, and community based disaster
risk management activity were described, and the five years plan to cover whole townships in the
Ayeyarwaddy Region and Rakhine State and their necessary budget were described in the
expansion plan.
Although the budget allocation was not confirmed, the social welfare ministers in Ayeyarwaddy
Regional Government and Rakhine State Government agreed the contents of expansion plan and
the JCC members also agreed the contents of expansion plan in the final JCC held in January 2017.
30 additional SSB radio equipment units were purchased by RRD during the project period, and
three of them were installed in the RRD local offices in the Ayeyarwaddy Region. It can be said that
a part of expansion plan was implemented, since the installation of SSB radio equipment is
described in the expansion plan.
(1) Background and Objective
disasters with an expansion plan set up in pilot areas”, and the overall goal is “End-to-end early
warning systems for natural disaster are expanded to coastline areas, especially in the
Ayeyarwaddy Region and Rakhine State, based on the expansion plan”.
Activities for Output 1, Output 2 and Output 3 were implemented at Pathein, Labutta District,
Labutta Township, Hlwa Zar Village Tract and three villages in the Ayeyarwaddy Region, and at
Sittwe, Kyauk Phyu District, Kyauk Phyu Township, Thea Tan Village Tract and four villages in
Rakhine State. By the activities for Output 4, the model of early warning system was established
and the expansion plan was prepared to disseminate the established model to other areas in the
Ayeyarwaddy Region and Rakhine State based on the experiences of pilot activities for Output 1,
Output 2 and Output 3.
The contents of the expansion plan and their necessary budget should be balanced to the capacity of
the Myanmar side, since the plan should be implemented by the Myanmar side and the overall plan
is required to be achieved after a few years.
Major issues in preparation of expansion plan are as follows:
 Expansion plan will be approved and implemented by the Government of Myanmar, such as
RRD in the Ministry of Social Welfare, Relief and Resettlement and region or state
government. The JICA Expert Team will support the preparation draft expansion plans,
working with RRD and other stakeholders.
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 The cost of an expansion plan will be minimized for sustainable implementation by the
initiative of the Government of Myanmar.
 The expansion plan will be implemented by the combination of the initiatives of local
governments and support from the union government. JICA Expert Team will discuss with
local governments and the union government closely.
(2) Contents of Activity
1) Discussion for Preparation of Expansion Plan
The JICA Expert Team started the discussion on the policy to prepare the expansion plan in the
third year of project, and the expansion plan for the Ayeyarwaddy Region was drafted at the end of
the third year of project. The draft expansion plan for the Ayeyarwaddy Region was revised and the
expansion plan for Rakhine State was prepared in the fourth year of the project. The discussions
with local governments was repeatedly conducted, since the local governments would take the lead
to implement the expansion plan. In order to discuss and solve the budget issues, the JICA Expert
Team discussed with both the union government and local governments through confirming the
budgeting systems and annual budget, etc.
Table 2.6.2 Discussion for Expansion Planning

Date Place Contents
July 2016 Nay Pyi Taw  Image of expansion plan and process for planning and approval
 Confirmation of budget of union government (RRD and DMH)
Ayeyarwaddy  Image of expansion plan and process for planning and approval
Region  Confirmation of the budget of the Ayeyarwaddy Regional
Government
October 2016 – Nay Pyi Taw  Draft of expansion plan
February 2017  Implementation and budgeting of expansion plan
Ayeyarwaddy  Draft of expansion plan
Region  Implementation and budgeting of expansion plan
July 2016 – August Nay Pyi Taw  Finalization of expansion plan
2016  Implementation and budgeting of expansion plan
 Confirmation of contents of 100 days plan
Ayeyarwaddy  Finalization of expansion plan
Region  Implementation and budgeting of expansion plan
Rakhine State  Image of expansion plan and process for planning and approval
 Confirmation of the budget of the Rakhine State Government
 Implementation and budgeting of expansion plan
October 2016 – Nay Pyi Taw,  Finalization of expansion plan
December 2016 Ayeyarwaddy  Implementation and budgeting of expansion plan
Region, Rakhine
State
December 2016 – Nay Pyi Taw,  Contents of the expansion plan were agreed at PIC meetings in the
January 2017 Ayeyarwaddy Ayeyarwaddy Region and Rakhine State.
Region and Rakhine  Contents of expansion plan was agreed at JCC meeting in Nay Pyi
State Taw
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RRD said that the budget could not be allocated only for the Ayeyarwaddy Region and Rakhine
State, since the budget of RRD was very much limited and the budget had to be allocated for the
whole country. The local governments said that it was also difficult for them to secure the budget
and it was necessary to get approval at a cabinet meeting, since there was no item for DRR in the
present budget of the local government. Although the implementation of the expansion plan and
securing the budget were discussed in the PIC meetings held in December 2016, and in the JCC
meeting and the final seminar held in January 2017, the budget for the expansion plan was not
secured.
However, the contents of expansion plan were agreed in the PIC meeting of the Ayeyarwaddy
Region held in 12 December 2016 and in the PIC meeting of Rakhine State held in 13 December
2016, and in the final JCC meeting held in Nay Pyi Taw in 24 January 2017.
2) Contents and Effects of Expansion Plan
The basic concept of the expansion plan is as follows:
 The expansion plan is a five year plan to cover all districts and townships in the Ayeyarwaddy
Region and Rakhine State for five years.
 One district is selected every year to conduct activities.
 The expansion plan consists of three model activities such as the installation of
communication equipment, implementation of HRD activity, and implementation of CBDRM
activity.
The three model activities are explained as shown below. These activities can be conducted by
government officers by utilizing the experience of pilot activities and prepared manuals and
guidelines.
a) Installation of Communication Equipment
In the pilot activity, a SSB radio system, satellite communication system, IP telephones etc., were
installed in the government offices. The telephones with reinforced antenna, loud speakers and
handy speakers were also installed in the pilot villages. The communication equipment which
should be included in the expansion plan were discussed by considering the operation and
maintenance conditions, and the effects during the exercises and actual disasters.
The model activity is defined as the installation of SSB radio equipment at all RRD and GAD
offices at the district level and township level in the Ayeyarwaddy Region and Rakhine State,
and the installation of telephones with reinforced antenna, loud speakers and handy speakers in
the villages. SSB radio equipment will not be installed at the village tract level from the points of
budget, priority and operation and maintenance. The early warning manual will be utilized for
the information transmission route and the communication equipment to be used.
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b) Implementation of HRD Activity
The model activity of HRD activity is defined that the HRD program, of which the effect and
feasibility was confirmed by the follow up activity for Output 2, is implemented at the
regional/state level, district level and township level. The information transmission exercise is
conducted targeting the areas where the HRD program is implemented. The pre-meeting to share
the objectives and rules before the exercise and the evaluation meeting after the exercise are also
conducted. The importance of these meetings is recognized in the activity for Output 2.
c) Implementation of CBDRM Activity
Based on the result of the follow up activities, the model activity of CBDRM activity is defined
that a 3-5 day TOT workshop is conducted for VTDPB members and trained VTDPB members
conduct the CBDRM workshop held five times for residents, as were conducted in the pilot
activities. The information dissemination system below the township level and the
implementation of the TOT workshop and CBDRM workshop are based on the CBDRM manual
prepared by compiling the results and lessons learned in the pilot activities.
The amount of model activities to be implemented for five years was planned by considering the
basic concept of an expansion plan and the capacity (budget and human resources) of the
Myanmar side.
Table 2.6.3 Model Activity and Contents of Activity to be Conducted A Year

Activity Model Activity Contents of Activity to be Conducted A Year
Installation of  SSB radio equipment is installed at GAD  SSB radio equipment is installed at district
Communication district office and township office. and township offices of GAD at the selected
Equipment district.
 SSB radio equipment is installed at RRD  SSB radio equipment is installed at district
district office office of RRD at the selected district.
 Fixed type telephone with reinforced  A village is selected from all townships of the
antenna, loud speaker and handy speaker selected district and the equipment shown in
are installed in villages the left are installed.
Implementation  HRD program is implemented at  HRD program is conducted each at district
of HRD Activity regional/state level, district level and level and all township levels.
township level.  Information transmission exercise is
 Information transmission exercise is conducted targeting the agencies where the
implemented periodically. HRD program is conducted.
Implementation  TOT workshop is conducted for village  TOT workshop and CBDRM workshop are
of CBDRM tract levels and CBDRM workshop is conducted for the selected village tract and
Activity conducted by the trained villagers. village each from all townships in the
selected district.
Contents of the five years expansion plan were summarized as below. The necessary budget is
294 million Kyat for the Ayeyarwaddy Region and 214 million Kyat for Rakhine State.
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Table 2.6.4 Five Year Expansion Plan (Ayeyarwaddy Region)
Activity Amount / Budget 2017 2018 2019 2020 2021 合計
Installation of Number of SSB to be installed 6 6 8 6 8 34
information Number of villages where the
dissemination 4 4 7 5 6 26
equipment is installed.
equipment
Budget (million Kyat) 23.4 23.4 35.7 26.1 33.0 141.6
Implementation Number of HRD Activity 8 5 8 6 7 34
of HRD Program Number of meetings on
4 2 2 2 2 12
information transmission exercise
Implementation Number of townships where TOT
4 4 7 5 6 26
of CBDRM activity is implemented.
Activity Number of villages where
4 4 7 5 6 26
CBDRM activity is implemented.
Total: 293.8 million Kyat
Table 2.6.5 Five Year Expansion Plan (Rakhine State)

Activity Amount / Budget 2017 2018 2019 2020 2021 合計
Installation of Number of SSB to be
4 4 2 3 3 16
information installed
dissemination Number of villages where
equipment 4 4 2 3 3 16
the equipment is installed.
Implementation Number of HRD Activity 6 5 3 5 4 23
of HRD Program Number of meetings on
information transmission 2 2 2 2 2 10
exercise
Implementation Number of townships
of CBDRM where TOT activity is 4 4 2 3 3 16
Activity implemented.
Number of villages where
CBDRM activity is 4 4 2 3 3 16
implemented.
Total: 214.1 million Kyat
The effects from the implementation of the expansion plan are shown below.
d) Installation of Information Dissemination Equipment
 All GAD / RRD local offices in Rakhine (sixteen offices) and Ayeyarwaddy (34 offices)
will be able to communicate simultaneously through the SSB radio network.
 Sixteen villages in Rakhine and 26 villages in Ayeyarwaddy will be equipped with speakers
and telephones.
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e) Implementation of HRD Activity
 Government officers at the state/region level, all districts and townships in Rakhine (1,200
officers) and Ayeyarwaddy (1,700 officers) will have basic knowledge on DRR and Early
Warning. (50 officers are supposed to participate in one HRD program.)
 The information transmission exercises will be conducted ten times.
f) Implementation of CBDRM Activity
 3,200 village people in Rakhine and 5,200 village people in Ayeyarwaddy will be trained for
CBDRM activities including preemptive evacuation. (200 people are supposed to
participate in the CBDRM activity in one village.)
 The evacuation drills will be conducted 42 times.
(3) Outcome
The expansion plans for the Ayeyarwaddy Region and Rakhine State were prepared. Three model
activities such as the installation of communication equipment, HRD activity and CBDRM activity
were shown in the expansion plan. The action plan and its necessary budget to cover all townships
in the Ayeyarwaddy Region and Rakhine State in five years were also described in the expansion
plan. It can be said that the expansion plans became more realistic plans through a number of
meetings with local governments, since the local government would take the lead to implement the
expansion plans. Although the implementation of the expansion plan could not be budgeted during
the project period, the social welfare ministers in the Ayeyarwaddy Region and Rakhine State have
agreed on the contents of the expansion plans. The expansion plans were officially agreed upon in
the final JCC meeting.
30 sets of SSB radio equipment were newly purchased by the RRD budget and half of them have
been already installed in the local RRD offices. It can be said that a part of expansion plan was
implemented, since three SSB radio equipment units were installed in the Ayeyarwaddy Region.
SSB radio equipment were also donated to GAD in Rakhine State from a private company after the
2015 floods. It can be said that the SSB radio system installed in this project has impacted the
Myanmar society significantly, since the fire service department and the Myanmar Red Cross are
also interested in the SSB radio system.
DMH expressed that DMH will take a lead in the implementation of information transmission
exercises at least once a year in cooperation with related agencies. The information transmission
exercise is one of the main activities in the expansion plan,
The budget allocation for the implementation of expansion plan has not been confirmed yet. Major
reasons can be said that the budget of RRD and local governments are quite limited and the
budgeting process was unclear. A special budget can be allocated to implement the expansion plan
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in addition to the normal budget, because of the increment of the normal budget and based on the
economic growth, and RRD has already purchased the SSB equipment.
In the PIC meeting held in December 2016, it was confirmed that the “Disaster Management Fund”
was allocated to the local government, though it was not clarified if the disaster management fund
was properly allocated, and the correct amount of the fund, and its usage rules were not also
clarified.
The budget can be allocated to implement the expansion plan in the near future, since the project
has repeatedly explained the importance of a expansion plan to both the union government and
local government. And the detailed contents and necessary budget were shown in the expansion
plan.
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2.7 Overall Activities
(29) Monitoring of output

(30) Implementation of seminars
(31) Training in Japan
(32) Equipment procurement
(33) Suggestions for the activities in the next year
(34) Assistance with mid-term review
(35) Assistance with terminal evaluation
(36) Revision of project brief note
Below is the list of activities corresponding to the above mentioned activity items.
Table 2.7.1 Chapter in this report corresponding to activity in the TOR

Activity in the
TOR
(29) 2.7.1 Monitoring of output
(30) 2.7.2 Implementation of Annual Seminar
(31) 2.7.3 Implementation of Training in Japan
(32) 2.7.4 Equipment procurement
(33) 2.7.5 Suggestions for the activities in the next year
(34) 2.7.6 Assistance with mid-term review
(35) 2.7.7 Assistance with terminal evaluation
(36) 2.7.8 Preparation of project brief note
2.7.1 Monitoring of Output
(1) Objectives
The JICA Expert Team conducted some meetings with the Myanmar side to monitor the indicators
designated in the PDM. In this Project, Project Implementation Committee (PIC) meetings were
held on a regular basis with PIC members nominated in Nay Pyi Taw, the Ayeyarwaddy Region,
and Rakhine State. Joint Coordination Committee (JCC) meetings also were held once a year for
important decision making in the Project.
(2) Outcomes
The JICA Expert Team conducted some meetings from the 1st year to 4th year as shown in the table
below. In addition to these meetings, the JICA Expert Team made efforts to share the overall
progress with the related officers in several meetings in Output 2 and 3.
Some of the indicators of the PDM were left blank from the beginning of the Project. Based on the
experiences of the pilot activities, the Project set reasonable indicators or modified the phrase of the
indicators. The Project also changed the name of the organization which was already restructured.
The amended PDM was introduced during JCC and obtained the approval of the Myanmar side.
Minutes of JCC meeting is shown in the annex.
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Table 2.7.2 List of main meeting
Year Meeting Date Place
Kick off meeting 2013/3/13 Nay Pyi Taw
2013/4/24, 7/26, 10/14, 10/31 Nay Pyi Taw
1st PIC meeting
2013/7/29, 10/10, 11/1 Pathein
JCC meeting 2013/11/14 Nay Pyi Taw
2014/2/24, 5/27, 7/28, 11/14 Nay Pyi Taw
PIC meeting 2014/2/26, 8/4, 11/7 Sittwe
2nd
2014/3/19, 5/20, 7/23, 11/7 Pathein
JCC meeting 2014/11/17 Nay Pyi Taw
Coordination meeting 2015/3/3 Pathein
2015/6/2 Sittwe
3rd PIC meeting
2015/2/24, 3/19, 5/12, 7/3, 10/27 Nay Pyi Taw
JCC meeting 2015/5/28, 2016/2/5 Nay Pyi Taw
2016/5/25, 12/13 Sittwe
PIC meeting 2016/5/27, 12/16 Nay Pyi Taw
4th
2016/12/12 Pathein
JCC meeting 2016/11/3, 2017/1/24 Nay Pyi Taw
PIC members changed repeatedly since some of the officers were transferred to other offices.
Therefore, there was difficulty in sharing the progress of the Project activity.
As for PIC meetings in the Ayeyarwaddy Region, the Project outputs could be shared with minister
of social welfare since she positively participated in the meetings.
As for PIC meetings in Rakhine State, the number of meetings was not enough because the PIC
members often had to respond to actual disasters, and could not hold the meetings. Therefore, the
JICA Expert Team had individual meetings with each PIC member.
2.7.2 Implementation of Annual Seminar
(1) Objectives
Annual seminars were held with the following objectives.
 To inform DRM related people about the Project and to share the progress of the Project
 To enhance the capacity of counterpart officials through the implementation of the seminar
(2) Outcomes
The Project had three seminars as shown below.
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Table 2.7.3 List of annual seminars
Seminar 1st Annual Seminar 2nd Annual Seminar Final Annual Seminar
Date 2014/7/8 2015/7/7 2017/1/24
Target RRD, DMH, GAD (Nay Pyi Taw, Pathein, Labutta, Sittwe, Kyauk Phyu), Other DRM related
organizations Government Agencies, NGO, Donor, University, Media etc.
Participants About 100 people for each
 Lessons learned from recent  Efforts by media related to  Reporting, sharing, and
huge disasters (East Japan Early Warning System in handover of the Project
earthquake and tsunami, Japan outputs
Philippine Typhoon Haiyan,  Project outputs in the 2nd  Discussion on sustainability
Contents Myanmar Cyclone Nargis) year of the Project activity
 Early Warning System and its  Utilization of the Project
technology in Japan outputs to other related
 Summary and progress of the projects
Project
(3) Outcomes
In the 1st annual seminar, the lesson learned from Typhoon Haiyan was presented by OCD (Office
of Civil Defense) officer invited from the Philippines. At the same time, DRM systems in Myanmar,
Japan, and the Philippines were also presented. It is expected that the capacity for DRM in
Myanmar will be enhanced through learning about the disaster experiences and DRM systems in
other countries, and comparing those with their own disaster experience and DRM system in
Myanmar.
Annual seminars were a good opportunity to introduce the Project to the public. In the 2nd annual
seminar, positive discussions were conducted among the participants. For example, the Irrigation
Department requested DMH to share the tide data, and the Ministry of Information proposed
cooperating to utilize SMS on information transmission.
In order to focus on role of media on DRM and Early Warning System, some media officers who
are not a part of the main Project counterpart were invited in the 2nd annual seminar. The seminar
focused on the importance of the media through the presentation of “Efforts by Mass Media on EW
in Japan” prepared by the JICA Expert Team, and “Efforts by MRTV on EWS” prepared by MRTV
officer. For information transmission through the media, it was explained that it is important to
disseminate information that is easy to understand, and it is necessary to work on efforts for early
warning not only during the emergency stage, but also during regular times.
2.7.3 Implementation of Training in Japan
(1) Objectives
By learning about Japanese disaster management systems, which were constructed based on the
past disaster experience in Japan and the lessons learned, participants obtained the expertise to
establish proper early warning systems that can reach communities promptly in Myanmar.
 To understand the importance of information sharing systems before/during disasters
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 To understand the roles of the national government and local government personnel on early
warning systems
 To understand the early warning systems in Japan
 To obtain knowledge on Disaster Management Drills in Japan
(2) Outcomes
Training sessions in Japan were conducted as shown below.
Table 2.7.4 List of Training in Japan

Year First Second Third
Training 2013/8/27-9/7 2014/8/23-9/6 2015/8/22-9/5
period
RRD 4, GAD 4, DMH 2 RRD 3, GAD 3, DMH 4 RRD 4, DMH 3, GAD 3,
 Mr. Than Soe  Ms. Phyu Lai Lai Htun MRTV 2, Pyinsawadi FM 1
 Mr. Than Soe  Mr. Myint Soe  Mr. Aung Khine
 Mr. Win Zaw Htay  Mr. Maung Maung Gyi  Ms. Kyi Pyar Soe
 Ms. New Ni Hlaing  Ms. Ohn Khin  Mr. Ye Thu Han
 Mr. Hla Myo  Mr. Soe Thein  Ms. Win Pa Pa Kyaw
 Mr. Kyaw Khine Soe  Mr. Toe Toe Tun  Mr. Tun Naing Win
Trainees  Mr. Bo Bo Min Theik  Ms. Nyein Nyein Naing  Ms. Han Swe
 Mr. Kyaw Swar Nyunt  Mr. Tun Aye Kyaw  Mr. Hla Myint
 Mr. Hla Yin Tun  Mr.Than Tun Win  Mr. Htun Min Zaw
 Mr. Aung Myint Kyi  Mr. Tin Maung Yee  Mr. Moe San Tun
 Mr. Nyi Nyi Linn
 Ms. Nan Htike Htike Aung
 Ms. San Dar Lwin
 Mr. Myint Zaw
 Gifu Prefectural  Wakayama Prefectural  MLIT (Ministry of Land,
Government Government Infrastructure, Transport and
 Nagoya City office  Hirokawa Town office / Tourism)
 Waju-no-sato / Isewan Kamaishi City office  JMA (Japan Meteorological
Typhoon Memorial hall  Inamura no hi no yakata Agency)
 Disaster Reduction and  Fire department in Kobe  Disaster Management Drill
Human Renovation Center City  Tohoku area affected by the
(DRI)  Kansai University Great East Japan Earthquake
 Disaster Management Drill  Life safety learning center  Kochi Prefecture and
in Nagoya  Tsunami and storm surge Municipality office
 MLIT (Ministry of Land, station  Tokyo Rinkai Disaster
Major places
Infrastructure, Transport and  Disaster Reduction and Prevention Park
of training
Tourism) Human Renovation Center  Life Safety Learning Center
 Visit the Japan (DRI)  Institute for fire safety and
Meteorological Agency  Disaster Management Drill disaster preparedness
 Tohoku University in Tokyo  Nippon Television Network
(International Research  MLIT (Ministry of Land, Corporation.
Institute of Disaster science) Infrastructure, Transport and
 Visit to area affected by the Tourism)
Great East Japan Earthquake  Japan Meteorological
 Fuji-TV Agency
 Visit to area affected by the
Great East Japan Earthquake
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(3) Outcome
By listening to the lectures from the national level, prefectural level and municipal level, the
participants understood the roles and responsibilities of each level and the importance of the
coordination and collaboration of each party. The training provided the opportunity to recognize
the necessity to work on early warning through cooperation among RRD, DMH, GAD.
As for early warning systems, the participants understood that there are several approaches to
disseminate the information promptly and properly in Japan. It is expected that the participants
recognized the importance to secure several routes and equipment on information transmission, and
had common understanding with the Japanese side on the establishment of the early warning
system supported by the Project. Also, the participants learned to provide the information that is
easy for residents to understand, and it can be adopted for Myanmar even though there are some
limitations or barriers on budget and technique.
As for public awareness-raising activities, the participants understood various approaches to

educate the public such as disaster management drills, self-help disaster management groups and
facilities for public awareness raising. Also the participants learned about the training not only for
the public, but also for municipality officers, and gained knowledge on efforts for human resource
development on disaster management. By referring to the various activities in Japan, the
participants obtained the knowledge to improve their own activities in Myanmar.
(4) Further discussion to utilize the Outcome
In the reporting session on the final day of the training, the participants made presentations showing
that they were able to obtain various knowledge over the two weeks of training. However, they did
not have an idea on how to utilize the experience in Myanmar, so it was necessary to discuss this
continuously in the Project activity.
After the training in Japan in 2015, the current situations and challenges on broadcasting by MRTV
were discussed by the participants. The participants summarized several ideas how to improve the
broadcasting by MRTV in emergency stages and regular stages. In detail, the following items were
raised in the meeting:
 Using more visual images on weather forecast information during an emergency stage to make
it easy to understand.
 Preparation of daily DRM programs with weather forecast programs.
These results were shared with the related officers in the PIC meeting on October 27th 2015 by the
presentation of RRD and MRTV officer who attended the training.
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2.7.4 Equipment Procurement
(1) Objectives
Necessary equipment to implement the Project were procured.
(2) List of Equipment
The Project procured the equipment as shown in the annex. The all equipment had already been
handed over to the Myanmar side.
As for the equipment installed at the village level, although a solar power system was installed,
installation of a diesel engine was proposed by the Myanmar side since sunshine hours in Rakhine
State is short especially during the rainy season.
As for the all installed communication equipment, it is important to operate and maintain on a
regular basis to be ready for actual disasters. The operation and maintenance manual was attached
to the Early Warning manual which was prepared in the HRD activity, and its utilization is
expected.
2.7.5 Suggestions for the Activities in the next year
At the end of the Project year, the JICA Expert Team suggested the activities for the next year.
2.7.6 Assistance for Mid-Term Review
The JICA Expert Team assisted the implementation of mid-term review from May 12th to 29th
2015. Also, the recommendations mentioned in the mid-term review report were solved during the
Project period as shown in the table below.
Table 2.7.5 Recommendations in mid-term review

Recommendations in mid-term review Countermeasures during the Project period
1. Allocation of frequency for SSBs by MPT Four kinds of frequency were provide by MPT.
2. Provision of office space for the Expert Team One of the rooms in DMH HQs was provided.
in NPT
3. Development of an expansion plan in After the mid-term review, the expansion plan in the
cooperation with Japanese side and Myanmar Ayeyarwaddy Region was prepared. In addition, total nine
side counterpart officers were nominated in task force team.
4. Implementation of an expansion plan by the It was confirmed that the expansion plan is able to be
initiative of the Myanmar side implemented by the initiative of the Myanmar side from the view
point of technical capacity and intention.
5. Promotion of the Project outputs Periodical promotion was done through Facebook.
6. Institutionalization of training programs Through Human Resource Development activity and PIC
meetings, it was confirmed that the training program could be
utilized in the Disaster Management Training Center.
7. Guidance from the expert team The expert team guided the counterparts through the preparation
of a draft expansion plan.
8. Establishment of an operation and The operation and maintenance manual was prepared and utilized
maintenance system of equipment during the Project period.
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2.7.7 Assistance for terminal evaluation
The JICA Expert Team assisted the implementation of terminal evaluation from October 17th to
November 3rd 2016. At the final JCC meeting, the Myanmar side and the JICA side confirmed that
the recommendations mentioned in the terminal evaluation report were solved before the end of the
Project period as shown in the table below.
Table 2.7.6 Recommendations in terminal evaluation
Recommendations in terminal evaluation Countermeasure by the end of the Project period
1. The Project needs to address such issues JICA expert team stayed in Nay Pyi Taw as much as possible to
caused by the personnel relocation of the communicate with C/Ps, and tried to communicate with newly
project C/Ps as the lack of necessary handover assigned C/Ps and new ministers especially in the Ayeyarwaddy
from predecessors to successors, and the lack Region and Rakhine State for better mutual understandings on
of timely information sharing and the project. The expansion plans have been understood by more
communication in NPT on project activities. C/Ps and ministers through these efforts.
2. The Project needs to explain the importance to The PIC meetings were held in the Ayeyarwaddy Region on 12
the PIC meeting of the Expansion Plans, and December 2016 and in Rakhine State on 13 December 2016, and
advocate these plans to other disaster risk in Nay Pyi Taw on 16 December 2016 to share and discuss the
areas than the pilot sites of the Project in the expansion plan, and the expansion plan was agreed by PICs.
Ayeyarwaddy region and Rakhine State
3. The Project tries to secure or get necessary In the PIC meetings, securing necessary financial resources for
financial resources for 2017 to continue the implementing the expansion plan was one of the main topics
project activities and implement the expansion discussed. RRD explained that RRD understood the importance
plans. to implement the expansion plan, but the budget was limited and
had to be allocated not only to the Ayeyarwaddy Region and
Rakhine State but also to the whole country. However, RRD also
explained that 30 sets of SSB radios were newly purchased by
100 days plan of RRD, and three of them were already installed
and operated in the Ayeyarwaddy Region as a part of the
expansion plans, and the disaster management fund of local
governments could be utilized for implementing the expansion
plan, which was recently allocated to each local government.
4. The Project is requested to explore the There are two on-going JICA projects related to the project, such
possibility to share the Outcomes to other as “Development of a Comprehensive Disaster Resilience
JICA projects. System and Collaboration Platform in Myanmar” (SATREPS)
and “The Project for Capacity Development of the Myanmar
Radio and Television” (MRTV Next Project). The project shared
the project Outcomes with these related projects not only by the
meetings but also through inviting SATREPS members to the
workshop of discussing the “TIMELINE” and the final seminar
in the project, and through inviting MRTV Next Project C/Ps as a
presenter of the final seminar. Outputs of the project especially
“TIMELINE” and optical fiber connection between MRTV and
DMH will be utilized and improved by these projects.
5. RRD should include the expansion plans into The review workshop of MAPDRR was held in Pathein on 22-23
revising the MAPDRR. November 2016, and RRD explained about the project and
expansion plan to be included in new MAPDRR. RRD will
continue to try to include the expansion plans into new
MAPDRR.
2.7.8 Preparation of Project Brief Note
(1) Objective and Contents
As one of the tools for publicity of the Project activities, the JICA Expert Team prepared the project
brief note every year. The project brief note are shown in the annex.
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(2) Publicity activities
The JICA Expert Team conducted the publicity activities including the distribution of the project
brief note as shown in the table below.
Table 2.7.7 Publicity activities in the Project

Tool Contents
Social media page (Facebook) The Project activities were introduced periodically in the Project Facebook page.
Positive promotion was preceded with high update frequency especially after the 3rd
year.
https://www.facebook.com/jica.myanmar.ewsproject/
Preparation of the project brief Overall contents and progress of the Project activity were described in the project
note brief note. It was distributed to the related people in seminars and workshops.
Utilization of mass-media The JICA Expert Team positively invited media officers to the Project meetings and
workshops, and provided necessary information for media broadcasting.
Human Resource Development activity and Annual Seminar were broadcast by
MRTV.
Participation to From the 2nd year to 4th year, IDDR (International Day for Disaster Reduction) was
IDDR(International Day for held by the initiative of RRD. In this event, the JICA Expert Team exhibited some
Disaster Reduction) photo of the Project activity, and shared some teaching materials. It was a good
opportunity to make the Project public including the vice president.
(3) Outcomes
As for the publicity activity through Facebook, its effectiveness was confirmed since one of the
Facebook articles to introduce the Project activities recorded more than 400 viewers. The publicity
through Facebook may be an effective tool for the other Project as well. On the other hand, more
than 80 percent of the viewers are from Myanmar, so that it is necessary to consider another way for
Japanese and the other countries.
After installation of the procured equipment, some of the equipment was relocated by the JICA
Expert Team due to the relocation of the installed offices. Especially for SSB equipment, the
Myanmar side requested the JICA Expert Team to relocate it since the direction of the SSB antenna
has to be considered technically for the relocation. After the Project, it is necessary for it to be
relocated by the Myanmar side as needed. It is expected that the relocation will be conducted
properly through cooperation with DMH officers and the agent who conducted the above
mentioned relocation.
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3. Issues, Initiatives and Lessons Learned for Project Implementation
(1) Working Space in RRD HQs
Since the working space was not available in RRD HQs, DMH provided the working space to the
JICA Expert Team in DMH Yangon Office. The JICA Expert Team could conduct the project
activities efficiently at the DMH Yangon Office, because most of the project activities were
conducted in the Ayeyarwaddy Region and Rakhine State, and these pilot areas were accessible
from Yangon.
On the other hand, the activities in RRD HQs and DMH HQs had gradually increased and the
communication with counterpart members in Nay Pyi Taw became the important issues at the last
half of the project period. The situation was getting better by utilizing the working space in DMH
HQs and by staying in Nay Pyi Taw as much as possible and having more meetings with
counterpart members. However, it was necessary to secure the working space in RRD HQs, which
is the main counterpart of the project.
(2) Project Implementation in Cooperation with Related Agencies
RRD and DMH are the main counterpart agencies which signed on the Record of Discussion of the
Project. However, the JICA Expert Team tried to establish and strengthen the cooperative
relationship with GAD by recognizing the importance in having a good relationship with GAD,
since the GAD has an institutional system from the union level to the village level, and GAD has
the practical authorizations for decision making on the locations, contents and dates etc. of project
activities. Thus, the JICA Expert Team tried to establish the framework to implement the DRR
activities efficiently and in cooperation with the related agencies through the discussion on the roles
on DRR of related agencies. The JICA Expert Team also tried to enhance the relationship with the
related agencies by inviting the related agencies to discussions, workshops, seminars, and training
sessions etc. It was appreciated by the other donors that the networks among the related agencies
were strengthened by this project, which in turn were effective for their future support for Myanmar
government on DRR.
On the other hand, the top officers of the agencies have a high impact to their decision making as
the same as other countries. In the case of the local governments, the chief minister or the social
affair minister are such responsible officers, and the Deputy Director General of GAD to support
the local government is also one such officer. In order to implement the Project, it was important to
communicate with such top officers, and to make them understand the importance of the DRR and
early warning systems. The JICA Expert Team made a good relationship with the social affair
minister in the Ayeyarwaddy Regional Government, but there was a difficulty that most of the
related officers, including ministers, were replaced due to the change of government.
The JICA Expert Team conducted the project activities by keeping in mind the cooperation
between the union and local governments, and the sharing the same awareness such as to prepare
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the opportunities for union level officers to participate in the local activities and for the local level
officers to present their activities at Nay Pyi Taw. Especially for the improvement of the warning
message, the JICA Expert Team tried to make the officers of DMH HQs understand the
expectations from local level officers or residents, and to make the local level officers understand
the present capacity of DMH HQs. This kind of activities are expected to continue after the project.
(3) Effective Input of Project Fund and Equipment
The connection between DMH-MRTV and the installation of a SSB radio system highly impacted
on the followed activities by the counterpart agencies. The good examples were shown both at the
community and township level by the community infrastructure support project. It was confirmed
by the above activities that the sustainability of the project activities could be improved by
providing a part of the equipment or system as a pilot or by providing some financial support in
addition to the technical transferring activities.
On the other hand, the policy of this project was that the financial support was provided for the pilot
activities by the project, but the following expansion plan would be implemented by the Myanmar
side. In the project, the draft expansion plan was prepared at the end of third year activity, and the
finalization of expansion plan and discussion to secure the budget for implementing the expansion
plan were conducted in the fourth year activity. It can be said that the sustainability of the project
activity would be higher if the new ministers and related officers could understand the contents of
the expansion plan and could have more realistic images on the implementation of the expansion
plan such by providing financial support for a part of the expansion plan under the difficult
situations such as the replacement of related officers during the third year and fourth year activities.
(4) Further Improvement of Early Warning System
The early warning system was improved in this project by mainly conducting the improvement of
the information dissemination system, capacity enhancement of related government officers, and
capacity enhancement of community people. In other words, the system was improved to
disseminate the information issued by DMH to the village level by union and local level
government officers, and the residents evacuated to safe locations. The project prepared the
expansion plan to disseminate the improved early warning system to other areas. Although there is
a financial issue, the implementation of an expansion plan will lead to an improvement in the early
warning system.
On the other hand, although the contents of the expansion plan are one of the important items on the
early warning system, the study or the analysis to know the risk areas and safe locations to evacuate
are not included in the plan. The science based risk assessment is emphasized in the Sendai
Framework. The issuance of warning messages and the establishment of evacuation centers etc.,
based on the risk assessment are also indispensable items for the improvement of an early warning
system, and are to be promoted.
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(5) Coordination with Related Project / Agencies
In order to share and develop the outcomes of the project activities, the JICA Expert Team tried to
coordinate with the several related projects and related agencies during the project period. Some of
the coordinated projects and agencies are shown in the table below.
Table 3.1.1 Coordination with Related Projects / Agencies

Projects / Agencies Contents of Coordination
1. SATREPS Discussions were made with the STREPS team to share the project
“Development of a Comprehensive outcomes and to handover the necessary activities. The project outcomes
Disaster Resilience System and were presented at the JCC meeting of SATREPS project. Especially the
Collaboration Platform in Myanmar” TIMELINE prepared by the project was explained and its possibility to
expand to the emergency operation phase was confirmed.
2. MRTV and JICA project “The Officers of MRTV were invited to the training program in Japan, and the
Project for Capacity Development of discussions were made on the roles of media on early warning system. The
the Myanmar Radio and Television” presenter on the MRTV project was invited to the final annual seminar of
this project.
3. Japan Meteorological Agency in In order to improve the warning messages of DMH, some meetings with
Japan JMA was held to refer the Japanese cases and experiences. The officers
from JMA supported the project to decide the location to install an
automatic tide gauge station.
4. BHN Association BHN is supporting the information dissemination system mainly for the
community level in the Ayeyarwaddy Region. The JICA Expert Team
communicated with BHN for sharing and utilizing the outcomes of the
respective projects.
5. U.S. Forest Service International Mr. Don Price is supporting the activities in the Emergency Operation
Programs; Center.
Mr. Don Price The JICA Expert Team shared the project outcomes with him time to time.
The project also requested him to present about the sharing and utilization
of project outcomes to his activities at the final seminar. The project also
coordinated with him on the information transmission exercise.
6. Fire Services Department Fire Service Department participated in the information transmission
exercise during the fourth year activity. The Fire Service Department also
conducted their own exercise based on the information issued by DMH.
7. DRR WG In order to share the information on the other donors’ activities, the JICA
Expert Team members participated in the DRR WG as much as possible.
DRR WG members were invited to the annual seminar every year.
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4. Achievement of Project Purpose
disasters with an expansion plan is set up in pilot areas”.
The achievement of the project purpose was evaluated by comparing the evaluation at the time of
the terminal evaluation and at the end of project activities (end of January 2017). (For the latest
PDM, please refer to the annex.)
(1) Achievement by Outputs
The achievements of verifiable indicators for each output were evaluated. The following table
shows the results of the evaluation at the time of terminal evaluation.
Table 4.1.1 Achievements of Verifiable Indicators (at the time of Terminal Evaluation)
Output No Indicator Assessment
Output 1 A Simultaneous information distribution system installed is confirmed to Achieved
work normally.
B A model of information distribution system for community in a Achieved
township or in a lower level area is proposed.
C Tide data is monitored by installed tide gauge and analyzed for Achieved
improving early warning system.
D Improvement model of information distribution through mass media is Achieved
proposed.
Output 2 A More than 80% of government agencies related to disaster management Achieved
participate in seminar/training/drill on early warning system for natural
disaster organized by the project.
B Manuals for early warning system at various levels are developed. Achieved
Output 3 A Villagers from all villages in the pilot village tract participate in Achieved
training/evacuation drills.
B Evacuation centers and routes of all the pilot villages are designated and Expected to be achieved
presented to the villagers (Kin Myauk Village)
Output 4 A The expansion plan to coastal lined areas is approved by JCC. Expected to be achieved
(JCC in November 2016
and January 2017)
Source: Terminal Evaluation Report
The verifiable indicator “b” of Output 3, which had not been achieved at the time terminal
evaluation, was achieved by the evacuation drill conducted at Kin Myauk village on 13 December
2016. The verifiable indicator “a” of Output 4 was also achieved based on the agreement of JCC.
It was confirmed that all the verifiable indicators had been achieved by the above evaluation.
(2) Achievement of Project Purpose
The achievement of the verifiable indicators of the project purpose was confirmed. The following
table shows the results of evaluation at the time of terminal evaluation.
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Table 4.1.2 Achievement of Project Purpose (at the time of Terminal Evaluation)
No Indicator Assessment
a Early warning is delivered surely to the community in the pilot areas through more Achieved
than two routes in a drill to be conducted before the Terminal Evaluation.
b Appropriate evacuation warning is delivered to community in the drill. Expected to be achieved
c The expansion plan to coastal lined areas is approved by JCC. Expected to be achieved
Source: The Terminal Evaluation Report
The verifiable indicator “b”, which had not been achieved at the time of terminal evaluation, was
achieved by the information transmission exercise and evacuation drill conducted on 13 December
2016. The verifiable indicator “c” of Output 4 was also achieved based on the agreement of JCC
held on 24th January 2017.
It was confirmed that all the verifiable indicators had been achieved by the above evaluation.
Therefore, the project purpose was achieved.
(3) Five Evaluation Criteria
The results of the terminal evaluation based on the five evaluation criteria are shown in the table
below.
Table 4.1.3 Five Evaluation Criteria (At the End of Terminal Evaluation)
Five Evaluation Criteria Evaluation Reason
Relevance High Project is aligned with law/policies on disaster risk
management in Myanmar.
Effectiveness High Project is likely to attain the project purpose by March 2017.
Efficiency Medium Project encountered some constraints such as change of C/Ps.
Impact Medium Except for the progress towards achieving Overall Goal
Sustainability more than Medium Due to financial aspect
The “Efficiency” evaluated as “Medium” at the time of terminal evaluation is evaluated higher at
the end of the project. This is because the JICA Expert Team tried to stay in Nay Pyi Taw as much
as possible to communicate with C/Ps, and to explain the expansion plan and to discuss for
implementation of expansion plan with Ayeyarwaddy Regional Government and Rakhine State
Government.
The “Impact” evaluated as “Medium” at the time of terminal evaluation is evaluated higher at the
end of the project. This is because the expansion plan was agreed in the JCC, three sets of SSB radio
equipment were installed in the Ayeyarwaddy Region, and DMH and MRTV agreed to increase the
number of provision and broadcasting of weather information from once a day to three times a day.
The “Sustainability” evaluated as “more than Medium” at the time of terminal evaluation is
evaluated as still “more than Medium” at the end of the project. This is because the implementation
of the expansion plan has not been budgeted yet. On the other hand, the sustainability may be
evaluated higher in the future, since the expansion plan itself was agreed by JCC members, the
local governments are positive for the implementation of the expansion plan, and the disaster
management fund has been allocated for each local government.
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5. Recommendations for Achievement of Overall Goal
Overall goal of this project is “End-to-end early warning systems for natural disaster are expanded
to coast line areas, especially in the Ayeyarwaddy Region and Rakhine State, based on the
expansion plan”. This goal will be achieved when the expansion plans prepared in the project are
implemented by the Myanmar side.
5.1 Efforts taken by the Project for Achievement of Overall Goal
The contents of the expansion plan and its implementation have been discussed with the
counterpart agencies after the third year activity. The JICA Expert Team has discussed with RRD
HQs, DMH HQs, and local offices of GAD, RRD and DMH of the Ayeyarwaddy Regional and
Rakhine State. Encouragement of local ministers and discussion at the PIC meetings and JCC
meetings involving the other agencies were conducted. The implementation of the expansion plan
was also discussed at the final seminar. As a result, the social affair minister of the Ayeyarwaddy
Region expressed the intension to implement the expansion plan in the third year of activity and the
social affair minister in the Rakhine State in the fourth year of activity. Director General of RRD
also expressed the intention to implement the expansion plan, though the securing of the budget is
difficult, and the SSB was already expanded to some other areas of the Ayeyarwaddy Region.
The necessary budget and its detailed information are described in the expansion plan in addition to
the detailed contents of activity. Since the manual and guidelines are prepared to implement the
activity, the expansion plan will be implemented, if the budget is secured based on the following
recommendations.
5.2 Recommendations for Achievement of Overall Goal
As is shown above, implementation of expansion plans was discussed with the counterpart
members after the third year activity. The ideas for the implementation of expansion plans are
summarized as the recommendations for RRD and local governments which will take an initiative
for its implementation.
(1) Implementation by using Budget of RRD
Implementation of expansion plan by using the budget of RRD is one of the right approaches.
However, RRD HQs says that the budget is quite limited and such budget cannot be allocated only
for the Ayeyarwaddy Region and Rakhine State. The RRD local offices have to request such
budget to HQs at the right time and in the right way.
RRD HQs have prepared the 5-years plan from 2016. The 5-years plan includes the establishment
of an early warning system and the training for village level. It will be easier to secure the budget
for the expansion plan by collaborating with this 5-years plan when the budget request is submitted
to HQs.
125
(2) Implementation by using Budget of Local Government
Implementation of the expansion plan by using the budget of local governments is also one of the
right approaches. However, the local governments do not have their own DRR budget, and the
budgeting of the expansion plan needs the approval of a cabinet meeting. In order to raise the issues
to the cabinet meeting and to be approved, it is necessary to be understood by the chief minister and
social affairs minister. It is important to explain the necessity of an expansion plan and its effect
persistently.
It is said that the disaster management fund for the local government was distributed to each local
government in 2016. The amount of the disaster management fund for each local government is
said to be as much as 100 million kyat, but its usage and rules for disbursement are not defined. It is
necessary to confirm the usage and rules of disaster management fund in order to utilize it for
implementing the expansion plan, since the disaster management fund may be allocated to each
local government continuously.
(3) Utilization of Other Donor’s Fund
In Myanmar, DRR WG is holding the periodical meetings and the active supports by donor
agencies for DRR in Myanmar are expected. It will be effective to introduce the expansion plan and
to request the financial support by the Myanmar side when the donor agencies start the new
activities or discuss with the Myanmar side on the contents of new activities. For example, the
Myanmar Red Cross is considering starting the same kind of project by using financial support
from Denmark, and it will be possible for the Myanmar side to request Myanmar Red Cross to
conduct the activity based on the expansion plan.
(4) Utilization of Existing Framework
If securing the budget for the expansion plan is very difficult, there will be such ideas that some
parts of the expansion plan or the activities which will contribute to the contents of the expansion
plan will be conducted step by step under the existing framework.
Utilization of DMTC is one of the ideas. HRD program prepared in the project can be utilized as the
training program of DMTC on an early warning system. The DMTC is now conducting the
program to train the lecturers of CBDRM activity, and it will be possible to utilize this program to
train the lecturers of TOT workshop of the expansion plan.
If the expansion plan, or even a part of the expansion plan, is integrated into the updating MAPDRR,
securing the budget will be expected. The officer of the RRD Ayeyarwaddy Regional Office has
already explained the contents of expansion plan in the workshop to update the MAPDRR.
Continuing this kind of activity will be effective for integrating the expansion plan to the
MAPDRR.
126
(5) Immediate Implementation
Manuals and guidelines prepared in the project explain the actions to be taken carefully and simply
to be understood and to be utilized by anybody, since the government officers are often transferred
and the awareness of local level officers and residents are low. The expansion plan will be
implemented by using these manuals and guidelines, and these can be used by any officers in
charge as an original concept. On the other hand, there are still some counterpart members who
participated in the pilot activities who have remained at the same office, and they can implement
the expansion plan smoothly. Since the transfer of the officers are so often in the Ayeyarwaddy
Region an Rakhine State, the sustainability is expected if the expansion plans are conducted
immediately.
127
ANNEXES
(a) Technical outcomes ....................................................................................... A-1

 Timeline................................................................................................ A-1
 Expansion Plan ..................................................................................... A-7
 Early Warning manual ........................................................................ A-21
 Human Resource Development Program ........................................... A-71
 CBDRM manual ................................................................................. A-99
 Survey Report on 2015 Floods ......................................................... A-175
 Risk Report ....................................................................................... A-275
(b) Minutes of JCC meeting ............................................................................ A-277
(c) Reference documents on CBDRM activities ............................................. A-357
(d) Dispatch of Experts ................................................................................... A-364
(e) List of the procured equipment ................................................................. A-367
(f) The Project related information ................................................................. A-369
(g) Counterpart list .......................................................................................... A-377
(h) Project Brief Note...................................................................................... A-379
(i) List of Collected materials ........................................................................ A-387
(j) The latest PDM.......................................................................................... A-392

(a) Technical outputs
• Timeline
• Expansion Plan
• Early Warning manual
• Human Resource Development Program
• CBDRM manual
• Survey Report on 2015 Floods
• Risk Report
Myanmar Timeline for Cyclone (Implementation Flowchart)
National Local Otherrs
Transpor
Initial Livelihoo Rehabilit
Search $ tation
assessm Health d ation & Security Informati Other
NNDMC WC Rescue &Commu State/Region Government Township Government
ent & DL Care WC recovery Recover WC on WC WCs
WC nication
Ref WC WC y WC
Scenario WC
Time NNDMC MOI/ State/Region NDMC Township NDMC NGOs
MOHA/ News $
MOHA/ MOPF/ MOHS/ MoALI/ MOTC CPO,Myan Periodic other ＲＲＤ・ＧＡＤ・ＤＭＨ Regional TownshipCommunication/
DMH ＲＲＤＧＡＤ MOC
FSD CSO PH DRD /RTAD ma Police al ministries Office Evacuation Sub committees
Force Enterpris
es
Cyclone forms - Cyclone approaches
Tropical Storm
Before Deliver Storm Information Receive and Convey Storm Information Receive and Convey Storm Information
Tropical Storm forms in Bay of
7 days Bengal / Andama Sea
-4days
Instruct Pre-caution to Staff Instruct Precaution to Staff Instruct Precaution to Staff
Deliver Storm Alert Issue Storm Alert （ＤＭＨ） Receive and convey Storm Alert Information Receive and convey Storm Alert Receive and Convey Storm Alert Information
Tropical Storm
Tropical Storm begins moving Situation Report to NDMC Set up EOC Take Precautionary Actions
toward Myanmar Coast
Before Check Dup isaster Management Materials & Equipment

3 days
Check Early Warnig System (Manual and Equipment)
Information from
Deliver EW Information to Fire/ Red Cross/NGOs Provide Information to Fire/ Red Cross/NGO
RRD/GAD
Receive Storm Information Issue Storm Information Receive and convey storm information Receive and convey storm information Receive and convey storm information
Provide Traffic Collecvt and Distribute Information on Traffic Provide Traffic Information
Collecvt and Distribute Information on Traffic and Routes
Storm moves to Tropical Storm moves toward Establish Natural Disaster
Myanmar Coast Establish Natural Disaster Establish Natural Disaster
Management Center
Allocate Main responsibility to

Before National and Region/State
Allocate Main responsibility
to National and
2 days
Designate Tasks to Designate Tasks to Designate Tasks to
Organizations and Coordinate Organizations and Organizations and
Order Preparedness Actions
Start Preparedeness Actions/ Gather staffs and Place them Start Preparedeness Actions/ Gather staffs and Place them
‐36h
Storm Developed Cyclone Alert
to Cyclone
Collect Early Warning Issue Cyclone Alert Collect and convey EW Collect and convey EW Collect and convey EW
｛Strong Wind Area reaches to

Stromg Wind Area
Myanmar｝ Instruct to take steps to
reduce loss of life & property Distribute the Instruction and Take steps to reduce loss of life & property Start DM Actions
Heavy Rainfall
Broadcast DM PR for saving life

PR for saving life & property Issue Instruction for temporary closure of Public facilities
measures to save & property
Issue Instruction for suspension of travel according to cyclone
Direct/Arrange Help Evacuate Persons needing Support to safe locations Move People needing Support to safe
Decide/Approve Evacuation
Coordinate/Convey Evacuation Order for Persons needimg Support to Evacuation for Persons
Order for Persons needing
Support
Coordinate for Make deciision to open

opening Shelters for Shelters for Persons Open Shelters for Persons needing Support
Persons needing
PR of opening Shelters Broadcast on

PR of opening PR of opening Shelters
openig Shelters
Operate Evacuation Shelters (for Persons needing Support)

Collect Information on Operation of Shelters (at fixed intervals)
A-1
Transpor
Search $ tation
WC nication
Ref WC WC y WC
Scenario WC
MOHA/ News $
Force Enterpris
es
Before
1 day Cyclone Warning (orange)
Collect Early Warning Cyclone Warning Collect and convey EW Collect and convey EW
meteorological and Collect and convey EW
・Water Level Information by district hydrological information by
Watch Water Level Share Water Level Watch Water Level Share Water Level Information
Flood Warning
Watch Water Level
Hotline (for critical Hotline (for critical
Hotline (for critical Prediction of worsening communication) communication)
Issue Evacuation Order Help Evacuate People Evacuate People

Decide/Approve Evacution Coordinate Issue of Evacuation Order to General to General Public
Evacuation of
People
Make decision to open Shelters Open Shelters for general public
Coordinate for opening Shelters
PR of opening Shelters Broadcast on opening PR of opening Shelters PR of opening Shelters Evacuation of

Shelters (Media)
Operate Evacuation Sheltes (for All)
Care for Persons needing Care for Persons needing Support
‐12h
・暴風情報
Cyclone Warning (red)
Violent Wind Area
Collect Early Warning Cyclone Warning/Storm Collect and Convey Early Warning Collect and Convey Early Warning Collect and Convey Early Warning
surge Warning
Storm Surge Warning mteorological & hydrological
Cyclone makes landfall on Myanmar Watch water Share water Level Watch water Share Water Level Information
within 12 hrs.
Watch water
Water Level reaches
Danger Level
PR of evacuation & Broadcast on evacuation PR of evacuation PR of evacuation &
opening Shelters & opening of Shelters $ opening Shelters
Flood may occur soon
Review and Change Evacuation

Routes
Safety and security

Patrol Safety and security Patrol
Complete Evacuation Actions (of l Life & Property)
Completion of
Flood ocurres.widely
FLOODING Collect Water Deliver water Collect and convey Water Level/Flooding Information Collect and convey water level/Flooding Collect and convey water level/Flooding Information
Level/Flooding level/Flooding
Watch water level & Watch water level &
Confirmation of people's safety/ Check up persons who require assistance
Check up and Report on Disaster Damages
Plan/Supervise Search
$ Rescue Operations Set up field Operation Center
Assist Emergency Search and Rescues Execute Emergency

Consider/Decide Important Assist Emergency S&R
Search & Rescue
Broadcast on S & R
operation/Results
Approve Evacuation of DM
Consider Evacuation of Provide Risk Information
（ＤＭＨ，ＲＲＤ，ＧＡＤ etc）
Evacuation of
DM personnel
Instruct Evacuation of Disaster Management Personnel (Patrol, Fire etc)

Broadcast DM measures
PR for saving life and property to save life & property PR for saving life and
Cyclone landed on
0h Myanmar Cyclone makes landfall in
Myanmar
Collect Information on Cyclone approaches
（brown) Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology
meteorology & hydrology
(Most Violent Wind)
Prediction of Water Level
A-2
Transpor
Search $ tation
WC nication
Ref WC WC y WC
Scenario WC
MOHA/ News $
Force Enterpris
es
Water Level falls

under Danger Level
Check up and Report on Disaster Damages
Site Survey / Give

guidance
Execute emergency Responses ( including Search & Rescue Operation)
Coordinate with Red Secure transportation Accept Assistance of

Dispatch Medical Teams Accept/Distribute Relief Secure
Cross/ NGOs Communication other Reigions/States
PR of Damages & Broadcast Damages & PR of Damages &
Storm weakend and

Most dangerous period passed
Collect Information on Cyclone passes (DMH)
meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology Collect and convey Information on meteorology & hydrology
Prediction of Water Level
Submit a report to President

to declare Disaster Affected Execute Initial Assessment and Execute MIRA (Multi-sectoral Initial rapid Assessment)
Plan
Rehabilitation/Resettlement/ Implement Rehabilitation/Resettlement/Recovery Policies
Recovery Policies
Assist People needing Support
After Caution is needed for

Flooding from upstream. Care fore damaged business Care for damaged Rebuild damaged Care for damaged lifeline Care for damaged houses
1 day Request for other
Regions/States and
International Support
Water Level may
reach Danger Level
Flood Warning (DMH) Watch Water Level and Share its Information ( Precaution against Flooding from upstream)
Index ：Relation Information related ：Water Level and others ：
：Staffing & Evacuation Action ：Sheltering ：Response to Disasters
A-3
INDEX
Myanmar Timeline for Cyclone (Table of Actions) Information related
Other
● disseminator ○ conveyer △ receiver
■ Main □ Sub or Support
National Local Other Organization

Transpo Rehabil
Search Initial Livelih
Health rtatio i Informa
and Assessm ood Securit Other
NNDMC WC Care &Commun tation tion State/Region Townshio
Rescue ent & recover y WC WC
T WC ication & WC
WC DL WC yWC
i reqired WC Recover
Scenario Ｎr Category DM Action Activities State/R
m time MOI/ Townshi
NNDMC MOHA/CP Other egionND
e News&Pe p NDMC
MoSWRR/ O,Myanm ministr MC Local
MOHA/ MOPF/ MoALI/ MOTC/ riodica Other Police/ Red Medical
ＤＭＨ RRD/ MOHS/PH MOC ar ies/Org ＲＲＤ Govt.( ＤＭＨ People Media ＮＧＯ
FSD CSO DRD RTAD l Branch Fire Cross Team
GAD Police anizati ＧＡＤ)
Enterpr
Force ons
ise
Befor DMC
e in Bay of
7days Tropical Bengal or Information Deliver Storm Deliver Storm information to staffs and instruct
- Andaman Sea 1 ● △ △ △ △ △ △ △ △ △ ○ △ △ △ △ ○ △ ○ △ △ ○
management Information precaution
4days
~3day
s
Information Deliver Storm
begins moving 2 Deliver storm information ● △ △ △ △ △ △ △ △ △ ○ △ △ △ △ ○ △ ○ △ △ ○
Tropical management Information
Storm
toward Myanmar 3 Mobilize Staffs □ □ ■
4 Set up EOC Report to NNDMC on Situation and Response □ ■
5 Order Local Branches to take Precautionary Actions ○ ● ○ ○ ○ ○ ○ ○ ○ △ ○ △
6 Check up List of Persons needing Support in evacuation ■ □ ■ □ ■

Preparation Check DM materials,medicine and supplies for emergency
7 ■ ■ □ ■ ■ ■
for DM Check up DM operation
materials Instruct Township to submit Emergency Request Form both to
8 □ ■ □ ■ □
Central and Regional Governts when necessary
9 Check up workings/fuel of Emergency Materials of Shelters □ □ ■ ■
10 Check up EWS ■ □ ■ ■ □ □ □ □ □ □ □ □ □ □ □ □ □
Check up EWS
Check up Batteries/Car Fuel/Communication Equipmet of
11 □ □ □ □ □ □ □ □ □ □ □ ■ ■ ■ ■ ■ ■
Offices
Information Deliver EW Deliver EW Information on Storm to Fire,Red Cross, NGO and
12 ○ ● ○ ○ ● ○ ○ △ △ △
management Information Volunteers
~2day Deliver Met
13 Deliver Storm information ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ ○ △ ○ △ ○ △ △ ○
s moves toward Information Information
Storm moves Myanmar management Deliver Traffic Deliver Traffic Information (access to affected and safe
toward 14 △ △ △ △ ○ △ △ ● △ ● ○ △ △ △ ○ △ ● ● ○ △ ○ △ △ △
Information areas)
Myanmar
15 Establish Natural disaster Manegement Center ■ □ □ □ □ □ ■
Allocate main responsibility to National or Region/State
16 ○ ● ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ △ △ △ △ △ △
Committee
Establish
Stand by for
17 Disaster Check up allocation of roles/duties among committees ■ □ □ □ □ □ □ □ □ □ □ □ □ □
DM Management System
18 Order to start preparedness actions ○ ● ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ △ △ △ △ △ △ △ △ △
19 Gather and Distribute Staffs □ ■ □ □ □ □ □ □ □ □ □ □ ■ □ □ □ □ □ □

36h
developed to Cyclone Information Deliver Cyclone Alert/Water Level information/DM
Alert 20 Deliver EW ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ △ ○ ○ △ ○ △ △ ○ △ △ △
Cyclone management instructions
21 Coordinate and Decide Instruction to local DMBs □ ■ ■ □ □ □ □ □ □ □ □ □ □
Strong Wind Strong Area 22 Issue Instructions ● ● ○ ○ ○ ○ ○ △

Issue
reaches
Myanmar Instructions to Alert and Mobilize Auxiliary Fire Brigades,Red Cross,
23 Start DM □ □ ■ □ □ □ □ □ □
save life & People's Strength and NGO
property
24 Ensure all levels of supervisors have all teams at ready □ □ ■ ■
Heavy
25 Take steps to reduce loss and property □ ■ □ □ □ □ □ □ □ □ □ □ ■ □ □ □ □ ■ □ □ □ □ □
26 Make decision on temporary closure of public facilities □ □ □ ■

Advise Temporary
Public
27 Cease of Use of Issue Instructions of temporary closure □ □ □ ■
Facilities Public Facilities
28 PR of temporaryclosure □ □ □ □ ■ □
29 PR of steps to PR of Disaster Management Tips against Cyclone □ ■ □ □ □ □ □ □ □

Public
save life $
Relations property
30 Advise to temporary cease of travels □ ■ ■ □ □ □
Coordinate,Decide & Distribute Evacuation Order for People
31 ● ○ ○ ○ ● ○ ○ ○ ○ △ ○
Evacuate People needing Support
needing Support
32 Assist Evacuation of Persons needing Support □ □ □ ■ □ □ □ □ □
33 Make decision on opening Shelters □ □ □ □ □ ■
34 Evacuation of Open Shelters □ □ ■

Open Shelter for
Persons
Persons needing
needing
35 Support Distribute Staffs □ □ ■ □
Support
36 PR of opening Shelters ■ □ □ □ □ □ ■ □
37 Operate Shelters □ ■ ■
Operate Shelters
38 Report on Situation of Shelters ( at fixwd intervals) △ ○ △ ○ ●
A-4
Transpo Rehabil
T WC ication & WC
WC DL WC yWC
m time MOI/ Townshi
e News&Pe p NDMC
Enterpr
Force ons
ise
1 day
Cyclone
Deliver EW (warning message, forecast of cyclone
before Warning 39 Deliver EW ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ △ △ ○ △ ○ △ △ ○ △ △ △
Information course,wind,rain)
management Check up Water
40 Deliver information on Water Level ○ △ △ △ ● ● ● △ △
Level
Water Level
Information by 41 Deliver crucial Hotline (forecast of water level) ● △ △ △ ○ ○ ○ △
Information
district information by
management
42 Hotline Inquire forecast of cyclone □ ■ □ ■ □ ■ △
Flood 43 Make decision on opening of Shelters for general public □ □ □ ■

Warning Decision
44 Issue instruction to open Shelters for general public ● ○ ○ ○ △ ●
45 Distribute Staffs □ □ ■
Open
46 Shelters for PR for opening situation of Shelters ■ □ □ □ □ □ ■ □
General
47 Public Operate Shelters for general public □ ■ ■
48 Report on Situation of Shelters (Nr of people etc) △ ○ △ ○ ●

Operate
49 Arrange medical organizations to care sicke persons □ □ □ ■ ■ ■
50 Refill foods and beverages & necwssities □ ■ □ ■
51 Make decision to issue Evacuation Order to general public ■ □ ■ □ □ □ □

Prepare to issue
Evacuation Order
52 Dissemination of DM information to general public ○ ○ ● ○ △ ○ ○
Evacuation of
53 general Issue Evacuation Order to general public ■ □ □ ■
public Issue Evacuation
Order
54 Report to higher authorities about issue of orders △ ○ ● ○
Evacuate general
55 Evacuate general public ■ ■ ■ □ □
public
~12hrs
Cyclone
Warning 56 Deliver Cyclone Warning,Storm Surge Warning,MetInformation ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ ○ ○ ○ △ ○ △ △ ○ △ △ △
Violent Information
（red) Deliver EW
management
Wind Area 57 Watch water level and deliver it ○ △ ○ ○ ○ △ ○ ○ ● ● ● ○ △ ○
PR of Shelter
Storm Surge 58 Broadcast situation of Shelter opening ● ○ ○ ● ○ ○ ● ○ △ ○
opening
Warning
59 Disseminate Evacuation Order to people ● ○ ○ ● ○ ○ △ △ ● ○ △ ○
Water Level Flood may ocur
soon. 60 Evacuate the public to safe locations □ □ □ □ □ □ ■ □ □ □ □ □
reaches
Evacuate People
Danger Level 61 Ensure Evacuation Routes & Ways □ □ □ □ □ □ ■ □ □
Evacuation of
62 Ensure Public Health ■ □ □ □ □ □ □
People
63 Deploy Security Personnel □ ■ □ ■ □
Ensure Safety
&Security
64 Carry out patrol ■ □ □ ■
65 Broadcast EW to LMBs and People ■ □ □ □ □ □ □ ■ □ □ □ □

PR of EW &
Evacuation
66 Broadcast Evacuation Order to LMBs and People ■ □ □ ■ □ □ □ □
Information
67 Deliver EW Watch and deliver Water Level and Flooding Information ○ △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ ○ ○ ● ● ● ○ △ ○ △ △ △
management
Flooding Flood ocurres
68
Checkup Safety of
Collect Information Human losses/Missing People □ □ □ ■ ■ ■ □ ■ □
widely People
69 Check up Disaster Damages □ □ □ □ ■ □ □ □ □ □ □ □ □ □ □ □ □ ■ □
70 Check up and Promptly Observe Disaster Damages by Helicopter ■ □ □ □ ■ □ □ □ □

Report
Disaster Check up Disaster
71 Damages Hotline(Flooding Area) △ ○ △ ○ ○ ●
Damages
72 Checkup Damages on Lifeline □ □ □ □ ■ ■
73 Deliver Damage Information/Report it to higher authorities △ ○ ● △ ○ ○ ○ ● △
A-5
Transpo Rehabil
T WC ication & WC
WC DL WC yWC
m time MOI/ Townshi
e News&Pe p NDMC
Enterpr
Force ons
ise
74 Plan & supervise Prepare Plan /Supervise S & R □ □ ■ ■ □ □ □ ■ ■
75 Prepare distribution of Staffs ■ ■ ■ ■ ■ ■ ■ ■

Deploy Staffs
76 Set up Field Emergency Rescue Operation Center □ □ ■ ■ □ □ □ □ ■ ■
Search &
77 Rescue Request to International Organizations ■ ○ △ △
Operation Request for
Assistance
78 Prevention of Epidemics ■ ■ □ □ □ △ △
79 Ensure Transport Means for Field Observation of Damages ■ ■ □ □ □ □ ■

Ensure Transport
Means
80 Ensure Transport Means for Emergency Rescue Operation □ ■ ■ □ □ □ ■ □
Public Dammage and S&R
81 Broadcast damages and S&R information ■ □ □ □ □ □ □ □
Relations Information
82 Risk Information Provide Risk Information for retreat from site ○ ● ○ ○ ○ △ ○ △ △ ○ △ △ △
Evacuation of
83 Instruct DM personnel to retreat from site ● △ △ △ △ ○
DM personnel Make DM personnel
retreat
84 Instruct Patrol and Fire Personnel to retreat ● △
Public PR of DaCaution Broadcast instructions to save life & property when cyclone
85 ■ □ □ ■ □ □ □ □
Relations to Cyclone comes closest
0h
Deliver Met
86 Deliver Met Information (Warning, Rain, Wind,Cyclone course) ● △ △ △ △ △ △ △ △ △ ○ △ △ △ △ ○ △ △ △ △ ○ △ △ △
Cyclone landed Information Information
management Deliver Water
87 Deliver Information on Water Level and Flood ○ △ △ △ △ △ △ △ △ △ ○ △ △ △ △ ● ● △ △ △ ○ △ △ △
Level information
88 Check up Disaster damages □ □ ■ ■ □ □ □ ■ □

Water Level
falls under DL 89 Observe Damage by Helicopter ■ □ □ ■ □ □ □ □
Plan & Supervise
90 Implement On-site Inspection of Damages and Supply Guidamces ■ □ □ □ □ □ □
91 Search & Decide Seach & Rescue Plan and Supervise operation □ □ ■ ■ □ □ □
Rescue
92 Operation Send Medical Teams/Infectious Disease Control □ ■ □ □ □ ■
Public Health
93 Collaborate with Red Cross and NGOs ■ □ □ □ □ □ □ □
94 Assistance Accept assistance of International/other Regions/States □ □ ■

Ensure Transport
95 Ensure transport & logistic routes ■ ■ ■ □ □
Means
Public PR of DL &
96 Broadcast Situation on Damages and Response ■ □ □ □ □
Relations Response
Storm weakened Information Deliver Met & WL
Most dangerous 97 Deliver Meteorological and Hydrological Information ● △ △ △ △ △ △ △ △ △ ○ △ △ △ △ ● ● △ △ △ ○ △ △ △
management information
period
passed. 98 Implement and Report MIRA(Multi-sector Initial Rapid Assessment) ■ □ ■ ■ □ □ □ □ □ □
Initial Emergency
Precaution to Assessment management
flood from 99 Submitt a report to president to declare Disaster Affected Area ■ □ □ □ □ □
upstream
After
100 Prepare Rehabilitation Plan □ □ □ □ ■ □ ■ □ ■ □ □ ■ ■ ■ ■
1 day Rehabilitatio
n/Resettlemen Plan &
101 Develope Emergency Rolicies for industries, roads, bridges □ ■ □ □ □ ■ ■ □ ■ ■ ■ □
t/ Implementation
Water Level Recovery
102 Manage local/ international assistance ■ ■ ■ □ □ ■ □
may reach DL
by upstream
Flood
flood Warning Information
103 Deliver EW Deliver EW ( Flood warning from upstream) ● △ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ △ ○ ○ ○ △ ○ △ △ ○ △ △ △
Management
A-6
Expansion Plan of End-to-End Early Warning System
in Ayeyarwaddy Region
The Project on Establishment of End-to-End Early Warning System for Natural Disaster
In the Republic of the Union of Myanmar
December 12, 2016
1. Background
Myanmar is natural disaster prone country. It has experienced natural disasters every
year in various regions that caused human losses and damages of infrastructure and
economy. One of the most significant natural disasters in Myanmar was Cyclone Nargis
which struck in the south western edge of Ayeyawaddy delta in 2008. After Cyclone
Nargis, Japan International Cooperation Agency (JICA) conducted a survey of damages
and found that early warning message on the cyclone had not been provided properly to
affected people because of insufficient and poor early warning communication systems.
Accordingly, enhancement of early warning system is urgently necessary in Myanmar.
There are three major government organizations to be responsible for issue and
dissemination of warning messages of natural disaster: warning message of natural
disaster is issued by the Department of Meteorology and Hydrology (DMH), Ministry of
Transport. The warning massages are disseminated to the community level under the
responsibilities of Relief and Resettlement Department (RRD), Ministry of Social
Welfare, Relief and Resettlement and General Administration Department (GAD),
Ministry of Home Affairs. There is, however, lack of cooperation systems within the
government agencies and proper dissemination system from the Union Government at
NPT to local governments and communities. Under such circumstance, the Myanmar
government requested technical assistance from the Japanese Government on the
capacity enhancement of early warning communication systems. JICA has
implemented the project for establishment of end-to-end early warning system for
natural disasters since 2013.
The overall goal of the project is to implement pilot activities of end-to-end early warning
systems for natural disaster in Ayeyawaddy Region and Rakhine State, and prepare
extension plans of the lessons learned from the pilot activities to other areas in the
Region and State as well as other coastal line areas in Myanmar.
2. Pilot Activities conducted in Ayeyarwaddy Region
There are three components in the project: component 1: early warning communication
equipment; component 2: human resource development (HRD) program for
government officials; and component 3: community-based disaster risk management
(CBDRM) activities at village level.
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In the component 1: early warning communication equipment, the following activities
were provided under the project:
• Installation of satellite communication equipment (IP Star) at RRD Pathein

• Installation of 6 SSBs: RRD Pathein, RRD Labutta, GAD Pathein, GAD
Labutta District/Township, Hlwa Sar Village Tract
• Installation of early warning communication equipment (loud speaker, handy
speaker, strengthen GSM telephone, solar power system, generator) at 3
pilot villages in Hlwa Sar Village Tract, Labutta Township
• Installation of automatic tidal gage at Haing Gyi Kyun, and simple tidal gage
at Labutta and Pyapon
In the component 2: human resource development (HRD) program for government

officials, the following activities were provided under the project:.
• Establishment of working group with 10 representative from RRD, GAD and
DMH at State, and district and township levels
• Conduct working group meeting with 4 times, HRD seminar with 2 times at
Pathein and Nay Pyi Taw, and information transmission exercise with 1 time
• Preparation of early warning manual and HRD program
In the component 3: community-based disaster risk management (CBDRM) activities at

village level, the following activities were provided under the project:
• Conduct 3-days TOT workshop at Hlwa Sar Village Tract

• Conduct CBDRM workshop with 5 times at 3 villages
• Preparation of CBDRM manual
• Implementation of community infrastructure project by the community
3. Preparation of Draft Expansion Plan for 5-Years
The objective of the expansion plan is to prepare program for 5-years to disseminate
the lessons learned from the pilot activities to other areas in Ayeyarwaddy Region,
including other districts, townships and villages. Ayeyarwaddy Regional government
and RRD will be responsible for preparation and Implementation of the expansion plan.
Expansion plan of each component is proposed in the following way:
Component 1: Early Warning Communication Equipment
• Expansion plan of early warning communication equipment is shown in

Table-1.
A-8
• SSBs will be installed in all GAD offices and RRD offices at district and
township levels.
• One village will be selected from each township and a total of 26 villages will
installed EW communication equipment in 5-years
• A total cost of early warning communication equipment in 5-years is
estimated to be MMK 141.6 million.
Table-1: Expansion Plan of EW Communication Equipment

2017 2018 2019 2020 2021 Total
No. of SSBs Installed 6 6 8 6 8 34

No. of Villages to be
Installed communication 4 4 7 5 6 26
Equipment
Estimated Cost (MMK
Million) 23.4 23.4 35.7 26.1 33.0 141.6
Component 2: Human Resource Development (HRD) Program for Government

Officials.
• Expansion plan of human resource development (HRD) program for

government officials is shown in Table-2.
• HRD workshops will be continuously conducted in various levels of
government officials to learn knowledge of disaster management in general
and early warning system in particular.
• The participants of each workshop will be about 50 officers
• A total of 34 HRD workshop will be conducted in 5-years: 1 time for regional
government offices; 6 times for district government officers; and 27 times for
township government officers.
• Early warning Information transmission exercise from DMH headquarter at
NPT to selected villages and communities in Ayeyarwaddy Regioin will be
implemented at least 1 time every year
• Meetings of key stakeholders will be conducted for the purpose of
preparation and evaluation of the early warning Information transmission
exercise
• A total cost of HRD activities in 5-years is estimated to be MMK 48.2 million.
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Table-2: Expansion Plan of HRD Program for Government Officials
2017 2018 2019 2020 2021 Total
No. of HRD Workshop 8 5 8 6 7 34

No. of Meeting related
to Information 4 2 2 2 2 12
transmission Exercise
Estimated Cost (MMK
Million) 12.4 7.3 10.6 8.4 9.5 48.2
Component 3: Community-Based Disaster Risk Management (CBDRM) Activities at

Village Level.
• Expansion plan of CBDRM activities at village level. is shown in Table-3.

• TOT workshops will be conducted in selected village tract from each
township with a total of 26 village tracts in 5-years
• CBDRM workshop will be conducted in selected villages from each village
tract with a total of 26 villages in 5-years.
• A total cost of CBDRM activities in 5-years is estimated to be MMK 104.0
million.
Table-3: Expansion Plan of CBDRM Activities

2017 2018 2019 2020 2021 Total
No. of TOT Workshop
in Township 4 4 7 5 6 26
No. of CBDRM
Workshop in Village 4 4 7 5 6 26
Estimated Cost (MMK

Million) 16.0 16.0 28.0 20.0 24.0 104.0
Overall cost estimation of the expansion plan

• Overall cost of the expansion plan is shown in Table-4.
• A total cost of expansion plan is estimated to be nearly MMK 300 million in
5-years and about MMK 60 million each year.
• The cost estimation for expansion plan is based on the cost of pilot activities
conducted by JICA in 2014.
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Table-4: Overall Cost Estimation for Implementation of Expansion Plan
2017 2018 2019 2020 2021 Total

Early Warning
Communication 23.4 23.4 35.7 26.1 33.0 141.6
Equipment
HRD Activities 12.4 7.3 10.6 8.4 9.5 48.2
CBDRM Activities 16.0 16.0 28.0 20.0 24.0 104.0
Total Estimated Cost
51.8 46.7 74.3 54.5 66.5 293.8
(MMK Million)
Implementation schedule:
• Draft implementation schedule of the activities to enhance early warning
system is shown in Table 5.
• Unit cost of the activities to enhance early warning system is shown in Table
6.
• Under the 5-years expansion plan, all 6 districts and 27 townships in
Ayeyarwaddy Region will be involved in the activities to enhance early
warning system.
• A district will be selected each year and conduct activities, including
installation of SSBs at district and township offices and installation of
communication equipment in selected villages.
• HRD activities for government officials will be implemented at all levels of
government officials, including region, districts and townships
• CBDRM activities, including TOT workshop and CBDRM workshop, will be
implemented in selected village tracts and villages respectively.
• Early warning communication equipment (loud speaker, handy speaker,
strengthen GSM telephone, solar power system, generator) will be installed
in selected villages which will be conducted CBDRM activities.
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Table-5: Draft Implementation Schedule of Activities in Improvement of Early
Warning System
Activities to Enhance Early Warning System

Local Government
EW Information
Administrative Offices Installation HRD CBDRM
Transmission
of SSB activities activities
Exercise
Region Pathein Installed 2017 All
Labutta Installed
2017 2017
Labutta (RRD) Installed
Pyapon 2018
2018 2018
Pyapon (RRD) 2018
Myaungmya 2017
2017 2017
District Myaungmya (RRD) 2017
Pathein 2019
2019 2019
Pathein (RRD) Installed
Maubin 2020 2020 2020
Hinthada 2021
2021 2021
Hinthada (RRD) 2021
Labutta Installed 2017 Done
2017
Mawlamyinegyun 2017 2017 2017
Pyapon 2018 2018 2018
Dedaye 2018 2018 2018
2018
Kyaiklat 2018 2018 2018
Bogale 2018 2018 2018
Myaungmya 2017 2017 2017
Wakema 2017 2017 2017 2017
Einme 2017 2017 2017
Pathein 2019 2019 2019
Ngapudaw 2019 2019 2019
Kangyidaunt 2019 2019 2019
Kyaunggon 2019 2019 2019 2019
Township Kyonpyaw 2019 2019 2019
Yegyi 2019 2019 2019
Thabaung 2019 2019 2019
Maubin 2020 2020 2020
Nyaungdon 2020 2020 2020
Danubyu 2020 2020 2020 2020
Pantanaw 2020 2020 2020
Danubyu 2020 2020 2020
Hinthada 2021 2021 2021
Zalun 2021 2021 2021
Lemyethna 2021 2021 2021
2021
Ingapu 2021 2021 2021
Kyangin 2021 2021 2021
Myanaung 2021 2021 2021
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Table-6: Unit cost of Activities in Improvement of Early Warning System
Expansion Plan for Ayeyarwaddy Region Explanation Unit cost Number Sub total
(MMK)
Output 1. Early Warning Communication Equipment
SSB Equipment fee 2,100,000 1 set 2,100,000
Equipment for Equipment fee 2,413,000
1 set 2,665,000
village Installation fee 252,000
Output 2. Human Resource Development (HRD) Program for Government Officials
Transportation for resource
14,000 53 persons
person and participants
HRD Workshop 1,086,500
Cost for material 1,500 53 persons
Cost for lunch and tea 5,000 53 persons
14,000 22 persons
Meeting related Accomodation for resource
12,000 22 persons
to Information person and participants
891,000
transmission Daily allowance for resource
8,000 22 persons
Exercise person and participants
Output 3. Community-Based Disaster Risk Management (CBDRM) Activities at Village Level
including rental tables, chairs,
Venue for TOT workshop cups and pots 30,000 3 Days
transportation for Participant boat cost 10,000 10 Person
transportation for Trainers and
Facilitators Bus cost 30,000 5 Person
transportation for Resource Cost for state and district level
Persons officer 20,000 6 Person
Honorarium Fees to Resources allowance for the speaker from
Persons NGOs 15,000 3 Person/1 Day
Accommodation for resources
persons 12,000 6 Person/2 Days
cost for staying in a monastery
Accommodation for participant (donation to monk) 5,000 30 Person/3 Days
Accommodation for Trainer and
TOT Workshop Facilitator 12,000 25 Person/5 Days
1,662,000
in Township breakfast for those staying in
Food & Drink & Lunch & monastery, lunch and 2 times
Dinner & Water Bottle coffee break, and dinner 4000 40 Person/4 Days
Printing hand out 1500 30 Person/3 Days
generator, projector, screen
Supporting IT materials etc. 20,000 3 Days
rental speakers, microphones
Supporting Sound System etc 20,000 3 Days
Workshop/Training Banner 15,000 1 Workshop
Stationary for participant 1,400 10 Person/1 Day
Flip Chart, Marker, Tape, etc. 15,000 3 Days
Demonstration materials First aid kit, fire extingisher 20,000 1 Days
Communication and Local Phone preoaid card, cost for
Transporation carrying rental equipment 12,000 3 Days
Video Tehanician 60,000 3 Days
Rental chairs, tables, cups from
Venue tea shop 20,000 15 Days
Transportation boat cost of facilitators 40,000 5 Round Trip
Facilitator Fees 12,000 15 Days
Food & Drink & Lunch lunch and 2 tea breaks 3,500 250 Person
CBDRM Printing hand out 1,000 250 person
Workshop in rental generators, projector, 2,325,000
Village Supporting IT materials screen 45,000 5 Set
Supporting Sound System etc 20,000 5 set
Workshop/Training Banner 20,000 1 Set
Stationary for participant 1,000 50 person
Flip Chart, Marker, Tape, etc. 25,000 5 Set
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Expansion Plan of End-to-End Early Warning System
in Rakhine State
The Project on Establishment of End-to-End Early Warning System for Natural Disaster
December 13, 2016
1. Background
Myanmar is natural disaster prone country. It has experienced natural disasters every
year in various regions that caused human losses and damages of infrastructure and
economy. One of the most significant natural disasters in Myanmar was Cyclone Nargis
which struck in the south western edge of Ayeyawaddy delta in 2008. After Cyclone
Nargis, Japan International Cooperation Agency (JICA) conducted a survey of damages
and found that early warning message on the cyclone had not been provided properly to
affected people because of insufficient and poor early warning communication systems.
Accordingly, enhancement of early warning system is urgently necessary in Myanmar.
There are three major government organizations to be responsible for issue and
dissemination of warning messages of natural disaster: warning message of natural
disaster is issued by the Department of Meteorology and Hydrology (DMH), Ministry of
Transport. The warning massages are disseminated to the community level under the
responsibilities of Relief and Resettlement Department (RRD), Ministry of Social
Welfare, Relief and Resettlement and General Administration Department (GAD),
Ministry of Home Affairs. There is, however, lack of cooperation systems within the
government agencies and proper dissemination system from the Union Government at
NPT to local governments and communities. Under such circumstance, the Myanmar
government requested technical assistance from the Japanese Government on the
capacity enhancement of early warning communication systems. JICA has
implemented the project for establishment of end-to-end early warning system for
natural disasters since 2013.
The overall goal of the project is to implement pilot activities of end-to-end early warning
systems for natural disaster in Ayeyawaddy Region and Rakhine State, and prepare
extension plans of the lessons learned from the pilot activities to other areas in the
Region and State as well as other coastal line areas in Myanmar.
2. Pilot Activities conducted in Rakhine State
There are three components in the project: component 1: early warning communication
equipment; component 2: human resource development (HRD) program for
government officials; and component 3: community-based disaster risk management
(CBDRM) activities at village level.
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.In the component 1: early warning communication equipment, the following activities
were provided under the project:
• Installation of satellite communication equipment (IP Star) at RRD Sittwe

• Installation of 5 SSBs: RRD Sittwe, GAD Sittwe, RRD Kyauk Phyu, GAD
Kyauk Phyu District/Township, Thea Than Village
• Installation of early warning communication equipment (loud speaker, handy
speaker, strengthen GSM telephone, solar power system, generator) at 4
pilot villages in Thea Than Village Tract, Kyauk Phyu Township
• Installation of simple tidal gage at Gwa
In the component 2: human resource development (HRD) program for government

officials, the following activities were provided under the project:.
• Establishment of working group with 10 representative from RRD, GAD and
DMH at State, and district and township levels
• Conduct working group meeting with 3 times, HRD seminar with 2 times at
Sittwe and Kyauk Phyu, and information transmission exercise with 1 time
• Preparation of early warning manual and HRD program
In the component 3: community-based disaster risk management (CBDRM) activities at

village level, the following activities were provided under the project:
• Conduct 5-days TOT workshop at Thea Tan Village Tract

• Conduct CBDRM workshop with 5 times at 3 villages
• Preparation of CBDRM manual
• Implementation of community infrastructure project by the community
3. Preparation of Draft Expansion Plan for 5-Years
The objective of the expansion plan is to prepare program for 5-years to disseminate
the lessons learned from the pilot activities to other areas in Rakhine State, including
other districts, townships and villages. Rakhine State government and RRD will be
responsible for preparation and Implementation of the expansion plan. Expansion plan
of each component is proposed in the following way:
Component 1: Early Warning Communication Equipment
• Expansion plan of early warning communication equipment is shown in

Table-1.
A-15
• SSBs will be installed in all GAD offices at district and township levels (all 5
GAD district offices installed SSBs already and 16 GAD township offices,
except Kyauk Phyu township, will install SSB in 5-years).
• SSBs were already installed in RRD regional offices at Sittwe and Kyauk
Phyu district office. When new RRD offices will be operated in Thandwe and
Maugdaw districts, SSBs will be installed in these offices.
• One village will be selected from each township and a total of 16 villages will
installed EW communication equipment in 5-years
• A total cost of early warning communication equipment in 5-years is
estimated to be MMK 76.8 million
Table-1: Expansion Plan of EW Communication Equipment

2017 2018 2019 2020 2021 Total
No. of SSB Installed 4 4 2 3 3 16
No. of Villages to be
Installed communication 4 4 2 3 3 16
Equipment
Estimated Cost (MMK
19.2 19.2 9.6 14.4 14.4 76.8
Million)
Component 2: Human Resource Development (HRD) Program for Government

Officials.
• Expansion plan of human resource development (HRD) program for

government officials is shown in Table-2.
• HRD workshops will be continuously conducted in various levels of
government officials to learn knowledge of disaster management in general
and early warning system in particular.
• The participants of each workshop will be about 50 officers
• A total of 23 HRD workshop will be conducted in 5-years: 1 time for state
government offices; 5 times for district government officers; and 17 times for
township government officers.
• Early warning Information transmission exercise from DMH headquarter at
NPT to selected villages and communities in Rakhine State will be
implemented at least 1 time every year
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• Meetings of key stakeholders will be conducted for the purpose of
preparation and evaluation of the early warning Information transmission
exercise
• A total cost of HRD activities in 5-years is estimated to be MMK 25.3 million
Table-2: Expansion Plan of HRD Program for Government Officials

2017 2018 2019 2020 2021 Total
No. of HRD Workshop 6 5 3 5 4 23
No. of Meeting related to
Information transmission 2 2 2 2 2 10
Exercise
Estimated Cost (MMK
6.6 5.5 3.3 5.5 4.4 25.3
Million)
Component 3: Community-Based Disaster Risk Management (CBDRM) Activities at

Village Level.
• Expansion plan of CBDRM activities at village level. Is shown in Table-3.

• TOT workshops will be conducted in selected village tract from each
township with a total of 16 village tracts in 5-years
• CBDRM workshop will be conducted in selected villages from each village
tract with a total of 16 villages in 5-years.
• A total cost of CBDRM activities in 5-years is estimated to be MMK 112.0
million
Table-3: Expansion Plan of CBDRM Activities
2017 2018 2019 2020 2021 Total

No. of TOT Workshop in
4 4 2 3 3 16
Township
No. of CBDRM Workshop in
4 4 2 3 3 16
Village
Estimated Cost (MMK
28.0 28.0 14.0 21.0 21.0 112.0
Million)
A-17
Overall cost estimation of the expansion plan
• Overall cost of the expansion plan is shown in Table-4.
• A total cost of expansion plan is estimated to be nearly MMK 200 million in
5-years and about MMK 40 million each year.
• The cost estimation for expansion plan is based on the cost of pilot activities
conducted by JICA in 2015.
Table-4: Overall Cost Estimation for Implementation of Expansion Plan
2017 2018 2019 2020 2021 Total

Early Warning
19.2 19.2 9.6 14.4 14.4 76.8
Communication Equipment
HRD Activities 6.6 5.5 3.3 5.5 4.4 25.3
CBDRM Activities 28.0 28.0 14.0 21.0 21.0 112.0
Total Estimated Cost (MMK
53.8 52.7 26.9 40.9 39.8 214.1
Million)
Implementation schedule:
• Draft implementation schedule of the activities to enhance early warning
system is shown in Table 5.
• Unit cost of the activities to enhance early warning system is shown in Table
6.
• Under the 5-years expansion plan, all 5 districts and 17 townships in
Rakhine State will be involved in the activities to enhance early warning
system.
• A district will be selected each year and conduct activities, including
installation of SSBs at township offices and installation of communication
equipment in selected villages.
• HRD activities for government officials will be implemented at all levels of
government officials, including state, districts and townships
• CBDRM activities, including TOT workshop and CBDRM workshop, will be
implemented in selected village tracts and villages respectively.
• Early warning communication equipment (loud speaker, handy speaker,
strengthen GSM telephone, solar power system, generator) will be installed
in selected villages which will be conducted CBDRM activities.
A-18
Table-5: Draft Implementation Schedule of Activities in Improvement of Early
Warning System
Activities to Enhance Early Warning System

Local Government
Administrative Offices EW Information
Installation HRD CBDRM
Transmission
of SSB Activities Activities
Exercise
State
Involved every
Government Sittwe Installed 2017
year
Office
Sittwe Installed 2017 2017
Mrauk-U Installed 2018 2018
District
Government Maungdaw Installed 2019 2019
Office
Kyaukphyu Installed 2020 2020
Thandwe Installed 2021 2021
Sittwe 2017 2017 2017 2017
Ponnagyun 2017 2017 2017 2017
Pauktaw 2017 2017 2017 2017
Rathedaung 2017 2017 2017 2017
Mrauk-U 2018 2018 2018 2018
Kyauktaw 2018 2018 2018 2018
Minbya 2018 2018 2018 2018
Myebon 2018 2018 2018 2018
Township
Government Maungdaw 2019 2019 2019 2019
Office
Buthidaung 2019 2019 2019 2019
Kyaukphyu 2020 Done 2020
Munaung 2020 2020 2020 2020
Ramree 2020 2020 2020 2020
Ann 2020 2020 2020 2020
Thandwe 2021 2021 2021 2021
Toungup 2021 2021 2021 2021
Gwa 2021 2021 2021 2021
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Table-6: Unit cost of Activities in Improvement of Early Warning System
Expansion Plan for Ayeyarwaddy Region Explanation Unit cost Number Sub total
(MMK)
Output 1. Early Warning Communication Equipment
SSB Equipment fee 2,100,000 1 set 2,100,000
Equipment for Equipment fee 2,413,000
1 set 2,665,000
village Installation fee 252,000
Output 2. Human Resource Development (HRD) Program for Government Officials
14,000 53 persons
HRD Workshop 1,086,500
14,000 22 persons
Meeting related Accomodation for resource
12,000 22 persons
to Information person and participants
891,000
transmission Daily allowance for resource
8,000 22 persons
Exercise person and participants
Output 3. Community-Based Disaster Risk Management (CBDRM) Activities at Village Level
including rental tables, chairs,
Venue cups and pots 30,000 5 days
Transportion for Participant boat cost 75,000 2 person
Transportion for Participant mini bus rental cost 75,000 5 person
Transportion for Participant transport cost within city 5,000 50 person
Transportion for Trainers &
Facilitators Bus, boat etc. 30,000 5 person
Honorarium fees to resources allowance for the speaker from
persons NGOs 15,000 3 person
cost for staying in a monastery
Accommodation for participant (donation to monk) 50,000 3 per-days
Accommodation for trainer & accomodation for ladies who
facilitator cannot stay in a monastery 12,000 35 per-days
breakfast for those staying in
Food & Drink & Lunch & water monastery, lunch and 2 times
TOT Workshop bottle coffee break 4,000 50 per-days
3,140,000
in Township for those spend a night near
Dinner the venue 3,000 50 per-days
Printing Handout 3,500 10 person
generator, projector, screen
Supporting IT materials etc. 25,000 5 per-days
Supporting Sound System etc 25,000 5 per-days
Workshop/Training Banner 30,000 1 set
Flip Chart & Marker & Tape &
etc… 15,000 5 per-days
Demonstration Materials First aid kit, fire extingisher 50,000 1 per-days
Communication and Local Phone preoaid card, cost for
Transportion carrying rental equipment 25,000 1 set
Rental of Video Equipment and
Technician 100,000 5 per-days
Rental chairs, tables, cups from
Venue tea shop 20,000 15 Days
Transportation boat cost of facilitators 40,000 5 Round Trip
Facilitator Fees 12,000 15 Days
Food & Drink & Lunch lunch and 2 tea breaks 3,500 250 Person
CBDRM Printing hand out 1,000 250 person
Workshop in rental generators, projector, 2,325,000
Village Supporting IT materials screen 45,000 5 Set
Supporting Sound System etc 20,000 5 set
Workshop/Training Banner 20,000 1 Set
Flip Chart, Marker, Tape, etc. 25,000 5 Set
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EARLY WARNING MANUAL
RAKHINE STATE
(FIRST DRAFT AS OF OCTOBER,

OCTOBER , 201 5)
The Project on Establishment of End -to- End

Early Warning System for Natural Disaster
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CONTENTS
1. Purpose of Early warning manual ........................................................... 1

2. Information transmission route and equipment ....................................... 2
2.1 Information transmission route .............................................................................. 3
2.1.1 Information transmission route for RRD ...............................................................3
2.1.2 Information transmission route for DMH ...............................................................4
2.1.3 Information transmission route for GAD ...............................................................5
2.2 Contact list ............................................................................................................ 6
2.3 Manual of equipment............................................................................................. 6
3. Actions to be done by each organization ................................................ 8

3.1 Decision and implementation of actions................................................................ 8
3.1.1 Actions to be done by RRD................................................................................9
3.1.2 Actions to be done by DMH .............................................................................11
3.1.3 Actions to be done by GAD..............................................................................12
3.2 Consideration of actions to be taken ................................................................... 14
3.2.1 Warning message from DMH .............................................................................14
3.2.2 Instruction of action ............................................................................................16
3.3.3 Local Situations ..................................................................................................17
4. Send / Receive Format of EW information ............................................ 18

4.1 Warning message from DMH .............................................................................. 18
4.2 Instruction of action ............................................................................................. 19
4.3 Local situation ..................................................................................................... 19
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Appendix
Appendix2-1: Contact list 1~8
Appendix2-2: Installation location list 9~１０

Appendix2-3: Operation manual for SSB radio wave 11
Appendix2-4: Operation manual for PC(Skype) 12
Appendix2-5: Operation manual for IP -STAR 13
Appendix2-6: Mantenance manual for SSB radio wave 14~15

Appendix2-7: Daily check list for SSB radio wave 16~19
Appendix2-8: Weekly check list for PC(Skype) 20

Appendix2-9: Weekly check list for IP-
IP-STAR 21
Appendix3-1: Action check list 22
Appendix3-2: Designation of Flag Signals Indicating Storm 23
Hazards for Display in Wards/Villages 24
Appendix4-1: Send/Receive Format of EW information 26
Appendix4-2: Beaufort wind scale 26
27
Appendix4-3: Rainfall scale
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EARLY WARNING MANUAL Appendix
1. Purpose of Early warning manual
This Early Warning Manual is expected to be utilized by related organizations

Manual
involved in Early Warning on Disaster Risk Management, RRD, DMH and GAD in
Ayeyarwaddy Region and Rakhine State . The target disasters are basically
cyclone and storm surge.
Purpose of the Manual is to clarify the role s and responsibilities of each level from
central government to local government of the above related organizations,
government organizations, and to
contribute in the establishment of the effective Early Warning System. Also, it is
expected that the above related organizations have the common understanding for
the Early Warning System. The proper/quick Early Warning activities will be
implemented before and during disaster by utilizing this Manual.
This Manual basically conforms with the “Standing Order on Natural Disaster
Myanmar”,, since the role s and responsibilities on DRM of each
Management in Myanmar”
Ministry are stipulated in the Standing
Standing Order. In addition, this Manual focuses on
the detailed action by RRD, DMH and GAD in the Early Warning Stage.
The Manual has several attachments such as information communication recording

format, operation and maintenance manual of information transmission equipment,
organizations,, which will be referred before and
and contact list of the related organizations
during disaster.
This Manual is needed to modify and update at all times under the discussion
among the related organizations. It is requir
required
ed to update
update the contents depending on
the actual situations by reviewing this Manual after the event of natural disaster.
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2. Information transmission route and equipment
RRD, DMH and GA

GAD
D are main organizations in charge of Early Warning on DRM in
Myanmar.
This chapter mentions about target organizations and the route from which the
Early Warning Information is received or disseminated by each organization.
Firstly, the basic transmi

transmission
ssion route for Early Warning information among the above
three org
organizations
anizations is shown in the following figure.
President Office DMH
Line Ministries / Departments Ministry of

Defense
Media
National RRD GAD
Region Region/State
State government office
District
Township
Village
Tract
Village
Residents
Figure 1 Information transmission route
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2. 1 Information transmission route
2.1 .1 Information transmission route for RRD

RRD Region/State
RRD Region/State receives the Early Warning information from RRD HQs , DMH
HQs, DMH Region/State, and Region/State Government Office.
RRD Region/State disseminates/informs the Early Warning information to RRD

District and Region/State Government Office .
RRD District
RRD District receives the Early Warning information from RRD HQs and RRD
District
Region/State.
RRD District disseminates/informs the Early Warning information to GAD District

and GAD Township.
Table 1 Organizations that receive or disseminate/inform the EW

information from or to RRD in Rakhine Region/State
Received from Disseminated/ Informed to

• RRD HQs • RRD District
RRD
• DMH HQs • Region/State Government
Region/State
• Region/State Office
Government Office
• DMH Region/State
• RRD HQs • GAD District
RRD District
• RRD Region/State • GAD Township
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2.1.2 Information transmission route for DMH
DMH Region/State
DMH Region/State receives the Early Warning information from DMH HQ s.
DMH Region/State disseminates/informs the Early Warning information to

Region/State Government Office, DMH District , RRD Region/State, GAD
District/Township, and other related Department
Departmentss.
DMH District
DMH District receives the Early Warning information from DMH HQs and DMH
Region/State.
DMH District disseminates/informs the Early Warning information to GAD

District/Township and RRD District.

information from or to DMH in Rakhine Region/State
Rakhine Received Disseminated/ Informed

Region/State
• DMH HQs • Region/State Government
DMH
Office
Region/State
• GAD District/Townsh ip
• DMH District
• RRD Region/State
• Other relate d
Department s
• DMH HQs • GAD District/Township
DMH District
• DMH Region/State • RRD District
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2.1.3 Information transmission route for GAD
GAD Region/State
GAD Region/State receives the Early Warning information from GAD HQ s, Ministry
Affairs,, DMH HQs, and Region/State Government Office.
of Home Affairs
GAD Region/State disseminates/informs the Early Warning information to GAD

District,, Township and Other Region/State Level Departments.
District
GAD District
GAD District receives the Early Warning information from GAD Region/State , GAD
HQs, DMH HQs, RRD District, and DMH District.
GAD District disseminates/informs the Early Warning information to GAD Township,

Sub-township, Villages tracts, and other related government department.
GAD Township
GAD Township receives the Early Warning information from GAD District , GAD
Region/State,, and DMH HQs.
Region/State
GAD Township disseminates/informs the Early Warning information to GAD

Sub--townships,
townships, Village tracts, Wards, I NGOs, and CSOs.

information from or to GAD
Received from Disseminated/ Informed to

• DMH HQs • GAD District
District,, Township
GAD
• Ministry of Home • Other related
Region/State
Affairs Department s
• GAD HQs
• Region/State
Government Office
• GAD Region/State • GAD Township
GAD District
• GAD HQs • Sub-township , Villages
• DMH HQs tracts
• RRD District • Other relat ed Departments
• DMH District
• GAD District • GAD Sub-townships
townships,,
GAD Township
• GAD Region/State Village tracts and Wards
• DMH HQs • NGOs, CS Os
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2.2 Contact list
The representative person of each office and the telephone number of

representative
Ayeyarwaddy Region and Rakhine State to disseminate the Early Warning
information are assembled in the contact list.
This contact list is shown in Appendix 2 -1.
This contact list is needed to update at all time.
2.3
3 Manual of equipment
This section mentions how to operate and maintain your information transmission
equipment.
Basically, the transfer of information is through the telephone and FAX.
And, official information is the content written in the document received by Fax.
There are the following equipment procure

procured
d by JICA in each organizations and
these equipment can be used as a substitution of FAX and telephone.
SSB radio: .
• RRD HQ,RRD Ayeyarwaddy Regional Office,RRD Labutta District Office
• RRD R
Rakahine
akahine State Office,RRD KyaukPhyu District Office
• DMH HQ,DMH Labutta District Office
• GAD HQ,GAD Ayeyarwaddy Regional Office, GAD Labutta District Office
• GAD Labutta Township Office,GAD Rakahine State Office,
• GAD KyaukPhyu District/Township Office
• Hlwa Sar Village Tract,Thea Tan Village Tract
PC(Skype):
• RRD HQ,DMH HQ, GAD HQ
IP-Star:
• RRD HQ,RRD Ayeyarwaddy Reginal Office, RRD Rakhine State Office
The installation location list of equipment :Appendix 2-2
A-30
The power of this equipment should always be turned on to be able to use at any
time.
Operation manual of SSB and PC,IP -STAR :Appendix 2-3 to 2-5
These equipment should be checked the operation periodically.
equipment:Appendix 2 -6 to 2-10
Maintenance manual and check list of equipment:Appendix
The content of the information to be co mmunicated in this equipment should be

communicated
simplified.
Show an example sentence in 3.2.1
In addition to this equipment, the effective use of SNS (Social Networking Service)
and SMS (Short Message Service) should be made.
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3. Actions to be done by each organization

3.1 Decision and implementation of actions
The information in tthe
he warning message issued and disseminated by DM
DMHH through
Fax is designated as the official technical information to be followed
followed by related
organizations
organizations.. However, it may not be applied in case of the emergency, and the
action shall be taken based on the Early Warning Information by Tel, SSB etc.
The procedure after receiving the information is shown as below;
Contents of the received information shall be described in the

Send/Receive Format mentioned in Chapter 4.
Information shall be shared with the officers internally.
Information shall be disseminated to the related organizations.

Contents of the disseminated information shall be described in the
Send/Receive Format.
The detailed action for early warning process in each office is shown in Appendix
3-1, w
which
hich can be utilized as Standard
Standard Operation Procedure (SOP).
Proper actions shown below are decided and implemented based on the warning
message issued by DMH.
Nothing needs to be done.
Local situation shall be confirmed.
Latest weather information shall be confirmed with DMH.
Coordination meeting shall be held with related organizations
Next information shall be waited for.
Actions related to evacuation shall be conducted.
This Section indicates actions to be done by each organization corresponding to each

Cyclone Color Code mentioned in the warning message by DMH.
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3.1 . 1 Actions to be done by RRD
Actions to be done by RRD corresponding to cyclone color code are as follows;
Yellow Stage
- RRD Region/State and District check their warehouse whether there is

enough number of rescue/survival kits
kits,, and necessity to prepare food and
drink supply.
- RRD Region/State and District secure a boat and ship prepared for
emergency relief activity by cooperating with Armed Forces, Instant Water
Transport, and local authorities .
- RRD Region/State and District suggest GAD Region/State and District to

call an emergency meeting with tthe
he chairman of disaster management
committee, and District meeting with subcommittee member.
- RRD District attends Township meeting to inform the results of District

meeting.
- RRD Region/State and District provide assistance to volunteer groups and

other NGOs.
- RRD Region/State and District organize volunteers for the evacuation of

previously identified groups who need protection such as unaccompanied
unaccompanied
and separated children, elderly persons, the disabled and women .
- RRD Region/State and District coordinate and cooperate with the local
authorities concerned as well as with UN agencies, international NGOs and
NGOs for emergency operations in accordance with the permissions given
given..
Orange Stage
- RRD Region/State suggests GAD to prepare Shelters.
- RRD Region/State prepares food /drink supply and rescue/survival kits

based on the request from RRD District or village stock list estimated by
GAD.
- RRD District explains the accurate situation to community people to avoid

misunderstanding for warning message.
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- RRD Region/State and District ensure that information
information and data for the other
potential natural disasters are collected in coor

coordination
dination with the related
organizations.
Red Stage
- RRD Region/State and District make recommendations to GAD on moving

the population to shelters
shelters after an evacuation order has been issued and
evacuation.
provide assistance in the evacuation
- RRD Region/State and District organize life-saving rescue for victims and
removal of vulnerable buildings .
- RRD Region/State and District ensure the timely delivery of food, clothing
and other aid supplies to victims
- RRD Region/State and District coordinate with authorities to set up disaster

camps as soon as possible
- RRD Region/State and District ensure the evacuation of groups in need of

protection and provision of the required assistance through social welfare
and volunteer groups previously formed by Department of Social Welfare .
10
A-34
3.1 . 2 Actions to be done by DMH

Actions to be done by DMH are as follows;
Yellow/Orange/Red Stage
- DMH disseminates the Early Warning information quickly.

- DMH explains
explains the weather condition properly for the inquiry from the other
organizations and community people.
- DMH suggests other organizations to start the actions based
b ased on the weather
condition.
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3.1 . 3 Actions to be done by GAD

Actions to be done by GAD corresponding to cyclone color code are as follows;
Yellow Stage
- GAD Region/State instructs GAD District, and GAD District instructs GAD
Township to prepare Shelters.
- GAD Region/State,
Region/State, District and Township inform fishing boats, ship a nd
vessels to be safe.
- GAD Region/State,
Region/State, District, and Township call for an emergency meeting to
the chairman of disaster management committee
committee,, and District, Township
meeting with subcommittee member.
- GAD Township instructs sub-Township , Village Tracts and Wards to be

ready to stock food and drink, listen to radio carefully, and pay attention to
committee.
instruction from sub-committee
- GAD Township instructs Village Tract and Wards to put up 1 Warning Flag
Signal. (The detail of Warning Flag Signal is referred to Appenndix 3-2)
- GAD Region/State,
Region/State, District and Township alert and mobilize the members of
the Auxiliary Fire Brigade, the Red Cross Youth, CSOs and NGOs .
- GAD Region/State,
Region/State, District and Township p
prepare
repare temporary supervision
advance.
camps and relief camps in advance
Orange Stage
- should be disseminated / informed properly.

Early Warning information should
- Township, Sub Township, Village tracts, Wards GAD and RRD District have
to deliver the actual information and situation to the public in order to avoid
misunderstanding.
Signals. (The detail of Warning Flag Signal is referred to Appenndix 3-2)
12
A-36
- GAD Region/State, District and Township e
ensure
nsure that information and data
of the other potential natural disasters are collected in coordination with the
related organizations.
- GAD Region/State,
Region/State, District and Township iincrease
ncrease security sentries as
required.
Red Stage
- GAD Region/State instructs GAD District, and GAD District instructs GAD
Township to issue Evacuation order. (Each office is able to make judgment
to issue it without instruction from higher organizations if required.)
- GAD Region/State,
Region/State, District and Township m
make
ake sure to keep an emergency
headquarter operational 24hrs a day for emergency services.
Signals. (The detail of Warning Flag Signal is referred to Appenndix 3-2)
- GAD Region/State,
Region/State, District and Township e
ensure
nsure that all levels of
teams at the ready for assigned duties.
supervisors have all teams
- GAD Region/State,
Region/State, District and Township d
deploy
eploy security personnel and
arrange patrols as required.
- GAD Region/State,
Region/State, District and Township kkeep
eep available relief and aid
supplies at the ready to launch relief operations quickly and effectively .
- GAD Region/State,
Region/State, District and Township m
make
ake arrangements to evacuate
movable property including cattle to designated locations.
A-37
3.2 Consideration of actions to be taken
The previous section indicated actions to be done by each organization

corresponding to each Cyclone Color Code mentioned in the warning message by
DMH. However, it may not be applied if other action is needed through considering
various other information
information such as contents of the warning message, instruction of
action from higher organization, local situation report, and information from media
etc. District / T
Township
ownship level office require to collect the local situation information
related organizations for decision making. The
positively, and to share with the related
judgement to issue evacuation instruction can be done without waiting for the
warning message “Red Color Code” from DMH.
This Section provides the various other information except for cyclone c olor code.
3.2.1 Warning message from DMH

After getting the warning message from DMH, the following items can be confirmed
in addition to cyclone color code.
Type of disaster (Heavy rain, Strong wind, Storm surge, etc)
Details of danger level (Precipitation, Wind speed, Storm surge height,

Alert time, Alert area (Name of Region/State,
Region/State, District, etc))
The above information can be read from the warning message.
The sample of warning message from DMH is shown below;
14
A-38
Figure 2 The sample of warning message issued by DMH
A-39
【The contents of a simple information by SSB 】
DMH talk the following items by SSB in disaster.
① Official announcement time.

② Information number.
③ Disaster type. (Heavy rain, Strong wind, Storm surge, etc)
④ Alert level.(Cyclone color code)
⑤ Alert time.
⑥ Alert area.(state/reagion,etc)
Example
DMH will talk about the information

information of early warning.
Now is the 9:45 16th June 2015.
Cyclone Information number is No.01 for the Cyc lonic Stom,2015.
Disaster type is Strong Wind.
Alert level is orange.
Alert time is at the early morning of 16 th June.
Alert area is labutta township in labutta District.
That's all.
16
A-40
3.2.2 Instruction of action
If you receive the instruction of actions from higher organization, it shall be basically
followed. The details of instruction are confirmed by communicating with the sender,
and the actions to be taken are considered accordingly.
3.2 .3 Local Situations

Si tuations
If you get the local situation information from lower organization, the actions
a ctions to be
taken are considered by conducting the following activities accordingly.
i. The details of local situation are confirmed by communicating with the

officers of the surrounding areas. The collected local situation
sender and officers
is described in the Send / Receive Format of EW information mentioned in
Chapter 4.
ii. Local situation is reported to higher organization and related organizations ,

organization
then the actions
actions to be taken are discussed.
A-41
4. Send / Receive Format of EW information
Send / Receive format of EW information consists of the following items.
Date, Time
Received/Disseminated
d/Disseminated Date and Time shall be recorded.
Name, Position, Organization (From who to whom)
Information of the Received/Disseminated organization shall be mentioned.
Send or Receive
Circle shall be marked in the pertinent item.
Communication equipment
(TEL / FAX / SSB / the others)
Circle shall be marked in the pertinent equipment.
In case of “the others”, the name of equipment shall be mentioned.
Contents of EW message
Communication contents explained in Section 4.1-4.3 shall be mentioned.
In case you receive FAX, the FAX sheet shall be attached to the format.
Actions based on the message
Next actions based on the received information shall be mentioned .
shown in Appendix 4-1.

This format is shown
4.1 Warning message from DMH

After getting the warning message from DMH, the following items shall be
mentioned in “Contents of EW information ” of Send / Receive
Receive Format.
Alert area
Alert level (Color Code)
Alert time
18
A-42
Necessity of evacuat ion
Necessity to conduct activities related to evacuation
4.2 Instruction of action

If you get the instruction of action, the following items shall be mentioned in
“Contents of EW information” of Send / Receive Format.
Alert area
Alert level (Color Code)
Alert time
What kind of action to be done
Who should take the actions
4.3 Local situation

If you get the local situation, the following items shall be mentioned in “Contents of
information”” of Send / Receive Format .
EW information
visual observation of wind scale

Progress of Weather condition ((visual
referred to Appendix 4-2, visual observation of rainfall referred to
Appendix 4-3, tide level etc.)
Progress of Damage condition (human damage, physical

ph ysical damage
etc.)
Progress of Evacuation condition (number of evacuee, status of

shelter)
Necessity of prepositioned
prepositioned emergency relief resources and
Search/Rescue
Search/Rescue
Necessity of request for cooperation to the surrounding areas
Even though the warning message from DMH is not issued, this local affected
situation report can be utilized for the decision or instruction of actions before
disaster and during disaster.
A-43
A-44
The Project for Establishment of End -to-End
APPENDIX 2-1: CONTACT LIST

Related organizations in Ayeyarwaddy Reg ion
Organization Focal person Tex/Fax/Mobile No

No.
Chief minister 04220242(fax)
1. Chairman of disaster
04224005
management committee
U Aye Kyaw 095200073
2. Secretary of government
04224005
Ayeyarwaddy Region
Daw Khin Saw Mu 098554125
3. Minister of Social affair,
Ayeyarwaddy Region
U Ngwe Tun (DD) 098550587
4. Public Information and
04225391
Relation Department
Ayeyarwaddy Region
U Ye Min Oo (DGM) 098550031
5. Information and
04224050
Technology
Daw Shwe Shwe Mar 095200063
6. Information and
(Engineer)
Technology
Daw Nyein village 098573210
7. Drill Place (Phyapone)
A-45
RRD HQs
No. Organization Focal person Tex/Fax/Mobile No

U Soe Aung (DG) 098600025
1. RRD HQs
067404512 (fax)
U Aung Khaing (DDG) 098601164
2. RRD HQs
067404048
U Ch un Hre (Director) 0943120865
3. RRD HQs
067404318
RRD in Ayeyarwaddy Region

U Than Soe (Head 0949000290
1. RRD Ayeyarwaddy
Division Ayeyarwaddy)
Region
U Than Soe (BC) 09422454662
2. RRD Ayeyarwaddy
Region
U Win Zaw Htay (AD) 09451245637
3. RRD Laputta District
04541549
U Soe Hlaing (AD) 09422467114
4. RRD Pharpon District
04541549
Daw Lay Shwe Zin Oo 0931377902
5. RRD Hinthada District
(AD) 04422696
U Kyaw Kyaw Tun (AD) 09448535742
6. RRD Myaung Mya
04270527
District
RRD in Rakhine State

U Maung Maung Gyi 04346588 (Fax)
1. RRD Kyauk Phyu District
0949660858
Daw Htay Htay Win 09421728542
Daw Aye Thu Zar 09450542089
U Hein Soe Htet 09421749780
U Soe Pying 09421729677
U Nay Myo Win 09250456788
A-46
DMH HQs

Dr. Hirin Nei Thiam 067411031
1. DMH HQs
( Director General)
U Kyaw Moe Oo ( Deputy 09250954636
2. DMH HQs
Director General)
Daw Tin Ye ( Director) 09250954639
3. DMH HQs
U Kyaw Lwin Oo ( Deputy 09250954643
4. DMH HQs
Director)
Daw Nyein Nyein Naing 09250954649
5. DMH HQs
( Assistant Director)
DMH in Ayeyarwaddy Region

U Tin Mg Ye ( Assistant 098554213
1. DMH Ayeyarwaddy
Director) AD 04224377
Region
U Aung Myint Kyi (Staff 09422494360
2. DMH Ayeyarwaddy
Officer)
Region
U Aung San 0931377888
3. DMH Hinthada District
U Thant Zin Oo 09422471939
4. DMH Labutta DIstrict
U Hein Zaw Htet 0931797616
5. DMH Pyapone Township
U Bo Bo 0931370090
6. DMH Pyapone Township
DMH in Rakhine State

U Tun Aye Kyaw 04323594 (fax)
1. DMH Rakhine State
09421712510
U Than Tun Win 04346044 (Fax)
2. DMH Kyaukpyu Dstrict
0949650803
U Aung Win 04365039 (Fax)
3. DMH ThanTwe District
09421738366
A-47
U Khin Mg Twde 09421732320

4. DMH Gwa Township
U Kyaw Swe 0949641901
5. DMH Maung Da
U Moe Lwin 0949664785
6. DMH Ann
U Kyaw Nyein Win 09250878463
7. DMH Taung Gauk
U Tun Kyi 0949672502
8. DMH Mann Aung
U Khin Maung Lay 0949664907
9. DMH Myauk U
U Thein Myint 0936071862
10. DMH Kyauk Taw
A-48
GAD in Ayeyarwaddy Region

U Aye Kyaw 04224527
1. GAD Ayeyarwaddy Region
095200073
U Htun Min Zaw 04223441
( Director) 0949804588
U Khin Mg Lay 04223939
( Director) 096706212
U Kyaw Khaing Soe 04223823
( Director) 09250211010
U Tun Kyaw Kyaw 04223639
Assistant Director)
((Assistant 096478284
U Bo Bo Min Theik 04223637
Assistant Director)
((Assistant 0949587389
Daw Myint Myint Sein 04221250
Assistant Director)
((Assistant 09451245747
U Hlaing Tun 04224903
8. GAD Pathein District
( District 0949223254
Administrator)
U San Htay 04421013
9. GAD Hin Thata District
( District 092173208
Administrator)
U Htwe Myint 04270003
10. GAD Myaung Mya District
( District 09250760770
Administrator)
U Aye Thaung 04530011
11. GAD Ma Au Pin District
Administrator)
U Soe Tint 04540113
12. GAD Phyar Pon District
Administrator)
U Tin Oo 04283051
13. GAD Laputta District
( District 0947115797
Administrator)
U Chit Ko Ko 094927779
14. GAD Pathein Township
U Sein Thaung 09451234398
15. GAD Pathein Township
U Nyi Nyi Lin 095089281
16. GAD Phyapon Township
U Zaw Zaw 09422489379
17. GAD Phyapon Township
U Zaw Oo 0931156425
18. GAD Daw Nyein Village
A-49
U Sann Aung 0949743172

19. GAD Thayetpinseik Village
U Tay Zar Aung 092502061
20. GAD Chaungthar Village
U Toe Toe Tun 0931833342
21. GAD Labutta Township
04280139
04280140
U Soe Myat Thu 09250223322
22. GAD Pyinsalu Subtownship
098554253
GAD in Rakhine State

U Tin Maung Swe 04323636
1. GAD Rakhine State
098502929
U Myint Lwin 04322825
09458041222
U Moe Hein 04323991
095234470
U Kyaw Zaw Linn 0940045345
4. State Government Office
U Min Naing Tun 04322891
5. GAD Rakhine State Hlutt
0936124626
Taw
U Nay Tun Aung 04321156
097315692
U Tun Naing Win 04321307
7. GAD Sittwe District
098502718
U Mg Mg 04359011
8. GAD Sittwe Township
0933319999
U Nyi Nyi Aung 09852226
9. GAD Ya Thae Taung
09250240033
Township
U Kyaw Soe Lwin 095408907
10. GAD Ponnar Kyun
Township
U Aung Mon Latt 04350287
11. GAD Pauk Taw Township
09402524064
U Aye Lwin 04350180
12. GAD Myauk U District
U Zaw Min Hteik 04370010
13. GAD Kyauk Taw Township
098532311
U Aung Naing 04375001
14. GAD Min Pyawr Township
09852241
A-50

U Tin Shwe 098524262
15. GAD Myay Pone Township
09422452977
U Khin Maung Lwin 04355002
16. GAD Maung Taw District
094282244701
U Myint Thein 04355009
17. GAD Maung Taw Township
09400461189
U Thann Shwe 04353003
18. GAD Bue Thee Taung
0949658501
Township
U Zaw Zaw Tun 0921710406
19. GAD Taung Pyo Let Ware
Township
U Soe Thein 04346128
20. GAD Kyaukpyu District
098552033
U Nyi Nyi Linn 04346001
21. GAD Kyaukpyu Township
095089281
U Aung Kyaw Oo 0949003320
22. GAD Yaung Byae Township
09250881388
U Kyaw Kyaw 04322755
23. GAD Mann Aung Township
0925113355
U Soe Linn Kyaw 04380001
24. GAD Ann Township
093149504
U Myo Oo 09365227
25. GAD Thandawe District
09250131700
U Thein Zaw Han 04365217
26. GAD Thandwe Township
09254014617
U Lu Maw 04360003
27. GAD Taung Goad
09250879900
Township
U San Shwe Aung 09421764654
28. GAD Gwa Township
U Sein Ngwe Phyo 094976808
29. GAD Ma Eii Township
U Phyo Wai Linn 09250124321
30. GAD Kyintali Township
A-51
APPENDIX 2-2: THE INSTALLATION LOCATION

LOC ATION
LIST OF EQUIPMENT
SSB Radio Wave
No Installation Location Code Responsible Telephone number

Name positions
1 RRD HQ 01_RRD
2 DMH HQ 02_DMH
3 GAD HQ 03_GAD
4 RRD Ayeyarwaddy Regional 04_RRD

Office
5 GAD Ayeyarwaddy Regional 05_GAD

Office
6 RRD Labutta District 06_RRD

Office
7 DMH Labutta District 07_DMH

Office
8 GAD Labutta Township 08_GAD

Office
9 GAD Labutta District 09_GAD

Office
10 Hlwa Sar Village Tract 010_Hlwa

Sar
11 RRD Rakhine State Office 011_RRD
12 GAD Rakhine State Office 012_GAD
13 RRD Kyauk Phyu Ditrict 013_RRD

Office
14 GAD Kyauk Phyu 014_GAD

Ditrict/Township Office
15 Thea Tan Village Tract 015_Thea

Tan
A-52
PC(Skype)

Name positions
1 RRD HQ 01_RRD
2 DMH HQ 02_DMH
3 GAD HQ 03_GAD
IP-STAR

Name positions
1 RRD HQ 01_RRD
2 RRD Ayeyarwaddy Regional 04_ RRD

Office
3 RRD Rakhine State Office 11_ RRD
A-53
APPENDIX 2-3: OPERATION MANUAL FOR

F OR SSB
RADIO WAVE
SSB radio is used for the transmission of early warning and
emergency communication.
Equipment configuration of SSB
(1)Turn on and off the power.

Push the button “①”.
※Turn on the power, In the order of “Power unit ⇒SSB radio".
※Turn off the power, In the order of “SSB radio ⇒Power unit".
(2)Change the channel of the frequency band.

Push the button “②”.
※If you push “▲”,Channel gets up side. If you push “▼”,Channel gets down side.
(3)Send and receive call.

You can receive call without
without any operation.
You can send call by push the button " ③" of microphone.
10
A-54

F OR
PC(SKYPE)
communicated by PC applications (Skype).

Each office in NPT communicate
(1)Process of communication
*This setting needs only initial connection.
①Install the application.
The installer can be downloaded at the following URL.
http://www.skype.com/ja/download -skype/
②Create your account.
Register your account ID and Password, create your account.
③Set the accounts and communication conditions.
Add a skype contact of other office. (Appendix 1)
④Create a new group.
Create a new group to contact of other office. (Appendix 1)
(2)How to use
①Start application(Skype).
Double click icon Skype on desktop.
②Log in.
Enter u
user
ser ID and password.
③Conversation with other office
Choose grou
group
p for office and Conversation.
11
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F OR
SATELLITE COMMUNICAT IONS (IP-STAR)

COMMUNICATIONS
Each office of RRD can communicate by internet and phone in
function of IP-Star
(1) Method of communication

IP-STAR can connect to the Internet and use e-mail and Homepage.
Can talk in the pho
phone
ne by using the Skype application.
(2)Equipment configuration of IP -Star

Each equipment has been set the communication conditions .
If you put the power of each equipment can be connected to the phone and Internet.
Antenna : Communicate with the satellite.

Router : Connect to the Internet.
Phone
Connect the Internet and multiple PC by LAN. <<<<<< Does not know the meaning
12
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APPENDIX 2-6: MAINTENANCE MANUAL FFOR

OR SSB
RADIO WAVE
This manual shows the way of daily maintenance for SSB radio
wave.
(1)Target organiza tions:
RRD HQ, RRD Ayeyarwaddy Regional Office, RRD Labutta District Office
RRD Rakhine State Office, RRD Kyauk Phyu District Office, DMH HQ, DMH Labutta
Rakhine
District Office, GAD HQ,GAD Ayeyarwaddy Regional Office, GAD Labutta District Office
GAD Labutta Township Office, GAD Rakahine State Office, GAD KyaukPhyu ,
District/Township Office, Hlwa Sar Village Tract, Thea Tan Village
Village Tract
(2)Daily schedule
Before 2: 30p.m.: All organization s prepare to be ready to use the SSB radio wave.
2:30
2:30p.m.:
DMH HQ announces the weather summary, and other organizations adjust the CH and
volume, etc.
*Default frequency channel is 4CH.
2:35p.m.(After the DMH finish to speak the weather summary):

summary):
DMH HQ checks RRD HQ and GAD HQ whether they can communicate or not.
2:40p.m.:
DMH HQ, RRD HQ and GAD HQ check each local office and they can communicate as
follows. The order of communication is DMH→RRD→GAD.
HQ “No. ●,
●, Can you hear me? Please reply to me if you can hear.”
No.●、I can hear you well.”
Received organization ”This is No.
HQ ”No.●,Thank
”No.●,Thank you for your reply.”
*Code Name of organizations is Appendix2 -6
Received organizations and HQ describe tthe

he results in a check list.
*Check list is Appendix2 -7
3:00p.m.: GAD HQ speak final call to all organizati ons.
13
A-57
Image of the Daily maintenance.
Main Speaker Receive / reply
weather summary All

All other
other
All other
organizations
All other
2:30 P.M. DMH HQ organizations
All other
organization
All others
organizations
organizations
organization s
2:35 P.M. DMH HQ

RRD HQ
Check
heck list GAD HQ
2:40 P.M.
DMH HQ DMH
Check
heck list “No. 2 DMH, Can you hear Local office
me? Please reply to me If
you can hear.”
“This is No.2 DMH、I can Check
heck list
ｖ hear you well.”
Check
heck list ”No.2 DMH ,Thank you for
your reply.”
RRD HQ RRD
Local office
GAD
GAD HQ
Local office
Final Call All

All other
other
3:00 P.M. All other
organizations
All other
organizations
All other
GAD HQ organizations
All other
organizations
organization
organizationss
14
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Daily Check List for RRD HQ
The name of the responsible Signeture of Director
Check:Receive a reply ○/×

No. Station Name Code Name Month/Year
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 RRD HQ 01_RRD
2 DMH HQ 02_DMH
3 GAD HQ 03_GAD
4 RRD Ayeyarwaddy Regional Office 04_RRD
5 GAD Ayeyarwaddy Regional Office 05_GAD
6 RRD Labutta District Office 06_RRD
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7 DMH Labutta District Office 07_DMH
15
8 GAD Labutta Township Office 08_GAD
9 GAD Labutta District Office 09_GAD
10 Hlwa Sar Village Tract 010_Hlwa Sar
13 RRD Kyauk Phyu Ditrict Office 013_RRD

APPENDIX 2-7: DAILY CHECKLIST FOR SSB
14 GAD Kyauk Phyu Ditrict/Township Office 014_GAD
15 Thea Tan Village Tract 015_Thea Tan

Daily Check List for DMH HQ


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 RRD HQ 01_RRD
2 DMH HQ 02_DMH
3 GAD HQ 03_GAD
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16

Daily Check List for GAD HQ

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 RRD HQ 01_RRD
2 DMH HQ 02_DMH
3 GAD HQ 03_GAD
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17

Daily Check List for SSB Radio Wave

Station Name
Code Name
Month/Year
Check:Receive a call from HQ ○/×
Date Today's Weather No. ●, Can you hear me?
No.●,Thank you for your reply
Please reply to me If you can hear.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
The name of the responsible
Signeture
18
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APPENDIX 2-8: MAINTENANCE MANUAL F OR

PC(SKYPE)
This manual shows the way of weekly maintenance for PC
communication by Skype.
RRD HQ, DMH HQ, GAD HQ
(2)Weekly schedule
Before 10: 30a.m. on every Monday :
10:30
All organizations get ready the PC.
10:30a.m. :
DMH HQ announces the weather summary.
checkss all organizations and they can communication as follows.

RRD HQ check
RRD HQ “DMH HQ (GAD HQ), Ca n you hear me? Please reply to me iiff you
can hear.”
Received organization ”This is DMH HQ(GAD HQ)、I can hear you well.”
RRD HQ” DMH HQ (GAD HQ), Thank you for your reply.”
RRD HQ describe the results in a check list.
Weekly Check List for Skype

Date/Month
DMH HQ
GAD HQ
Signeture
Date/Month
DMH HQ
GAD HQ
Signeture
Date/Month
DMH HQ
GAD HQ
Signeture
19
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APPENDIX 2-10: MAINTENANCE MANUAL FFOR
OR
IP- STAR
This manual shows the way of Weekly maintenance for IP -STAR
communication by phone.

RRD HQ, RRD Ayeyarwaddy Regional Office, RRD Rakhine
Rakhine State Offic e
(2)Weekly schedule
Before 10:30a.m. on every Monday :
All organizations prepare to be ready to use the IP-Star phone.
10:30a.m. :
RRD HQ check Ayeyarwaddy regional office and Rakhine

Rakhine State office that they can
communication by phone.
RRD HQ describe the results in a check list.
Weekly Check List for IP-STAR

Date/Month
RRD Ayeyarwaddy Regional Office
RRD Rakhine State Office
Signeture
Date/Month
Signeture

Date/Month
Signeture
20
A-64
APPEXDIX3 -1: ACTION CHECK LIST
Check Time
Action
Receipt of Information
□ :
Receive the information by Phone from X X office.
□ :
Describe the received information on the Send/Receive Format.
□ :
Receive the information by Fax from X X office.
□ :
Describe the received information on the Send/Receive Format.
Consideration of Actions to be taken
:
Report to XX Office by Phone that you received the information □
well.
:
Report about the received information to responsible officer in your □
office.
Decision and Implementation of Actions
:
Be instructed the necessary actions from the responsible officer in □
your office.
:
YY office.
Send the information by Phone to YY □
□ :
Describe the sent information on the Send/Receive Format.
:
Send FAX to YY office. □
□ :
:
Receive confirmation phone from YY Office. □
:
Call for an emergency meeting to the related organizations (if □
necessary).
:
Send the information and instructions by phone to YY office based □
on the results of emergency meeting.
□ :
21
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APPENDIX 3-2: FLAG SIGNALS
22
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APPENDIX 4-1: SEND/RECEIVE FORMAT
23
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APPENDIX4 -2: BEAUTFORT WIND SCALE

SC ALE
Source: WMO
24
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APPENDIX4 -1: RANFALL SCALE
Rainfall Intensity (mm/hour)

Soaked to the
Soaking skin over
whole body 10mm/hour: falling with noise like “Zaa zaa”
Soaking even under
around umbrella 20mm/hour: falling in torrents
30mm/hour: falling like turned over Bucket
50mm/hour: falling like the waterfall
20mm/h 50mm/h
Source: JMA
25
A-69
လူအရင္
အရင္းအျမစ္ဖံၿြ ဖိဳးတိုးတက္ေရးပရိုဂရမ
Human Resource Development
(HRD) Program
The Project on Establishment of

End-to-End Early Warning System for Natural Disaster
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The Project for Establishment of End-to
End to-End
Human Resources Development Program

Agenda
Time Content of the Program

Introduction of HRD Program
15 min
15 min IEC Material-
Material-1:
1: Cyclone Nargis
20 min Program 1: General of Disaster Risk Reduction

Material-2:
2: Interview to Victims
20 min Program 2: General of Early Warning System

Material-3:
3: Typhoon Haiyan
10 min Tea / Coffee Break
Material-4:
4: Great Indian Ocean Tsunami
20 min Program 3: Lessons Learned from Recent Disasters

Material-5:
5: Great East Japan Earthquake
Earthquake,, Earthquake in Nepal
Program 4: Simulation for Inundation due to Storm Surge and Tsunami
20 min
simulation
Total: 180 min (3 hours)
- 1-
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End to-End
IEC Material-1: Cyclone Nargis

Feature of Disaster
Cyclone Nargis attached Myanmar from April 27 th to May 3rd, 2008.
Central pressure was 962 hPa, and Maximum instantaneous wind velocity was 134 mile/h.
Totally 138,366 people was dead/missing by this cyclone.
This video is showing the affected situation after landing to Myanmar, and speech is made by
Mr. Soe Thein he was working in Bogala
Bogalay
y Township, Ayeyarwaddy Region at that tim
time.
e.
He explains how he conducted early warning dissemination to community people, and
introduces the lessons learned what was the difficulties during cyclone Nargis.
We need to hand this kind of story telling down to posterity so that the tragedy is not repeated.
IEC Material-2: Interview to Victims

This video is taken by the JICA Expert Team, showing the interview to victims in Ayeyarwaddy
Region affected by cyclone Nargis.
There are 2 story tellings, one is talking by Ms Nyein in Kwin Yar village of LLabutta
abutta township,
another is talking by U Aye Myint in Kone Gyi village of Labutta township.
They are talking how they took actions during the cyclone was approaching, and what was the
difficulties on the preparedness actions.
We must remember this devastating disaster on every May 2nd as memorial day.
IEC Material-3: Typhoon Haiyan

Feature of Disaster
Typhoon Haiyan attached Philippines from November 6th to 8th, 2013.
Central pressure was 895 hPa, and Maximum instantaneous wind velocity was 201 mile/h.
Totally 5,680 people was dead, 1,799 people is missing, and 26,233 people was injured by this
typhoon.
This video is showing the affected situation during the typhoon Haiyan was approaching to
Philippines.
The latter half of video is showing the mechanism of storm surge.
People do not understand how to occur storm surge, but government office has to understand it
well, and warn the people to take care when cyclone is approaching.
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IEC Material-4: Great Indian Ocean Tsunami
Feature of Disaster
Indian Ocean earthquake and tsunami occurred in Indonesia on December 26th, 2004.
The scale of Magnitude was 9.3, the depth of earthquake was 30 km, and the maximum
tsunami height was 34 m.
Totally 220,000 people was dead, and 130,000 people was injured by this earthquake.
Several countries, Indonesia, Sri Lanka, India, Thailand, Maldives, Somalia, and Myanmar
were affected by this tsunami.
This video is showing the mechanism of earthquake, and how the tsunami affected to several
countries.
We need to understand that tsunami of distant origin causes the wide area damage without
feeling the shaking.
IEC Material-5: Great East Japan Earthquake

Feature of Disaster
East Japan Earthquake and Tsunami occurred in Japan on March 11, 2011.
The scale of Magnitude was 9.0, the depth of earthquake was 24 km.
Totally 15,883 people was dead, 2,671 people is missing, and 346,987 people was evauating
as of June 2012.
398,649 buildings were destroyed by this disaster.
This video is showing the mechanism of earthquake, and how the tsunami affected to Tohoku
area in Japan.
In Japan, people always remember this devastating disaster on March 11th through a memorial
service.
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End to-End
Program 3 Lessons Learned from Recent Disasters
1. This presentation is introduction of lessons learned from recent disasters in Japan and
Philippines.
2. This slide show Key Elements on Early Warning, which was proposed in international
conference related to Early Warning held in Germany in 2006.
There are 4 kinds of key element, first is Risk Knowledge, Second is Monitoring & Warning
Service, Third is Dissemination & Com
Communication
munication,, and Fourth is Response Capability.
This presentation will introduce the detailed examples corresponding to each key element.
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3. F
First
irst is about Risk Knowledge in case of East Japan Earthquake and Tsunami in 2011.
The rright
ight side figure shows tsunami
tsunami inundation hazard map prepared for Ishinomaki city.
Ohkawa elementary school in Ishinomaki city is designated as evacuation shelter because
it is located outside of inundation area.
However, Ohkawa elementary school was affected by tsunami, and 70 st
students
udents were dead
at that time.
We have to understand that hazard map is prepared by a certain assumed condition, it
means unexpected disaster can be happened.
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4. This slide shows comparison between actual tsunami affected area (red color) and hazard
map area (blue color) in Sendai city (left side figure) and Ishinomaki city (right side figure).
The actual tsunami affected area (red zone) exceeded the hazard map area (blue zone) in
case of East Japan Earthquake and Tsunami .
Especia
Especially,
lly, government
government officer has to understand the possibility to happen unexpected
disaster.
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5. Second key element is Monitoring & Warning Service.
In Japan, JMA (Japanese Meteorological Agency) improved Tsunami warning based on
the lesson learned from East Japan Earthquake and Tsunami in 2011.
For example, if 1 meter height of tsunami is predicted,
predicted, JMA issues the warning as
““Tsunami
Tsunami will be occurred”.
If 3 meter height of tsunami is predicted
predicted,, JMA issues the warning as “High ” tsunami.
If more than 5 meter height of
of tsunami is predicted,
predicted, JMA issues the warning as “Huge”
tsunami.
JMA does not inform the height of tsunami, because the prediction is not always accurate
due to the difficulty of technical matter.
On the other hand, JMA informs the scale of tsunami by the qualitative expression. It will
not make misunderstanding, and easy to understand by people.
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6. This slide shows lesson learned from Philippines Typhoon Yolanda caused devastating
damage by storm surge in 2013.
Mr. Evelin Cordero from tacloban city administrative office is saying “If the alert was issued
as tsunami, I should have been considerably afraid”.
Meaning of storm surge in the alert was not understood by people since there is no local
word for storm surge in the Philippines.
The damage was more spread due to the language barrier,
barrier, and also people could not
imagine the scale of storm surge disaster.
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7. On the other hand, there was good experience during the Philippines Typhoon Yolanda .
Mr. Gonzales, Guiuan municipality officer informed people “Delubyo
“Delubyo is coming, evacuate to
shelter” before the typhoon landing.
Delubyo is Armageddon which means terrifying world war in local word.
He tried to inform people the dangerous condition of the typhoon.
As a result of his effort, most of people in Guiuan municipality could evacuate to shelter
successfully on the day before typhoon landing.
He imaged the scale of disaster, and informed the scare to people as much as he could.
In Myanmar also, government officer needs to imagine the scale of disaster
disaster,, and informed
the scare to people.
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8. This slide shows cyclone warning issued by DMH during cyclone Mahasen approaching to
Myanmar in 2013.
Weather forecast information such as the location and scale of cyclone, expected storm
surge height etc is described in this warning message.
There is an iinstruction
nstruction how to take actions by people, but only one sentence in the warning
message.
So, local government officer has to translate the DMH weather forecast information into
disaster management information how to take actions by people, and issue the evacuation
order to the people.
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9. This slide introduces lesson learned from Oshima town in Japan.
In 2013, big scale of landslide happened in Oshima town due to heavy rainfall.
However, mayor of Oshima town d
did
id not issue evacuation advisory to people, and finally
35 people were dead by this disaster.
In a meeting after this disaster, mayor of Oshima town said “I could not judge whether the
evacuation advisory
advisory should be issued or not.” ”
Why he could not issue the evacuation advisory, there is 2 factors.
One is ffear
ear for secondary disaster which means he was afraid that people are affected by
disaster during evacuation in midnight .
Another is ffear
ear for end in failure which means he was afraid that motivation
motivation of people for
evacuation will be down if the evacuation advisory ends in failure.
In Myanmar also, government officer always has to make judgement whether evacuation
order should be issued or not.
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10. Third key element is Dissemination & Communication regarding
regarding lesson learned from
Minami-Sanriku Township in case of East Japan Earthquake and Tsunami in 2011.
Before the tsunami was coming, one of the Township officer was keeping to announce to
the people by radio communication device as “Please
“Please evacuate to upland ”.
Unfortunately, she was affected by the tsunami, but her accouchement could help many
people to evacuate from the tsunami.
It is important for government officer to recognize the necessity of evacuation
announcement.
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11. This slide show another lesson
lesson learned from East Japan Earthquake and Tsunami in 2011.
In Yuriage area of Natori city 4000 people were living there, 800 people were dead/missing
by the tsunami.
After the earthquake, radio communication device was broken, and the government officer
could not announce evacuation order to the people.
Information transmission equipment always needs to be maintained and prepared
whenever disaster comes.
It is also important to secure more than 2 routes for redundancy of information
transmission.
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12. Fourth key element is Response Capability.
According to the survey by cabinet office in Japan, about 40% of people did not evacuate
immediately after the earthquake in 2011.
Japanese government learned that community enhancement for disaster is important to
take suitable action by the people after earthquake.
In Myanmar also, the government officer has responsibility to enhance the Response
Capability of people through education program.
This HRD Program also will be one of the solution to enhance the Respon
Response
se Capability of
Myanmar people.
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13. This slide shows lesson learned from Philippine in case of typhoon Ruby in 2014.
As explained,
explained, the Philippines experienced the devastating disaster by typhoon Yolanda in
2013, and the same scale of typhoon was coming again in 2014.
Based on the lessons learned from typhoon Yolanda in 2013, the Philippines government
estimated damage area through implementing Pre-Disaster Risk Assessment, and
sstrongly
trongly advised
advised the related Local Government Unit to evacuate earlier as “Typhoon is
coming like Yolanda”. Media also strongly broadcasted it.
As a result of the efforts by the Philippines government, finally 700 thousand people
evacuated earlier, and minimized damage only 18 people dead/missing
dead/miss ing.
We are always able to learn lessons from the past disaster,
disaster, and make use of the
experiences for preparation of next disaster.
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End to-End
Program 4： Simulation for Inundation due to Storm Surge and Tsunami
1. This presentation is explaining results of storm surge and tsunami simulation calculated by
the JICA Expert Team of “The Project for Establishment of End-to--End
End Early Warning
System for Natural Disaster”.
Through this presentation, we will be able to understand the risk of storm surge and
tsunami along Myanmar coastal area.
2. Firstly, tthis
his slide shows mechanism of storm surge.
When cyclone is approaching to coastal area, water level consists of waves, normal tide,
and storm surge.
The storm surge consists of 2 types of factor, one is pressure tide shown by orange arrow
①
①,, another is wind driven surge shown by blue arrow ②.
The storm surge makes water level go up rapidly, also flows and destroy like tsunami.
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3. We have several future challenges on evacuation for storm surge.
For example,
example, villager is saying “We start to evacuate when the water level rises”. It is too
late to start evacuate because the water level will go up rapidly.
Also, government officer has some difficulties like “villager do not evacuate even though
government officer advise them to evacuate ”.
For the purpose of more public awareness regarding storm surge, the simulation in this
presentation can be utilized to show the possibility to happen devastating storm surge
disaster in Myanmar coastal area.
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4. The JICA Expert Team implemented the simulation under the assumption that cyclone
GIRI keeps its strongest power till landing to Myanmar coast.
The track of cyclone in this simulation is same with GIRI track which ma de landfall near
Myebon Township in Rakhine State.
In the simulation, the center pressure is given as maximum pressure 922 hPa constantly
from the start of simulation.
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5. This is one of the result of storm surge simulation, which shows the height of storm surge
around Sittwe and Kyauk Phyu.
The left side figure shows it before cyclone, and the right figure shows it at its peak.
As shown in the right side figure, the height of storm surge at Myebon is calculated as 4.0
meters, and the one at Kayuk Phyu is 1.8 meters.
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6. This sli
slide
de shows the time series of water level at Kayuk Phyu.
T
The
he height of storm surge is calculated as 1.8 meters at Kyauk Phyu as explained in the
previous slide.
However, if this storm surge attacks during high tide time shown by blue line, water level
shown by red line will rapidly go up to about 4 meters in 5 hours at Kayuk Phyu.
It is important to consider the combination between the high tide time and storm surge
timing.
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7. In this simulation, the track of cyclone is calculated same as cyclone GIRI, which affected
mainly around Myebon shown in the left side figure.
However, if the track course moves
moves to 2.0 degree westward, the affected area will move to
north side area around Sittwe shown in the right side figure.
It is important to understand that storm surge affected area is changed (moved) according
to the cyclone track.
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8. As conclusion, If Cyclone GIRI comes maintaining its strongest power, Storm Surge of
1.8m at Kyauk Phyu and 4.0m at Myebon will attack and flood wide coastal area.
Also, Water Level will rapidly go up to about 4m in only 5 hours at Kyauk Phyu.
But, Storm surge affected area
area is changed according to the cyclone track.
As recommendation, Flood by huge Storm Surge is very dangerous like huge tsunami. It
will make you fall down and drown even if it is only 2 feet high. It is particularly so in the
midst of rain, wind and during
during night time. So, Listen to Early Warning and Evacuate
Quickly to save your own life.
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9. From tthis
his slide, some results of tsunami simulation are explained.
There are several faults around Indian Ocean as shown in the figure.
In case of Sumatra earthquake in 2004, Myanmar was affected by the tsunami without
feeling earthquake shaking, because the epicenter of earthquake was far from Myanmar
coast
coast,, it is called Far-field tsunami.
On the other hand, Myanmar has possibility to hap
happen
pen Near-field tsunami as well.
The shortest distance from the tsunami source to Sittwe is 63 km, Kyauk Phyu is 80 km,
Chaun Tha is 45 km, Haing Gyi Kyun is 200 km according to the simple calculation by the
JICA Expert Team.
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10. This slide shows one of the results of tsunami simulation estimated by UNDP.
The left side figure is tsunami inundation map around Sittwe, and the right side is around
Kyauk Phyu.
This calculation is estimated under the assumption the tsunami comes at high tide time.
The rred
ed color zone means 3-5 meters height of tsunami, and the purple color zone means
more than 5 meters height of tsunami.
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11. In this slide, tsunami arrival time is estimated through simple calculation by using the
distance from the tsunami source a
and
nd the water depth.
The expected travel time of 1st wave tsunami is 53 mins to Sittwe, 59 mins to Kyauk Phyu,
26 mins to Chaung Tha, and 2hrs 8mins to Haing Gyi Kyun.
We need to take care that the
t he 1st wave of a tsunami generated offshore of Rakhine is
expected to arrive at the northern Rakhine coast within 60 minutes, and arrive at the
southern Rakhine coast within 30 minutes.
If people wait for the Tsunami Alert and start evacuation thereafter, they might most
probably be caught in the tsunami.
We need to evacuate quickly after earthquake shaking without waiting for tsunami alert.
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May 2016
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The Project for Establishment of End-to-End
Table of Contents
1. Basic Concept of CBDRM ................................................................................................................ 2
1-1 KeycharacteristicsofCommunity-based Disaster Risk Management ....................................... 3
1-2 Rationale of applying CBDRM .................................................................................................. 4
1-3 Key desired outcomes and outputs of any CBDRM process.................................................... 5
2. Framework of CBDRM Program ..................................................................................................... 6
2-1 Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine State ............... 6
2-2 Framework of CBDRM Program............................................................................................... 7
2-2-1 Purpose of CBDRM Program ............................................................................................ 7
2-2-2 Target of CBDRM Program ............................................................................................... 7
3. TOT Workshop ................................................................................................................................ 8
3-1 Objectives of the TOT workshop ............................................................................................. 8
3-2 Target of the TOT workshop .................................................................................................... 8
3-3 Facilitators and Lecturers of the TOT workshop...................................................................... 9
3-4 Agenda of the TOT workshop .................................................................................................. 9
3-4-1 Basic Knowledge of Disaster Management.................................................................... 11
3-4-2 Regional Characteristic of Disaster ................................................................................ 12
3-4-3 Overview of CBDRM ....................................................................................................... 15
3-4-4 6 Steps of CBDRM .......................................................................................................... 15
3-4-5 Practical Training: Search and Rescue............................................................................ 45
3-4-6 Practical Training: First Aid............................................................................................. 46
3-4-7 Fundraising NGO ............................................................................................................ 47
3-4-8 Mainstreaming Disaster Management at village level................................................... 47
3-4-9 Organizing workshops at village level (optional) ........................................................... 48
3-4-10 CBDRM workshop preparation (optional).................................................................. 49
4. CBDRM Workshop......................................................................................................................... 51
4-1 Objectives of the CBDRM workshop...................................................................................... 51
4-2 Target of the CBDRM workshop ............................................................................................ 51
4-3 Facilitators and Lecturers of the CBDRM workshop .............................................................. 51
4-4 Agenda of the CBDRM workshop .......................................................................................... 52
4-4-1 Basic Knowledge of Disaster Management.................................................................... 53
4-4-2 Disaster at village level................................................................................................... 54
4-4-3 6 Steps in CBDRM (from Disaster Management Course) ............................................... 54
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4-4-4 Community Infrastructure ............................................................................................. 54
Community-based Disaster Risk Management Manual
4-4-5 Search and Rescue ......................................................................................................... 58

4-4-6 First Aid .......................................................................................................................... 59
4-4-7 Formulation of VDMC .................................................................................................... 59
4-4-8 Conducting evacuation drill ........................................................................................... 60
5. Good Practices of the Pilot activities ............................................................................................ 63
5-1 Sustainable CBDRM activities ................................................................................................ 63
5-2 Effectiveness of Observers .................................................................................................... 63
5-3 Utilization of Methodology of Community Infrastructure .................................................... 63
5-4 Zin Phyu Gone Activities ........................................................................................................ 64
Appendix
Appendix. 1 Cost estimation and necessary items to conduct the TOT and CBDRM workshop at
village level
Appendix. 2 Necessary items to conduct evacuation drill at village level
Appendix. 3 Sample scenario of cyclone evacuation drill
Appendix. 4 Report form of warning message
Appendix. 5 Report form of evacuation conditions
Appendix (DVD)
Appendix. 1 PPT files of the TOT and CBDRM workshop
Appendix. 2 Story telling of cyclone Nargis
Appendix. 3 Drill Movies in the pilot villages
Appendix. 4 Sample lectures at village level (Zin Phyu Gone village, Hlwa Zar village tract,
Labutta Township in Ayeyarwaddy Region)
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Abbreviations
ADPC Asian Disaster Preparedness Center
ADRA Adventist Development and Relief Agency
CBDRM Community-Based Disaster Risk Management
CBDRR Community-Based Disaster Risk Reduction
CBO Community Based Organization
CDA Community Development Association
CDF The Constituency Development Fund
CSO Civil Society Organization
DM Disaster Management
DMC Disaster Management Committee
DMH Department of Metrology and Hydrology
DRM Disaster Risk Management
DRR Disaster Risk Reduction
EWS Early Warning System
GAD General Administration Department
HRD Human Resource Development
HVCM Community Hazard, Vulnerability, Capacity Map
HH Household
IDDR International Day for Disaster Reduction
IEC Information, Education and Communication
INGO International Non-Government Organization
JICA Japan International Cooperation Agency
LNGO Local Non-Government Organization
MMK Myanmar Kyat
MRCS Myanmar Red Cross Society
NGOs Non-Governmental Organizations
PDCA Plan Do Check Act
PDF The Poverty Reduction Fund
RDF The Rural Development Fund
RRD Relief and Resettlement Department
SAR Search and Rescue
SSB Single Side Band
TDMC Township Disaster Management Committee
TOT Training-of-Trainers
TTX Table-Top Exercise
UNDP United Nations Development Program
UN-HABITAT United Nations Human Settlements Program
USDP Union Solidarity and Development Party
VCA Vulnerability Capacity Assessment
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VDPC Village Disaster Preparedness Committee
Community-based Disaster Risk Management Manual
VTDPC Village Trace Disaster Preparedness Committee

WASH Water, Sanitation and Hygiene
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Community-based Disaster Risk Management
Manual
Preface
Japan International Cooperation Agency (JICA) is implementing “The Project on Establishment of

End-to-End Early Warning System for Natural Disaster in the Republic of Union of Myanmar” from
March 2013. The Project has major four outputs 1) Establishment of EWS system; 2) HRD activities
for government officers; 3) CBDRM activities; and 4) Expansion plan to other areas. The counterpart
organizations of the project are Relief and Resettlement Department, Ministry of Social Welfare,
Relief and Resettlement (RRD) and Department of Meteorology and Hydrology, Ministry of Transport.
For CBDRM activities of the Project, Relief Section, Relief Department of RRD and RRD in Region and
District are the main C/P of CBDRM activities in the Project. The Project implemented CBDRM
activities in Ayeyarwaddy Region and Rakhine State with the implementation partner Community
Development Association (CDA) from 2013 to 2016. Part of the pictures and figures of the activities
are compiled with the contribution of CDA.
One of the objectives of the Project is to develop a model to expand the activities in other regions
with the initiatives of the Myanmar Government. Therefore, the Project designed CBDRM activities
by following the methodology of the Disaster Management Course which is the official textbook of
RRD. The Project proposed additional activities such as the TOT workshop for VTDPC members and
community infrastructure projects for better implementation of CBDRM as a reference for RRD for
further improvement of Disaster Management Course in the future. Especially, methodology of 6
Steps of CBDRM in the CBDRM Manual is based on the Disaster Management Course published in
2013 by RRD in cooperation with DRR Working Group.
Target of the Manual is District, Township level government officers who will organize and provide
lectures in the TOT workshops to train village tract, and village tract leaders who will provide
lectures about CBDRM activities to their member villagers.
Legends
The box above is the citation of Disaster Management Course 2012. After the boxes, the manual
gives detailed explanations and examples of actual workshops at the village level.
The box above introduces the PPT files of Disaster Management Course 2012 which are usable as
lecture files. In additions to the existing PPT files, the Project developed PPT files for the village level
activities.
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1. Basic Concept of CBDRM
CBDRM is an approach and process of disaster risk management in which at risk communities are
actively engaged in the identification, analysis, treatment, monitoring and evaluation of disaster risks
in order to reduce their vulnerabilities and enhance their capacities. This means that people are at the
heart of decision making and implementation of disaster risk management activities. The involvement of
the most vulnerable is paramount and the support of the least vulnerable is necessary.
Simply put, the aim of CBDRM is to reduce vulnerabilities and strengthen people’s capacity to cope with
hazards. A thorough assessment of the community’s hazard exposure and analysis of the specifics of
their vulnerabilities as well as capacities is the basis for activities, projects and programs to reduce
disaster risks. Because the community is involved in the whole process, their felt and real needs as well
as inherent resources are considered. There is more likelihood that community problems will be
addressed with appropriate interventions.
(Source: Disaster Management Course, 2012)
Concept of DRR and CBDRM are not fully recognized especially at village level. Ownership and
participation of the activities are critical factors of successful implementation of CBDRM. For those
who experienced devastating disaster such as Cyclone Nargis tend to think DRR activities as
emergency response such as distribution of relief material and equipment. It is essential to know the
recognition of risk, vulnerability, and capacity to mitigate the damage of disaster with the initiatives
of the community.
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1-1 Key characteristics of Community-based Disaster Risk Management
Experiences in the implementation of CBDRR point to these essential features:

• Centrality of the role of the community disaster management. The focus of attention in disaster
management is the local community. The CBDRM approach recognizes that the local people are capable
of initiating and sustaining their own development. Responsibility for change rests with those living in
the local community.
• Disaster risk reduction is the aim. The main strategy is to enhance capacities and resources of the most
vulnerable groups and to reduce their vulnerability in order to avoid the occurrence or lessen the
impact of disaster in the future.
• Recognition of the link between disaster risk management and the development process. CBDRM
should lead to general improvement in people’s quality of life and of the natural environment. The
approach assumes that addressing the root causes of disasters, e.g. poverty, discrimination and
marginalization, poor governance and bad political and economic management would contribute
towards the overall improvement of the wellbeing and quality of life of people and of the environment.
• Community as the key resource in disaster risk reduction. The community is the key actor as well as the
primary beneficiary of the disaster risk reduction process.
• Application of multi-sectoral and multi-disciplinary approaches. CBDRM brings together the community
members, community groups, local as well as national stakeholders to expand its resource base for
disaster risk reduction.
• CBDRM as an evolving and dynamic framework. Lessons learned from practice continue to build into the
theory of CBDRM. The sharing of experiences, methodologies and tools by communities and CBDRM
practitioners continues to enrich practice.
• CBDRM recognizes that different people have different perceptions of risk. Specifically, men and women,
adult and children who may have different understanding and experiences in coping with risk may have
a different perception of risk and therefore may also have different views on how to reduce the risks. It
is important to recognize these differences.
• Various members and groups in the community have different vulnerabilities and capacities. Different
individuals, families and groups in the community have different vulnerabilities and capacities. These
are determined by age, gender, class, occupation/sources of livelihood, ethnicity, language, religion and
physical location.
There are some key factors to consider when engaging in community-based disaster risk
management. The local community is capable of initiating and sustaining their own development
and as such, should be directly involved and participate in decisions that affect it and take
responsibility for all stages of the process
 The community should be encouraged at all times to come up with their own solutions
 Different individuals, families and groups in the community have different vulnerabilities and
capacities. These are determined by age, gender, class, occupation (sources of livelihoods),
education, ethnicity, language, religion and physical location
 Programs that fail to address the specific needs of different member of the communities,
including women, children, older people and persons with disabilities, and that ignore the
potential of local resources and capacities, may in some cases even increase people’s
vulnerability and that of the whole community.
 Reducing risks should always be the aim through enhancing capacities and utilizing resources
 The implementation of multiple actions is essential for effective disaster risk management
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 Disaster risk reduction should always be viewed as a key component in sustainable
development
 Information should be disseminated to or within a community in a manner and language
that is understood by all in the community- including those with hearing and visual
impairments
 Sharing experiences, methodologies and tools by communities and CBDRM practitioners
enriches best practice
 Coordination between CBOs; between CBOs and INGOs and LNGOs etc. is imperative to
avoid duplication and to enhance complementarily and effectiveness of any community
program
 Mechanisms should be put in place to ensure that any equipment or other resources
provided by anyone who is not from the community is properly maintained to better ensure
sustainability
1-2 Rationale of applying CBDRM
Applying lessons in CBDRM from Development Practice on the bottom-up approach vs. the top-down
approach:
Practical considerations
• Nobody can understand local opportunities and constraints better than the local residents themselves.
• Community is the first responder in any disaster.
• Nobody is more interested in understanding local affairs than the community whose survival and
wellbeing are at stake.
• People are the country’s most abundant and valuable development resource, which should be harnessed
and developed.
General elements of the bottom-up approach

• Local people are capable of initiating and sustaining their own community development.
• While role of government, private sector and NGOs are important, the primary requirement for
grassroots development is local leadership and local responsibility.
• A successful bottom-up strategy will include broad-based local participation in comprehensive planning
and decision-making, activities that promote motivation.
• Educational opportunities should correspond to identified local needs.
• It addresses different vulnerabilities and capacities of different individuals, families and groups in the
community.
• It focuses to enhance capacities and resources of most vulnerable groups and reduce their vulnerability.
• Responsible utilization of outside financial assistance is required.
• CBDRM brings together the many local communities and other stakeholders for disaster risk management
to expand its resource base.
• Replication of a community’s success is a powerful factor in continuing local initiative.
• Responsibility for change rests with those living in the local community.
• Sustainability of the CBDRM interventions as community is the key actor as well as the primary
beneficiary of the disaster risk management process.
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When applying to CBDRM, these are the keys for successful implementation. To be covered in the
table below, CBDRM is multi-sectoral, comprehensive, and coherent with development process and
these factors should be understood while conducting workshops.
Closely related to the above mentioned features, the following elements also serve as overall targets to
work for and parameters/indicators to keep track of in CBDRM.
• Participatory process and content: involvement of community members, particularly the most
vulnerable sectors and groups in the whole process of risk assessment, identification of mitigation and
preparedness measures, decision making, implementation; the community directly benefits from the
risk reduction and development process
• Responsive: based on the community’s felt and urgent needs; considers the community’s perception
and prioritization of disaster risks and risk reduction measures so the community claims ownership
• Integrated: pre-, during and post-disaster measures are planned and implemented as necessary by the
community; there is linkage of the community with other communities, organizations and
government units/agencies at various levels especially for vulnerabilities which the local community
cannot address by itself
• Proactive: stress on pre-disaster measures of prevention, mitigation and preparedness
• Comprehensive: structural (hard, physical) and non-structural (soft, health, literacy, public awareness,
education and training, livelihood, community organizing, advocacy, reforestation and environmental
protection, etc.) preparedness and mitigation measures are undertaken; short-, medium- term and
long-term measures to address vulnerabilities
• Multi-sectoral and multi-disciplinary: considers roles and participation of all stakeholders in the
community; combines indigenous/local knowledge and resources with science and technology and
support from outsiders; addresses concerns of various stakeholders while upholding the basic interest
of the most vulnerable sectors and groups
• Empowering: people’s options and capacities are increased; more access to and control of resources
and basic social services through concerted action; more meaningful participation in decision making
which affects their lives; more control over the natural and physical environment; participation in
CBDRM develops the confidence of community members to participate in other development
endeavors
• Developmental: contributes to addressing and reducing the complex relation of conditions, factors and
processes of vulnerabilities present in society, including poverty, social inequity and environmental
resources depletion and degradation
1-3 Key desired outcomes and outputs of any CBDRM process
There are some key desired outcomes and outputs of any CBDRM process.
 A Community Hazard, Vulnerability, Capacity Map (HVCM) that is representative of the

whole community- including women, children, older people and persons with disabilities-
and that should form the basis for planning community based disaster risk reduction and
community learning planning
 A Community Disaster Management Plan that is representative of the whole community that
details agreed collective actions by the community for disaster risk management.
 Disaster Management Committee should be established or activated to manage the overall
implementation of CBDRM activities that are detailed in the plan. This DMC should be
comprised of local residents in the community.
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 A Community Disaster Risk Reduction Fund should be established by the DMC to ensure
availability of resources for the implementation of community disaster risk reduction and
preparedness measures as detailed in the plan.
 The overall plan should also include:
- A plan to disseminate the plan to the community ensuring everyone has access to it and
understands it
- A training and support plan to enhance the technical and organizational capability of the
community based organization, its sub-committees and taskforces on community first
aid, search and rescue, evacuation, relief operations management, emergency shelter
management, damage and needs assessment, and safer construction
- A training and awareness campaign plan for the rest of the community to enhance the
understanding of individuals, families and communities about hazards, disasters,
vulnerabilities, risk reduction and preparedness
- A plan to conduct drills/ practice exercise to ensure the readiness of communities for
disaster response
- A monitoring and evaluation plan that includes key roles and responsibilities
2. Framework of CBDRM Program

2-1 Lesson learned from CBDRM activities in Ayeyarwaddy Region and Rakhine
State
The framework of the CBDRM Program proposed in the manual is based on the three-year
experience of CBDRM activities in Ayeyarwaddy Region and Rakhine State. Major lessons learned
from the pilot activities to formulate the CBDRM framework in Myanmar are as follows.
 In Ayeyarwaddy Region, one township GAD, which is designated for implementation of the
CBDRM activities to residents in the Township Disaster Management Plan, needs to cover 470
villages in average which is beyond their capacity to cover all. However, 75 village tracts per
township can be considerable to cover to instruct and promote CBDRM at village tract level.
 Design of training the VTDMC as a target of the TOT training was successful. The VTDMC
member in Hlwa Zar Village Tract obtained the capacity to provide training in other villages in
Hlwa Zar Village Tract. The training of the village tract administrator was effective in terms of
strengthening the communication across the administrative line.
 Training of VTDMC needs to be conducted for at least three days, since the short-time
individual training is not sufficient for the village tract level to understand the importance of
the CBDRM activities.
 After completion of the pilot activities, it is reported that the pilot villages are voluntarily
continuing CBDRM activities and understand the importance of disaster risk management.
 Implementing community infrastructure contributed to motivating the villagers to become
involved in CBDRM activities.
 Village-level activities conducted by VTDMC with the support of NGOs are essential because
the current system, which only trains village tract administrators during monthly meetings, is
not sufficient to educate villagers because village tract administrators cannot transfer the
knowledge due to their busy daily work schedules.
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Significant difference for conducting CBDRM between Ayeyarwaddy Region and Rakhine State were
observed. Program of the workshops should be adjusted considering the major differences below.
 Awareness of disaster knowledge is higher in Ayeyarwaddy Region due to the experience of

Cyclone Nargis
 Number of educated villagers is low in the pilot village tract because there is no secondary
school in the pilot village tract. Some of the pilot villages do not have enough educated
villagers to conduct CBDRM such as reading and calculating.
 Villagers use Rakhine language which is quite different from Burma language so level of
understanding lecture affects due to language.
 Administrative line and unity as village tract is weaker than Ayeyarwaddy Region. For
example, it is not widely recognized among villagers in Rakhine State about warning
message/evacuation order comes from administrative line while villagers in Ayeyarwaddy
Region clearly understand. In Rakhine State, contrary to the Ayeyarwaddy division, people
are less aware of the way warning messages and evacuation order are disseminated
through local and union authorities.
 Considering the complexity of the social and humanitarian context in Rakhine State, some
of the population does not trust International donors.
2-2 Framework of CBDRM Program

2-2-1 Purpose of CBDRM Program
The purpose of CBDRM Program described in the Manual is “To enhance the capacity for disaster
response at village level”. Capacities of disaster response to be enhanced in the Project are as
follows:
 Villages receive proper early warning information of the disaster and transmit it properly
throughout the villages
 Villagers who received early warning messages can take proper actions which are
previously designated
2-2-2 Target of CBDRM Program
The Village Tract Disaster Management Committee (VTDMC) in the pilot village tract is the main
target of TOT to conduct training to the villagers. Trained VTDMC members conduct CBDRM
workshops which include community disaster management planning, securing places for evacuation
and evacuation routes, and transmission of early warning messages within the villages. By providing
lectures about their DRR works as government officers and involving workshop operation, the
Project is designed to produce a better understanding of CBDRM methodologies and to enhance the
capacity to instruct village tract administrators.
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（Source: JICA Expert Team）
Figure 2.1 Design of CBDRM activities shown in the manual
3. TOT Workshop
3-1 Objectives of the TOT workshop
The objective of the TOT workshop is to rain village tract officers and leaders as trainers of the
villagers when conducting the CBDRM workshops at village level. The TOT workshop is also designed
for enhancing the knowledge related to sustain the CBDRM activities in the future such as
mainstreaming DRR and fundraising activities.
3-2 Target of the TOT workshop
The main target of the TOT is VTDMC who will conduct CBDRM activities for the villagers as trainers.
In order to formulate the team of lecturers, at least 5 persons from each village tract should be
invited. If VTDMC is formulated in a selected village tract, leader of each sub-committee is desirable
as participants. As lecturers, highly educated villagers are recommended to be invited to the
workshop.
For the size of workshop, 50 persons per workshop are maximum considering to group works and
practical training. Selection of the target village tract will be based on the risk in the village tract and
eagerness and leadership of village tract administrator for CBDRM activities.
Table 3.1 Example of Participants of the TOT Workshops at village tract level
Participants Rationale of Participation
Village Tract Administrator Leader of EW dissemination and disaster response at village tract
Clerk in Village Tract Administrative support of village tract administrator
Health Post officer Leader of first aid activities in case of disaster
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School teacher Care of children, shelter management in case school can be evacuation
Elderly persons Leader of CBOs
Fire Brigade Leader of SAR in case of disaster
Leader of Sub-committee in Reactivation of VTDMC
VTDMC
(Source: JICA Expert Team)
3-3 Facilitators and Lecturers of the TOT workshop
Considering the institutional and financial capacity, RRD, DMH and GAD at District Level and GAD
officers at Township level are recommended to participate in the TOT workshop and CBDRM
workshops as trainers for the village tracts. Fire Department and Health Department are essential
for practical training. Township based NGOs can be utilized as facilitators of participatory
approaches, community infrastructure and fundraising.
Table 3.2 Sample of Lecturers of the TOT workshop
Organization Number
RRD 2 persons
DMH 1 persons
GAD 1 person
Township Fire Department 3 persons
MRCS/Health Department 2 persons
NGO based in Township level 2 persons
3-4 Agenda of the TOT workshop
The proposed time table for the TOT workshop in Ayeyarwaddy region is for three days. The trainees
of the TOT workshop which were held in Ayeyarwaddy Region as a part of JICA “The Project on
Establishment of End-to-End Early Warning System for Natural Disaster” were active and prepared
the course works after the lectures every day and continued training reducing lunch time break. For
Rakhine State it is proposed to extend the duration for the workshop to 5 days. Compared to
Ayeyarwaddy Region, disaster awareness and knowledge is limited at the village level, so additional
lectures such as storytelling of Cyclone Nargis should be added. The table below shows the
proposed additional lectures for Rakhine State or states in similar characteristics.
Table 3.3 Additional contents of the TOT workshop

Additional Lectures Purpose
Story telling of Cyclone Nargis Awareness raising for those who do not have
experience of disaster
Administrative Structure related to DRR Strengthen the sense of responsibility of village tract
Injury treatment as a part of First Aid Support villagers without access to health clinic at
the village tract level
Funding mechanism of NGO Avoid misunderstanding of NGO activities and utilize
the funding mechanism for CBDRM
Organize workshops and facilitation Management of CBRDM workshops for those who
are not used to holding workshops
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Table 3.4 Sample program of Ayeyarwaddy Region
Day Content of the program Time lecturers

1st ・Basic information regarding disasters 1hr RRD
・Disasters in Ayeyarwaddy Region 1hr DMH
・Overview of CBDRM(DM Course) 1hr RRD(District)
・6 steps of CBDRM (2) Building Rapport and Understanding 3hrs
the Community
・Fundraising NGO 1hr NGO
2nd ・ 6 steps of CBDRM (3) Participatory Community Risk 4hrs NGO
Assessment (lecture and implementation of town watching,
・ 6 steps of CBDRM (4) Participatory Disaster Risk 3hrs NGO
Management Planning (Creation of community action plan)
3rd ・6 steps of CBDRM (5) Community Managed Implementation 2hrs NGO
Forming Disaster Management committee for evacuation
・Search and Rescue
・First Aid 3hrs SAR: Fire brigade
・Mainstreaming of DRR 2hrs MRCS
1hr RRD/GAD
Table 3.5 Sample program in Rakhine State

Day Content of the program Time lecturers
1st ・Story telling of Cyclone Nargis 0.5hr Video/GAD/RRD
・Basic information regarding disasters 1hr RRD
・Disasters in Rakhine State 1hr DMH
・Overview of CBDRM(DM Course) 2hr RRD(District)
・6 steps of CBDRM (2) Building Rapport and Understanding 3hrs NGO
the Community
2nd ・6 steps of CBDRM (3) Participatory Community Risk 4hrs NGO
Assessment (lecture and implementation of town watching,
・6 steps of CBDRM (4) Participatory Disaster Risk
Management Planning (Creation of community action plan) 3hrs NGO
3rd ・6 steps of CBDRM (5) Community Managed Implementation 2hrs NGO
(Forming Disaster Management committee for evacuation )
・Search and Rescue 3hrs SAR: Fire brigade
・First Aid 2hrs MRCS
4th ・6 steps of CBDRM (6) Participatory Monitoring and 1hr NGO

Evaluation
・Mainstreaming Disaster Management (Development project, 1.5hrs Township GAD
projects of other donors )
・Fundraising NGOs 2.5hrs NGO
・Overview of CBDRM workshop preparation 2hrs NGO
5th ・Lessons for facilitator of CBDRM(How to involve villagers, 3hrs NGO

presentation skills)
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・Organizing workshops (Preparation of venue, material, 2-3hrs NGO
logistics )
・Recap and feedback 1hr All participants
Presentation files of each lecture see Appendix 1 of the attached DVD.
3-4-1 Basic Knowledge of Disaster Management

This lecture is designed to provide the basic knowledge of disaster management for disaster
management committee members to respond disaster and instruct villagers during disaster
response. Village tract plays an important role to connect between township and village level.
Township GAD or RRD officers who are in the position to involve disaster response at local
government level are suitable for this lecturer.
In this part of lecture, it is effective to include the concept of disaster risk management especially
about the concept of disaster preparedness and prevention of which is relatively less recognized
among villagers. Effectiveness of disaster prevention and preparedness should be emphasized to
reduce the damage of disaster.
Also it is essential to cover administrative structure related to disaster management: EWS,

evacuation order, relief distribution, report of damage conditions.
Table 3.6 Example of topics to be covered by basic knowledge of disaster management

Theme Key topics
Legal framework ・Overview of Township Disaster Management Plan
・Roles and responsibility of township and village tract prescribed
in Disaster Management Rules
Information dissemination ・Understand the contents of warning message
・Mechanism to issue evacuation order
Available public services ・Evacuation facility at the township level
・Services at local government level (ex. care of livestock)
・Real-time information sources(Facebook page of RRD, DMH)
Disaster Management ・Terminology of disaster management
・Disaster management cycle
Available Presentation Files:

Disaster Management Course- Session 1.1 Understanding DRM Terms and Concepts (Only
simple terms)
Disaster Management Course- Session 1.3 Overview of DRM
Disaster Management Course- Session 1.4 DRM in Myanmar (Below township level)
Disaster Management Course- Session 3.1 Disaster Risk Management Approach
11
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3-4-2 Regional Characteristic of Disaster
This lecture is designed to learn the characteristics of disasters at the regional level since different
regions have different risks of disaster. Regional or district level DMH officers are suitable lecturers
since regional and district DMH office conducts meteorological observations and knows the local
conditions well.
In this part, it is desirable to cover the disasters that can occur in each region, topics which helps
villagers to understand the meaning of weather forecast such as cyclone color code and, danger
level of water level is desirable as a topic. At the village level, it is likely that villagers have difficulties
to differentiate water induced disasters such as flood, storm surge and tsunami. (Since these
phenomena and tips for proper response are different, precise explanation of each disaster is
essential.)
Recently, DMH improved the contents of warning messages. They are now able to forecast the
storm surge by District. This kind of information is essential for people living in the coastal areas. In
order to be better prepared, participants should be able to understand the meaning of warning
messages broadcast on television and radio.
Table 3.7 Cyclone color code
Color Definition
Yellow Stage The formation of a tropical storm in the Bay of Bengal and the Andaman Sea.
When a tropical storm has formed in the Bay of Bengal and the Andaman Sea and begins
Orange Stage
moving toward the Myanmar coast.
Red Stage When a storm moving towards Myanmar coast is expected to make landfall in 12 hours
Brown Stage When a storm makes landfall on the Myanmar coast
Green Stage When a storm has weakened and the storm hazard has passed
(Source: DMH)
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Alert Level 1: There is a possibility of a storm in the area and the public should pay particular attention to weather
news updates and comply with instructions.
Alert Level 2: A storm has begun forming and the public should pay particular attention to weather news updates
and comply with instructions.
Alert Level 3: There is a likelihood of severe weather conditions caused by a storm and the public is advised to pay
particular attention to alerts/warnings, news updates and comply with instructions.
Alert Level 4: A storm of modest strength is imminent and the public is advised to pay particular attention to
alerts/warnings and comply with instructions.
Alert Level 5: A weak storm has become one of moderate strength and the public is advised to stay alert.
Alert Level 6: Weather conditions are likely to worsen due to the storm and the public is advised to comply with
alert/warnings.
Alert Level 7: Weather conditions are likely to worsen due to a storm of moderate wind speeds in the area and the
public is advised to follow the weather updates and comply with alert/warnings in a timely manner.
Alert Level 8: The storm is gaining strength and the public is advised to begin evacuations.
Alert Level 9: A severe storm will strike the area and evacuations are advised.
Alert Level 10: A severe storm is imminent and everyone should evacuate to safe locations.
Alert Level 11: The storm has struck and communications have been disrupted.
Figure 3.1 Flag signal and its equivalent alert level
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This part indicates
current color code
This part forecasts strong wind,

rainfall, and storm surge
This part is the caution for

affected area in next few days
(Source : DMH)
Figure 3.2 Actual warning message issued by DMH in 2016
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Disaster Management Course- Session 2.3 Geological Hazards in Myanmar
Disaster Management Course- Session 2.4 Hydro Meteorological Hazards in Myanmar
Disaster Management Course- Session 2.5 Fire Hazards in Myanmar
Disaster Management Course- Session 3.2 Overview of Early Warning
3-4-3 Overview of CBDRM

Once the concept of CBDRM explained, this part should demonstrate the positive impact of the
CBDRM on the development of the village. Discussion of the issues of village, resilient community
infrastructure, practical skills of first aid and SAR are useful skills for the daily lives of villagers.
Participants of the TOT workshops and village leaders in Ayeyarwaddy Region and Rakhine State
commented that it is difficult to motivate and involve villagers in CBDRM activities because most of
the villagers do not understand the importance of DRR, and cannot afford to participate in the
activities because they tend to think DRR is an extra activity for their daily lives.

Disaster Management Course- Session 5.3 Overview of CBDRM
3-4-4 6 Steps of CBDRM

These are the steps to conduct CBDRM activities and detailed explanation of each step will be
covered in the box below.
Six-Step Process of Community Based Disaster Risk Management

The goal of CBDRM is to transform vulnerable or at-risk communities to be safe, disaster resilient and
developed communities. Although steps may vary from community contexts and organizational
mandates, the process for community based disaster risk management can be generalized as follows:
6-Step CBDRM Process
1. Selecting the Community 4. Participatory Risk Management Planning
2. Building Rapport and Understanding the Community 5. Community Managed Implementation
3. Participatory Community Risk Assessment 6. Participatory Monitoring and Evaluation
15
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How does a community start with disaster risk management?
Presently, NGOs, disaster management agencies, the government and other intermediary
organizations such as national or regional level people’s organizations play a key role in initiating the
process of Community Based Disaster Risk Management. They either respond to requests coming
from vulnerable communities or select at-risk communities where disaster risk management programs
should be prioritized. Criteria for their selection of at-risk communities may include the following:
most disaster prone area, most vulnerable to a particular hazard, least served by the government
and/or NGOs, additional consideration such as possibility of replication or spread effects of the
program to neighboring communities, presence of existing development projects or community
partners.
In some cases, several community members or an organization in the community approaches an
intermediary organization for assistance after experiencing a disaster or in preparing for an impending
disaster threat.
(1) Selecting community

The CBDRM programme could be justified in any village in Myanmar given the exposure to natural
hazards and given the generally low level of knowledge of disasters and disaster management across
the country- even in locations that have suffered a disaster recently. Therefore, it is necessary to
provide clear-cut explanation to select a community to conduct the CBDRM activities.
In order to make sound decision to select the community, a set of criteria should be developed. Some
suggestive criteria are:
• Severity of the community’s exposure to risk (most vulnerable community)
• Accessibility of the community
• Number of people to benefit from the program
• Safety of the project team
• Readiness of community to engage in the program
• Lack of safe shelters
Using matrix ranking, decision makers can make better decisions on community selection.
In many instances, an impending disaster threat can be turned into an opportunity to start a community-
based disaster risk management program. When the knowledge, skills and experiences in disaster risk
reduction which are in communities are systematized and disseminated, surely there will be more
community -to-community sharing on how to get started and implement Community Based Disaster Risk
Reduction.
Due to the limited budget and human resources, all villagers cannot be covered. Target community
should be selected from abovementioned criteria. Also from experiences in Ayeyarwaddy Region
and Rakhine State, following conditions are necessary to be considered.
 Motivation and eagerness to participate in the CBDRM

 Leadership of village leaders
In some cases, several community members or an organization in the community approaches an

intermediary organization for assistance after experiencing a disaster or in preparing for an
impending disaster threat.
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One example of Community Selection is as follows:
Name of Villages Hazard Zone Vulnerable Accessibility Community Total ( Rank)

Population Participation
Daunt Gyi Kone X XXX XX XX 9(2)
Ka Nu Ka Mar XX XX XX XX 8(3)
Hlwa Zar XXX XXX XXXX XXX 13(1)
(Source: JICA Expert Team )
(2) Building rapport and understanding the community
Outsiders who support the community in disaster risk management need to build a picture of the nature,
needs and resources of the community. This step usually involves building rapport/trust with the
community through integration with them and gathering basic information to have a general description
and understand of the community. This step will lead to open sharing about issues, problems, concerns and
solutions as well as help in better understanding of the local culture, way of life, economic and social
context of the community, which is the essential component of CBDRM process.
How to Socialize with the Community
• Staying in the community and identifying oneself with it
• Informal meeting with village Head, Youth Club, Women Association, etc.
• Door-to-door informal meet with community
• Being transparent and open about who they are and what is being done
• Participating in daily life in the community, cultural events and community activities
• Listening to local people about their lives, issues and problems
• Learning new skills from local people
An understanding of the community’s development position and the context upon which disasters will
impact includes the following basic elements:
• Social groups • Cultural arrangements
• Spatial characteristics • Vulnerable households and groups
• Economic activities
Understanding key stakeholders
There are several stakeholders in the community based disaster risk management process within
and outside of the community.
Stakeholders within the community include individuals, families, businesses, those who deliver
services to the community and organizations based within the community. The Disaster
Management Committee (DMC), where one exists, is the focal point to ensure the management of
disaster risks. The DMC with its members and teams facilitates the implementation of disaster risk
reduction measures. The DMC should mobilize men, women, school committees, farmers,
fishermen, laborers, youths, monks and persons with disabilities to implement the multitude of
actions.
Stakeholders that are based outside of the community include Government Departments of many
different Ministries, MRCS, NGOs, the United Nations and the private sector. Their role is to support
the community’s efforts in reducing their vulnerabilities and enhancing capacities. They can do this
through providing technical, material and/or financial support.
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Rapport Building and Understanding the Community
It is essential that anyone from outside the community take time to understand who the key
stakeholders are within the community that it is working with or intends to work with and to build
rapport and trust. This will more likely lead to more openness about sharing issues, problems,
concerns and most importantly, solutions. It is also important to build an understanding of the
social, economic, environmental, cultural and political aspects of the community.
The following set of key questions will help guide the development of an understanding of the
community as a whole:
Social groups
• What are the main ethnic groups, class and religion in the community?
• Who is in the majority, who is in the minority, what is the nature of their relationships?
• Status of women?
Cultural arrangements
• How are the family and community level structures organized?
• What hierarchies exist?
• What are the common ways of behaving, celebrating, and expressing?
Economic activities
• What are the major livelihood sources (e.g. fishing, agriculture, livestock, etc.) and what are the
associated activities that people carry out?
• What is the division of labor?
• What is the relationship between livelihood activities and seasonality
Spatial characteristics
• What are the locations of housing areas, public service facilities (e.g. primary/middle schools,
pagodas, sub-rural
• health center, station hospital and evacuation centers), agricultural land etc.?
Vulnerable households and groups
• Who might be the most vulnerable groups or households, given the locations of their houses,
sources of livelihoods, ethnic and cultural positions, etc.?
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(3) Participatory Community Disaster Risk Assessment (PDRA)
Community risk assessment is a participatory process to identify the risks that the community faces
and how people overcome those risks using local knowledge and resources. The Participatory
Community Risk Assessment unites the community in common understanding of its disaster risks, the
size of its problem as well as the resources and opportunities involved are identified and analyzed.
Community risk assessment has four components as follows:

• Hazard assessment determines the likelihood of experiencing any natural or human-made hazard or
threat in the community. Assessment includes the nature and behavior of each of the hazards the
community is exposed to.
• Vulnerability assessment identifies what elements are at risk and why they are at risk (unsafe
condition resulted from dynamic pressure which is consequences of root or underlying causes).
• Capacity assessment identifies the people’s coping strategies, resources available for preparedness,
mitigation and emergency response, and who has access to and control over these resources.
• People’s perception of the risks is the subjective judgment that people make about their
characteristics and severity of risk. It also explains why people make different estimates of the
danger and decisions to avoid, reduce or accept the risk. Understanding people’s prioritization of
risk is a necessary component of coming to a common understanding of disaster risk in the locality
as basis for appropriate and adequate risk reduction measures which are owned by the affected
population and communities.
A community is not homogeneous. Few formal leaders, or community figures may not represent the
community as a whole, hence sample should be from:
• Differences of class • Gender
• Ethnic groups • Age
• Religions • Disabilities/PWDs
Detailed contents of each component PDRA and important tips for effective implementations are as
follows.
Hazard assessment
Hazard assessment at village level is conducted by investigating past record of disaster, and its
damage within the village by historical timeline. Transect walk also is utilized for hazard assessment
of the village by identifying the past record of the disaster such as inundation height, damage of
infrastructure and so on.
Figure 3.3 Example of past inundation record Pay Gyi Kyun, Hinthada Township, Ayeyarwaddy Region
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Vulnerability assessment
Vulnerability assessment at village level is conducted by utilizing the social network analysis and
transects walk. Not only physical vulnerability, but also social aspects of vulnerability should be
investigated such as vulnerable populations in the village (elderly persons, persons with disabilities
etc.).
Figure 3.4 Simple bridges connecting paddy field to residential area in Kwa Kwa Lay and Shwe Kyun Thar
village, Labutta Township, Ayeyarwaddy Region
Table 3.8 Example of vulnerable assessment at village level

List of Vulnerable population in Village:
1. Four Elder Persons ( Over 80 years old)
2. Three Disable Persons
3. Two Babies ( Under 6 Months)
4. Pregnant Women
5. The family who live in Paddy Field
6. The families who live near the banks
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Capacity assessment
Capacity assessment investigates available resources in a village. In this part, participants of the
assessment list up the equipment, capacity of villagers which is useful during the disaster. For
example, households which own rescue equipment should be identified and ask them to provide
incase of disaster. Capacity of the evacuation facilities is especially essential for making proper
evacuation plan.
Table 3.9 Example of Capacities at village level
List of Capacities and Resources

1. Shelter / Early warning facilities
2. Water Storage Tank
3. Three Ponds
4. Monastery and Loudspeaker
5. Village Clinic/ Phone
6. Six Handcarts
7. Four Local Shops/Phone
8. Boats
9. Administration Office, Early warning facilities
10. Video Theatre, Phone
11. Coffee Shop, Phone
12. ADRA Ware House
13. Jetty (Remark: JICA – Reconstruct)
People’s perception of the risks
In Ayeyarwaddy Region and Rakhine State, people are so-called “living with flood”. They
experience flooding on a yearly basis and these features are part of their daily life. Therefore, it is
likely to underestimate the damage of flood and risk of storm surge generated by a cyclone. It is
obvious that local people know the local context but the route of a cyclone or level of storm surge
often cannot be estimated without meteorological observation. According to the damage survey of
the flood in 2015, victims failed to evacuate in timing because they underestimated the severity of
the flood. In that sense, it is essential to share the experience of elder villagers and understand the
instructions from the local government to mitigate the damage of a disaster.
Hazard Map
Hazard Map: to identify areas at risk from specific hazards and the vulnerable members of the
community and identify available resources that could be used in community disaster risk management
Hazard Map is developed through Vulnerability Capacity Assessment (VCA) and transect walk. It is
utilized to develop an evacuation plan in a village. For example, it is utilized to visualize who will
assist the vulnerable population during evacuation period, which routes will be safer for evacuation
and so on.
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No Hazards in Hlwa Zar Village Score
1 Fire 6
2 Flood 8
3 Strong Wind 2
4 Tsunami 2
5 Cyclone 23
6 Insufficient Drinking Water 1
■Risk/ Hazard
- Fragile housings, weak infrastructure, risky
areas for flooding/inundation etc.
■Vulnerability
- Household with small children, elderly
persons, and persons with disability etc.
■ Capacity
- Clinics, evacuation places, rescue materials,
local stores, boat for evacuation etc.
Figure 3.5 example of Hazard Map in Hlwa Zar village, Labutta Township Ayeyarwaddy Region
Historical Profiles
Historical Profiles - to learn what are the disaster events that happened and other significant events in
the community
Historical profile is developed through focus group discussion including elderly population in the
village. This profile envisages past record of disaster and its severity. It is utilized for the perception
of the risk in the community and focus on the target disaster to develop Village Disaster
Management Plan.
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Year Description Historical Time Line of Hlwa Zar

1909 Hlwa Zar Village was formed
1910 Village’s Monastery building was constructed
1929
A Pagoda and religious place was built in Village
1951 Kayin and Burma Civil war
1965 School opened
1968 Cyclone stroke the village (No casualty)
1972 Village clinic opened
1974 Cyclone and flood stoke the village (A few people
were killed by Cyclone)
1984 Villagers constructed Water Storage tank and main
road, built village administrator office.
1998 1st Fire burned the houses
2004 Tsunami affected the village
2007 2nd Fire burned the houses
May Cyclone Nargis killed the people and totally
2008 destroyed the village.
2009-10 Communication office was constructed
2009-10 Rehabilitation and Reconstruction of village
2009-12 NGO and many donors donated humanitarian
assistance
2010 Reconstruction of Clinic
2010-11 JICA Cyclone Shelter was constructed
2012 Renovated and reconstructed the pond / pool
Figure 3.6 example of Historical profile in Hlwa Zar village, Labutta Township Ayeyarwaddy Region
Seasonal Calendar
Seasonal Calendar: to depict seasonal activities, hazards and disasters. The seasonal calendar contains
information about seasonal changes and related hazards, diseases, community events, livelihood
related activities (start of cropping season, harvesting, fishing season, etc.) and other information
related to specific months of the year.
Seasonal Calendar is developed through focus group discussion of villagers who engage in different
kinds of activities. It is utilized to determine the timing for activities determined by Village Disaster
Management Action Plan. For example, physical infrastructure projects, the activities should be
designed before rainy season, and activities which involves children should be implemented during
school holiday period.
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Figure 3.7 Example of Seasonal calendar
Institution and Social Network Analysis
Institution and Social Network Analysis: use of pictorial representation to identify different
individuals, groups and organizations associated with the community, degree of relationship (close or
distance), influence or level of support received from, etc.
Institutional and social network analysis is conducted through the focus group discussion. The
Analysis visualizes the internal and external sources which can be utilized in the disaster
management activity either as funding sources or as human resources.
Figure 3.8 Example of Institutional Analysis
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Ranking
Ranking: to know the priorities of community members or the most significant problems faced by the
community
Cause Affected
Destroy of
No Hazard Cause Agriculture and Housing Damage of
Total Score
human loss Loss of relocation housing
Livelihood
1 Cyclone 16 27 27 29 99
2 Flood 14 6 2 6 28
3 Fire 13 5 6 7 31
Figure 3.9 Example of Ranking
Transect Walk
Transect Walk - involves walking in the community following certain path or direction and draw a map
to get a picture of community vulnerability and resources
Transect walk is utilized to develop hazard maps and evacuation plan. It is desirable to include
various members such as men, women, children and elderly persons since all of them have different
perspective of risks in the village.
Experiences of the pilot activities in Ayeyarwaddy Region and Rakhine State indicate that villagers
are likely to overestimate the capacity of evacuation place. They tend to forget the space of
emergency stockpiles such as drinking water and space of important belongings of each evacuee. It
is recommended to check the capacity of evacuation places by actually evacuating during the
transect walk.
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3 Groups:Transect Walk
To
Bain
Daunt
Chaun
g
Village
GROUP 2
Religious Area
GROUP 1
To Zin Pyone Kone
Village
School Play Hlwa
Ground Zar
AD AD
Mangrove Plantation RA RA
AD
ADRA Fishery Product River
RA Warehouse
Mangro
Administrator Office ve
Jetty
Plantati
GROUP 3
House
on Area
Bridge
Communication Office
Pagoda
Monastery
Cemeter
y
Clinic
Pond
Water Storage Tank
Cyclone Shelter
School
Figure 3.10 Sample of transect walk conducted in Hlwa Zar village, Ayeyarwaddy Region
Livelihood Analysis
Livelihood Analysis - to analysis various aspects of livelihood in the community such as timeline for
certain livelihood activities, vulnerabilities and capacities
Livelihood analysis envisages specific livelihood of villagers such as working in paddy field, fishing
and cattle breeding. These livelihood conditions should be considered while making evacuation
plans such as early evacuation of cattle, evacuation of fishing equipment to the first floor of strong
buildings.
Focused-group discussion- to cross-check the results derived from other tools, as well as to have detailed
discussion with particular group of community members such as elderly, households in the most
vulnerable location, etc. to get the insight understanding on their perception of risk, particular needs and
other related issues.
The result of the risk assessment will be used to develop community planning including identification
of adequate, appropriate and effective risk reduction measures at community level.
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Notes: Livelihood and Disaster at village level

Post-Nargis Social Impact Monitoring 2010 introduced that a large number of victims of
Cyclone Nargis suffered from long-lasting debt because they lost the means of livelihood such
as fishery equipment. Certain loss of livelihood equipment can be avoidable by early
evacuation.
Survey of damage of the flood in 2015 reported that a man drown because he was trying to
evacuate his cattle until water level reaches high. Such kind of tragedy can be avoidable if he
evacuated his cattle earlier.
Evacuation plan should include evacuation of cattle and important source of livelihood in a
village as well as evacuation of human.
Table 3.10 Summary of Steps for risk assessments:
(Source: Disaster Management Course)
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(4) Participatory Disaster Risk Management Planning (action Planning)
The Community Disaster Risk Management Plan unites the community (and with other stakeholders)
in commitments and actions to reduce disaster risks. The plan is the blue print, road map, or guide in
changing or transforming their at-risk community to become a disaster resilient community through
various preparedness and mitigation measures.
Participatory Disaster Risk Management Planning is a process where all parties propose concrete risk
reduction measures based on the following:
• Vision of their ideally prepared and resilient community
• Determining the acceptable level of risk
• Decision as to whether identified risk can be prevented, reduced, transferred or lived with
• Their own capacities and other resources that can be generated outside of their community.
•These measures are not necessarily big projects. The important point is to start off the risk reduction
process through community mobilization based on existing capacities and resources within the
community’s immediate reach.
•Management Planning into a Community Disaster Risk Management Action Plan format
From the fourth step of 6 Steps of CBDRM, it

is effective to assume “PDCA cycle” for
developing Village Disaster Management
Plan.
Step 1to 3 are the information collection

phase for developing the plan. By utilizing
the findings from the previous steps, the
fourth step moves on to the stage of
Planning Phase.
Article 14 of “The Disaster Management Rules” enacted on 7th April, 2015 prescribes that “The local
bodies shall prepare the Disaster Management Plans to be implemented by the respective agencies
and responsible personnel. After preparing such plans, (d) Ward or Village tract Disaster
Management Bodies shall prepare their respective Disaster Management Plan, and submit it to the
Township Disaster Management Bodies for approval.” To put it simply, village tract level is required
to form a disaster management plan, and obtain the approval of Township Disaster Management
Committee. Since each all villages are part of a village tract, it is desirable to share the Disaster
Management Plan with VTDMC. This will facilitate VTDMC to understand the condition of each
member village and enable each village to propose better community infrastructure development
proposal to Township GAD.
A village does not need to formulate an elaborate Disaster Risk Management Plan. However, they
should document the results of the Participatory Disaster Risk Management Planning into a
Community Disaster Risk Management Action Plan format.
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Overall objectives and strategies are translated to operational plans and activities. The people,
timetable, resources within and outside the community needed to turn the intent of the plan into
reality are identified. Community targets in undertaking preparedness and mitigation measures in
terms of particular capacities increased and vulnerabilities decreased are also identified.
At the planning stage, agreements with intermediary organizations are formalized regarding their
supports in the risk reduction plan implementation and their expectations/requirements for resources,
which they commit to mobilize. Outsiders are usually expected to assist the community in the
following areas:
• Community capacity building through training and education activities and materials;
• Resource mobilization to supplement the community’s efforts to generate resources to realize the
risk reduction plan;
• Facilitate linkages with concerned government agencies and NGOs for access to information,
resources, etc.
For itemizing the priority activities, these are main points to be careful for feasible Village Disaster
Management Action Plan. The draft action plan by the villagers is shown in Figure 3.11 and updated
action plan in cooperation with facilitators are shown in Table 3.11.
 When developing the timeframe, villagers tend to set the period “Dry season / Rainy
season”. If the timing of the commencement is unclear, proper time management will
be difficult.
 It is recommended not to depend on every financial sources to donors (Especially past
disaster stricken areas) explaining the availability of government funding sources such as
community infrastructure fund by GAD township and rural development fund.
 It is desirable to develop a plan for at least one year. Yearly base activities such as
maintenance of bridge, road and check the condition of equipment should be recorded.
Figure 3.11 Draft action plan by villagers
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Table 3.11 Example of Action Plans in Hlwa Zar Village, Ayeyarwaddy Region
Focus Area: Cyclone Hazard, Objectives: To reduce the elements of risk in Hlwa Zar Villages
Element of Risks Activities/To Responsibilities Estimate Own Supporting Expected time Expected time
Do sub-committee, Budget Resources Organization to do to finish
Organization
Person
Un-secure condition To Village Tract Estimated Man Power, 5 Millions May, 2014 October, 2014
of Jetty reconstruct Administrator/ 7,000,000 Self Fund from JICA, (This activity is
VTDPC MMK Mobilizing finished now.)
Insufficient of To construct Village Tract Estimated Man Power Government/ 2014 2016
shelter space a new shelter Administrator/ 60,000,000 JICA/Other ( Long Term ) ( Long Term )
VTDPC MMK
Un-smooth To maintain Village tract Estimated Man Power, USDP or Self- December, 2014 May, 2015
condition of road Administrator 3,000,000 Transportation mobilizing
access from Hlwa MMK for Boats,
Zar to Daunt Gyi Some
Kone Carpenter
materials
Medical To conduct Health sub- Estimated The shelter as Myanmar January, 2015 April, 2015
Knowledge/ the training committee 1,000,000 training space Red Cross
Intensive First Aid MMK Society
Training
Insufficient of water Facing to Village tract Estimated Man Power, Government/ November 2014 February 2015
in dry season and water pond administrator 2,000,000 Land, Local Merlin/Other ( Now budget
have not protecting MMK Woods proposed to
the pond government)
Less of Wind proof To plant All Families 1,500,000 Man Power, ADRA December 2014 May 2015
trees Wind Proof MMK Power, Land
Trees near
bank
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(5) Community Managed Implementation
The formation and/or strengthening of community disaster management machinery is usually helpful
in the implementation of the risk reduction plan. The Community Disaster Risk Management Plan will
just remain on paper or in the minds of those who participated in the planning activities, if there is no
group/s of people, organization or team at the community level to put the plan into practice. A wide
range of organizational arrangements -a so-called Community-Based Organizations or CBOs- to be set
up to undertake implementation of the activities indicated in the plan include the following:
• Committee of an existing community organization
• Search and Rescue Group
• Village Disaster Management Team
• Project management committee a community organization
• Network of community organization
• Disaster Management Taskforce
• Volunteer Group for disaster management, etc.
Formation and organizational development of CBOs could be facilitated to enhance the followings:
• People’s participation and consensus building to be encouraged
• Simple organization structure, clear and practical
• Keep scale of activities small and do-able and expand activities later
• Define roles, responsibilities and functions for pre, during and post disaster
• Appropriate tasks assigned to responsible committees, sub-committees, volunteer teams, etc.
• Gender distributions in activities/tasks assigned
This core groups/teams usually motivate the community through the translation of plan objectives and
targets into disaster management activities. This group also leads in monitoring the progress of plan
implementation, necessary adjustment of targets and plans when necessary to keep on course with
set objectives to reduce vulnerabilities and increase capacities in the immediate and long term.
Formulation of Disaster Management Committee
In order to implement the action plan, mobilization of village member as committee and designate
their roles and responsibilities are the essential. Disaster Management Law in Myanmar which was
enacted in 2013 prescribes that village tract shall form the committee and The Disaster Management
Rules prescribes the roles and responsibilities of Disaster Management Committee are shown in the
table below.
Since Village Tract Disaster Management Committee needs to collect all information from village
level to fulfill the responsibilities designated by the Disaster Management Rules, Village Disaster
Management Committee should assign the persons who are in charge of collecting the information
to report to village tract.
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32. The Ward or Village Tract Disaster Management Body shall:
(a) undertake the measures of emergency response as soon as it is known that a disaster has occurred
(b) immediately inform the Township Disaster Management Body of the occurrence of the disaster
(c) immediately perform an initial assessment comprising the following data, and inform the findings
forthwith by any means to the Township Disaster Management Body:
(1) disaster affected area;
(2) amount of disaster victims;
(3) damage to infrastructure and other facilities;
(4) disturbance to functions of public services and governmental administration; and
(5) capacity of resources.
(The Disaster Management Rules 2015)
The Disaster Management Committee should have representation from a broad range of groups,
including key persons of the community, women, older people, authorities based at community/
village/ village tract level and persons with disabilities. The functions of the committee can be
divided into three categories in concurrence with the phases in disaster risk management, the pre-
disaster phase, during disaster, and post-disaster phase.
The table below is the major activities of Village Disaster Management Committee as a steering body
of disaster management at village level.
Table 3.12 Major roles and responsibilities of VDMC

Preparedness/Pre-disaster phase
 Share community Disaster Risk Management Plan with all community members
 Mobilize community members to implement the planned disaster risk reduction measures
 Mobilize resources that the community cannot produce or access on its own
 Conduct disaster preparedness training with community members
 Raise community awareness on what to do before, during, and after a disaster
 Monitor disaster threats, conduct drills, and lessons to improve the plan
 Network and coordinate with Township and Village Tract authorities; and other external stakeholders
 Organize mock drill to check effectiveness of plan and identify areas of improvement
 Update the community Disaster Management Plan periodically based on evaluation outcomes
 Constitute Teams/ Taskforces or Sub-committees, on specific themes such as:
- Health Care/ First Aid - Resource Mobilization
- News, information and early warning - Procurement
- Evacuation - Rehabilitation and Reconstruction
- Search and Rescue - Security
- Shelter Management
Emergency phase
 Disseminate warning received from Department of Meteorology and Hydrology and Township/village
tract. The warnings can be disseminated with the help of warning dissemination team within a village
through traditional methods such as loudspeaker, announcements from monasteries or banging of
wooden logs in a relay system [this should be pre-agreed]
 Evacuation of the community
 Set up evacuation places
 Conduct search and rescue
 Provide first aid and coordinate with Health Department and other agencies for subsequent medical
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assistance
Post disaster phase
 Conduct Damage, Needs and Capacity Assessment and report damages and needs to Township or
Village Tract Authorities in agreed format
 Coordinate, plan, and implement relief delivery operations with Township/ Village Tract Authorities
and aid agencies
 Facilitate social, economic and physical rehabilitation of community; e.g. livelihoods, psychosocial
care, reconstruction of houses and infrastructure
 Coordinate with Township and Village Tract Authorities and aid agencies to assist in rehabilitation
 Ensure that risk reduction measures are integrated during the reconstruction and rehabilitation
phase
 Evaluate the performance in terms of DMC and Teams capacity and effectiveness to promote
community safety and identify strategies for future improvements
Desirable structure of the committee depends on the size of village. It is not efficient to develop
large number of groups in a small village. For small to medium size of village, establishing five
groups are appropriate and manageable size as a disaster management committee. During the pilot
activities in Ayeyarwaddy Region and Rakhine State, 1) Information and Early Warning; 2) Shelter
Management ; 3) Search and Rescue; 4) Healthcare; and 5) Confirmation of Loss and Damage were
established.
Training the committee members
Followings are the suggested topics of the trainings as members of disaster management committee.
Detailed roles and responsibilities of each group are described in the part of implementing
evacuation drills.
Table 3.13 Training topics for VDMC

Area A. Typical Topics
Community  Disaster Preparedness and Response, which will cover the following:
Disaster Risk - Search and rescue
Management - Medical first aid, (Health in emergency, Hygiene )
- Relief coordination, distribution
- Emergency shelter management
- Evacuation management
 Capacity building in disaster risk reduction, which will cover the following:
- Orientation on disaster reduction
- Conducting risk assessment
- Designing and conducting risk communication
- Designing local early warning systems
- Structural mitigation
- Livelihood sustainability
- Advocacy for community vulnerability reduction
Organizational  This training is for the staff and members of the committee to equip them to
management and manage the roles and functions of the CBDRM effectively. Subjects to be
development covered include:
training - Leadership
- Planning
- Negotiation, conflict management and conflict resolution
- Community mobilization
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- Budgeting and financial management
- Proposal and report writing
- Facilitating a meeting
Implementing community evacuation drill
Capacities building of CBOs aims to enhance understanding on responsible activities, expected roles and
functions as well as to increase skills in operations. Trainings and other activities could be carried out to
serve the purposes such as
• Training for Preparedness and Emergency Response
• Training on Risk Reduction
- Search and rescue - Designing local early warning systems
- Designing and conducting - Emergency shelter management
- Community first aid risk communication - Structural mitigation
- Relief coordination and distribution - Evacuation management
- Livelihood sustainability - Warning dissemination
Management skills building such as skills for facilitating meetings, planning and assessment, financial
management, conflict resolution skills, etc.
Key Considerations for Community-Managed Implementation
• Ensure the effectiveness and timely implementation of CBDRM actions
• Enhance engagement of stakeholders - ways to harness the support of those in favor of local and
community -based disaster risk reduction while managing the risk posed by stakeholders against
local and community based disaster risk reduction
• Using Resource Analysis, strategies and intervention for Resource mobilization - human, equipment’s,
vehicles, local capacities, network, partnership, organization
Organizing an evacuation drill is one of the best ways to confirm the validity of plan. Followings are
the steps of community mobilizations. In case of an emergency evacuation or a mock drill, all
VDMC/VDPC’s sub-committee and prefects have to help to guide the resident to the safe area and to
control if all of them arrived there. They all need to know the village evacuation map, which shows
the routes of evacuation and safety points. The VDMC/VDPC has to be prepared for a disaster by
knowing about the warning signal, the evacuation plan, the emergency rescue, and emergency food,
water and equipment. They also should take measures in advance to guarantee that vulnerable
people can be safely evacuated.
The VDMC/VDPC is responsible for conducting regular evacuation drill – at least once per term – in
coordination with township government and other stakeholders. They should practice for different
hazards as flood, cyclone or tsunami based on DM plan. During a disaster they have to coordinate
the evacuation as practiced in the drills. After a disaster they have to ensure that the area is safe and
determine if any additional assistance is required for evacuation.
If an evacuation drill is implemented once a term it is very useful. One drill can be an informed and
the other can be a one only informed within the committee. After each drill evaluation should be
done to get feedback of the drill practices. Each and every comment after the drills should be used
to upgrade the village disaster management plan.
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Objectives of the evacuation drill are as follows:
 To remind community what to do in case of emergency

 To review the Village Disaster Management Plan, and Disaster Management System
 To demonstrate the roles and responsibilities of VDMC and task forces
 To inculcate a culture of preparedness to next generation
For the implementing the drill, below is the major steps to be taken.
Table 3.14 Major steps of implementing an evacuation drill

Step 1 Confirm the roles and responsibility of each group
Step 2 Develop the evacuation plan
Step 3 Develop the scenario of the drill
Step 4 Implement the evacuation drill
Step 5 Evaluate the evacuation drill
Step 6 Update community disaster management plan including evacuation plan
Step 1 Confirm the roles and responsibility of each group

Depending on the size and characteristics of the villages, roles and responsibilities of disaster
management committee are different. The members of the committee should discuss their roles and
responsibilities before, during and after disaster. Coordination and communication among groups
should also be confirmed during the confirmation of the roles and responsibilities. Following are
example of roles and responsibilities of groups within disaster management committee.
Information and Early Warning Group
Major roles of the group are to disseminate the early warning message and evacuation orders/
instructions through administrative line and decision of VTDMC. Confirmation and regular check of
communication devices and equipment are also essential.
Table 3.15 Example of major roles and responsibilities of Information and Early Warning Group
Before Disaster During Disaster After Disaster
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 Check the available  Listen to radio or watch TV  Check the conditions of
resources within the village to collect the official communication devices
which is usable as information about disaster  Disseminate the
communication devices  Closely communicate with information from village
such as loud speakers village administrator for administrator such as relief
 Check the available means disseminating the distribution from
of transportation for instruction from village tract government and donors
information dissemination  Disseminate the  Dissemination of
such as bicycle and boat information to entire village information from
 Check the conditions of by loud speakers , hand government such as
communication devices speakers or other devices confirmation of housing
regularly such as battery damage and economic loss
 To inform the evacuation
routes within village
 Assign members to cover
the entire village for
information dissemination
 Make the important phone
number list in case of
disaster
Shelter Management Group
Major roles of Shelter Management Group are to designate evacuation places and emergency
stockpiles before the disaster and set up a shelter during the disaster. Understanding the capacity of
shelter including emergency stockpiles is critical in case of large scale disaster. Coordination with
other villages is also essential if the village share the evacuation place with other villages or accept
school children from other villages. For emergency stockpiles, it is desirable to list up the available
resources within the village and ask shop owners to provide goods in case of disaster. For better
management, it is necessary for them to educate villagers on what to bring to the shelter to avoid
material deficiency.
Table 3.16 Example of major roles and responsibilities of Shelter Management Group
 Check the available  Prepare emergency  Take care of evacuees if
resources within the village stockpiles such as food, their houses are totally
as emergency stockpile water and firewood destroyed
 Develop an memorandum  Mobilize villagers to  Organize accounting works
of understanding with shop evacuate their equipment for shop owners for
owners to provide goods for livelihood to safe place providing emergency
during disaster  Mobilize villagers to stockpiles
 Prepare list of emergency evacuate cattle to safe place  Clean the shelter after
goods to educate villagers prior to evacuation of the evacuees go home
 Understand the capacity of villagers
shelter and designate the  Operate inside the shelter
evacuees by area, gender
and so on.
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Table 3.17 Stockpiling essential stock and equipment needed in an emergency
Household (Additional item will be necessary for Community (village) level
small children and elderly persons)
 Water  Handy speaker and battery
 Food for three days  Radio
 Torch light  Generator and fuel
 Portable radio  Rear car, cart
 Important documents (ID card)  Drinking water tank /Bucket
 Cash  Food for emergency and cooking utensil
 Medicine  Plastic sheets
 Towel  Firewood
 Clothes  Bamboo sticks
 Tissue  Ropes
 Sanitary items  Toolbox for carpenters
 Battery  First aid box
 Umbrella  Blanket
 Plastic bags  Relief item
 Knife/scissors etc.
 Notebook/Pen
Search and Rescue Group
The major roles of Search and Rescue Group are to ensure a safe evacuation before disaster and
rescue during the disaster. The group is also required to do regular maintenance check-up of the
equipment once a year at least, before the cyclone season. The group is required to work in close
coordination with the confirmation and loss and damage group and first aid group during the
disaster. Therefore, it is essential to demarcate the works with these groups to avoid overlapping
and misallocation of works.
Table 3.18 Example of major roles and responsibilities of Search and Rescue Group
 Make a list of vulnerable  Communicate evacuation  Rescue missing persons
groups in the village routes and transport and send them to a safe
 Make a list of vehicles and programs place.
motor boats that can be  To communicate with the  They have to send back all
used for emergency work information subcommittee the villagers to their
 Build the shelters to be and healthcare committee. respective place safely and
firmly and strongly.  To evacuate the PWD, continue helping the needs
 To specify and maintain elderly persons, small in the village.
the evacuation route to children, the pregnant  Arrange maintenance work
the shelters such as women, the orphans and where emergency repairs
cutting trees which may mentally disabled persons have been carried out
prevent evacuation and prior to regular villagers.
maintain bridges  To help the emergency
supply unit, the shelter unit
and health care unit.
 To collaborate with the
information subcommittee.
First Aid Group
Major roles of First Aid Group are to secure the hygiene in the shelter and care injured persons. The
responsibility of the group depends on availability of the health clinic within the village or village
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tract. Prior coordination with Health Department and MRCS are also essential since the capacity of
medical care at village level is limited. Since the member of the group requires knowledge and skills
for treatment, it is desirable to attend outside trainings by MRCS or Health Department.
Table 3.19 Example of major roles and responsibilities of First Aid Group
 Collect the medication in  To settle the temporary  Make arrangements to
advance. healthcare center at provide health care and
 To prepare enough shelter. social protection to
medication in the box.  To collaborate with other disaster Victims.
 To prepare and collect the sub-committee.  To care the injured person
medications, carts to carry  To separate the and send to them to clinics
the injured person and emergency patients and or hospitals on time.
other supporting materials others.  To check all of the drinking
(in shelter)  To heal the injured water and wells not to
 To know the first-aids and persons by running the infect from the diarrhea.
how to rescue in temporary health care  Make arrangements as
emergency. center. quickly as possible to
reclaim contaminated
wells and ponds for access
to clean water and dig new
wells for drinking water.
Confirmation of Loss and Damage Group
Counting exact number of evacuees, loss and damages is essential for villagers to receive the relief
material or housing compensation from government or donors. The importance of timely reporting
is not fully understood by villagers since many of them do not have experiences of emergency relief
activities. In 2015, some of the victims of the flood could not receive the compensations timely
because of the delay of the damage report1.
Table 3.20 Roles and Responsibilities of Confirmation of Loss and Damage Group
 Prepare the form of  Head count the evacuees,  Collect information and
evacuation injured person, missing loss and damage within
 Prepare the name list of persons and so on. village and report to village
villagers by evacuation  Compile the needs of the administrator
sites evacuees and report to  Share the information of
 Prepare the list of village administrator relief distribution among
resources within the  Distribute relief materials villagers
village. based on the evacuation
conditions
 Report the evacuation
conditions to village
administrator
Step 2 Develop the evacuation plan
1
Interview in Pay Gyi Kyun Village, Hinthada District interviewed by JICA Expert Team
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After confirming the roles and responsibilities of each group, village should compile an evacuation
plan of each disaster. Since the characteristics of disaster is different, timing of evacuation and
things to prepare are different. These are major characteristics to be careful to develop the
evacuation plan by type of disaster.
Table 3.21 Example of things to be considered by type of disaster

Disaster Consideration
Cyclone - Due to strong wind and high wave, early evacuation is necessary
when people use boat to evacuate
- Telecommunication tends to be unstable due to strong wind and
heavy rain before its landing
Tsunami - After a strong earthquake, tsunami may arrive at coastal area
within several minutes, each individual should promptly climb up
to higher places without waiting for the instruction from local
government
- Tsunami evacuation should give up elaborate stockpiling due to
time constraint
Flood - Timing for an evacuation is determined by complex components
(rainfall, location, elevation, tide level etc.) consultation and
collaboration is essential
- Prior stockpiling tends to be neglected because people cannot
distinguish damaging flood from seasonal flood.
Fire - For evacuation it is necessary to pay careful attentions for wind
directions
- Confirm appropriate water sources is essential
This manual takes cyclone disaster as an example to develop an evacuation plan based on the
previous experiences in the pilot activities in Ayeyarwaddy Region and Rakhine State.
Confirmation of Resources
In order to formulate a concrete evacuation plan, village should recognize the resources of
evacuation. Confirmation of resource should start with developing the list of potential evacuees
which does not necessarily the list of villagers. If the village has a school which composed of students
from other villages, assisting these students should be considered. Also if the village has possibility
to accept villagers from other villages due to limited capacity of evacuation places in adjacent
villages, discussion with village tract administrator and equivalent village leaders are necessary.
Same thing can be said for the village which does not have enough capacity to accommodate entire
population. Confirmation of human resource includes list up of vulnerable population who need
special assistance for evacuation.
Not only human resources, but also the physical resources such as agricultural and fishery
equipment which are inevitable tool for villagers to generate income should be confirmed. In many
rural areas in Myanmar, livestock such as cattle, pig, and goat are the most important property for
farmers, and it was reported that villagers tend to refuse evacuation worrying about their livestock.
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These properties can be saved if villagers understand the necessity of early evacuation and designate
way of evacuation beforehand.
Figure 3.12 Practice of evacuation of cattle and fish gear, Thea Tan village tract, Rakhine State
Confirmation of capacity of evacuation places
In order to make a proper evacuation plan, the village should recognize the capacity of evacuation
places and its capacity. At village level, it is difficult to estimate the capacity by size and area of the
facilities, so it is desirable to measure the capacity by actually evacuating with important belongings
which occupy certain space within the shelter. When measuring the capacity of a shelter, room
allocation inside the shelter needs to be considered such as rooms for women to protect privacy and
room for evacuees with small children and elderly persons.
If the capacity of evacuation facilities within the village is not sufficient to accept all residents, the
village should consider securing the evacuation places by constructing new building or retrofitting
the existing buildings. Issue for insufficient evacuation places should be reported to the village tract
administrator to request township to prioritize new construction of shelter and to arrange accepting
evacuees within the same village tract.
(Source: CDA )
Figure 3.13 Example of shelter layout, Hlwa Zar village tract, Ayeyarwaddy Region
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Designation of evacuation route
By utilizing the resource map of the village and result of transect walk, the village should designate
evacuation route to evacuation place. Evacuation route can vary whether it is rainy season or dry
season and availability of vehicle for evacuation is also different. It should be noted that people
sometimes have to evacuate during the night time and the safety should be secured for night time
evacuation.
Finalize the timing of evacuation
Considering abovementioned conditions, it is necessary to finalize the timing of evacuation for all
villagers. If some part of the village needs to take boats to evacuate, timing of evacuation should be
earlier than those who evacuate by foot. Timing for those who takes time to evacuate such as
elderly persons, person with disabilities, pregnant women should be earlier than other villagers. If
the village is planning to evacuate outside of the village, number and timing of evacuees should be
agreed with the recipient villages.
In case of Cyclone Mahasen in 2013, it was reported that villagers who do not have enough
evacuation facilities voluntarily evacuated to a nearby cyclone shelter located in another village. In
result, villagers could not use the shelter of own village because of overcapacity by outside
evacuees2.
At that time, there was no damage or inundation in the village, but if the damage was severe such as
loss of human lives, there would be a risk of discord among villages.
Step 3 Develop the scenario of the drill

Scenario of the drill is depending on the types of disaster. For example, evacuation from fire,
tsunami, and earthquake requires immediate actions on the other hand cyclone and tsunami has
certain lead time for evacuation if villagers pay close attentions to weather forecast and condition of
river and ocean. In any types of disaster, it is essential to develop a scenario of the drill to confirm
who will do what and when. For the scenario of cyclone, please refer the Appendix 3. When
developing a scenario, it is recommended to consult with GAD, RRD and Fire Department to improve
the contents.
If the time and budget is limited in the village, conducting an evacuation drill targeting school is
effective, yet it is desirable to conduct full-scale evacuation drill in disaster prone villages.
For conducting village level evacuation drill, it is desirable to include VTDMC and village tract
administrator to confirm the actual coordination with upper organization.
Step 4 Implement the evacuation drill

In order to conduct an evacuation drill, prior arrangement is a key for successful implementation.
Necessary items to conduct the drill are shown in Appenix2. Below is the table of necessary actions
before conducting the drill. For conducting the drill, it is desirable to assign evaluators of the drill to
2
Interview by JICA Expert Team in Hlwa Zar village tract in Ayeyarwaddy Region
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observe the activities. Eligible evaluators are those who have experience of conducting drill, have
knowledge of disaster management related activities. If the budget permits, it is desirable to invite
township level government officer, MRCS, or donors who are conducting DRR activities near the
village.
Table 3.22 Timeline for preparation of the drill

Timing Necessary actions
~1 week before • Finalize the date and scenario of the drill
• Inform related agency (village tract, GAD , other donors)
• Hold coordination meeting with village disaster management
committee members
2-3 days before • Inform villagers about the drill not to get panic
• Purchase necessary items to conduct the drill
1 day before • Set up the venue of the drill
• Final check of the equipment
• Conduct rehearsal of each group to check the actions
The day of the drill • Inform villagers for participation of the drill
At the day of conducting the drill, following actions are frequently observed and need to be careful
for the smooth and effective implementation at village level.
Table 3.23 Important arrangements before the drill
Group Actions to be careful

 Be sure to put “This is evacuation drill” before the announcement in order
Early warning not to confuse the villagers
 Be sure villagers to stay at their house until evacuation order is issued
 Be sure villagers to evacuate with important items
 Be sure not to go out for rescue until Green Stage especially for those who
SAR conduct water rescue
 Designate the route for searching the missing persons and victims before
hand
 Inform villagers not to run while evacuating to avoid secondary injury
Shelter and  Be sure villages to stay at their house until evacuation order is issued
evacuation
 Determine the way of headcount (By timing, by gender etc. ) not to double
Report of count over and over
evacuation  Prepare the list of evacuees before hand
 Report the condition of evacuation immediately after counting by using
form
Step 5 Evaluate the evacuation drill

Evaluation of the drill is more important than conducting the drill in terms of specifying the
bottlenecks and challenges of the village. It is desirable to conduct evaluation session shortly after
implementing the evacuation drill so that participants do not forget the feedback. Table X is the
example of comments from villagers who participated in the drill held in Ayeyarwaddy Region in
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2014. Utilizing the comments and feedback of the drill, the village should update the DM Plan,
member of DM committee, and evacuation plan to be more realistic.
Table 3.24 Example of feedback comments by villagers in Ayeyarwaddy Region
Item Comment
 Since there is only one hand speaker in the village, it took time to disseminate
Early warning the warning messages
 Roles and responsibilities within the information transmission team were not
clearly discussed and the team could not transmit the message effectively
 The group should consider the situation that the message delivery from the
government could be delayed
 The area of the village is so large that the loud speakers installed by JICA
cannot cover the entire village. The group could coordinate with the facilities
which have speakers and disseminate the message efficiently
 The timing of the warning message in the scenario and actual time of the
warning message was different, so the instruction to the villagers became
confused
 Since it is necessary to disseminate the message to the other side of the river
by boat, more manpower than expected is required for the task of the team.
 Life jackets are necessary for water rescue
SAR  It is necessary to secure the safety of the volunteers who conduct SAR
 Assistance in the evacuation of elderly persons was not efficient. It would be
better to use stretchers than having several persons supporting them.
 It is better to list the persons who need assistance in the evacuation
 Since the communities are divided by a river, efficient allocation of team
members is essential.
 A village midwife who is the only medical specialist is dispatched from
First aid another village and she will be evacuated first during a disaster, so no one
with medical knowledge will be left during the disaster.
 There are no medical professionals in the village, so everyone feels anxious
about their medical condition in case of emergency
 Medical equipment, especially medicine for injury, is insufficient.
 Team members are interested in advanced skills for first aid.
 It turned out that the capacity of the shelter was absolutely insufficient.
Shelter and Another shelter is necessary.
evacuation  If more than expected villagers from other villages came to our facilities,
there would not be adequate space to accommodate our villagers.
 The damage and loss form for reporting to the township was not fully shared
within the evacuation team
 It is necessary to investigate the measures to protect properties such as
furniture and boats
 Even though the VDPB only invited 150 villagers, more than 250 villagers
participated in the drill, so it is confirmed that awareness of villagers
regarding DRR activities is high.
 Six persons are not enough to collect food and emergency supplies from all
over the village and bring them to the shelter.
 Storage of water and food is not adequate for an emergency
 Participation of children and students is good for conveying the knowledge
and experience to the next generations.
 The way of counting the evacuees was inefficient so it took approximately 40
Report of minutes to count 250 persons (Observation from JICA Expert Team)
evacuation
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Step 6 Update community disaster management plan including evacuation plan
The result of the evacuation drill and its evaluation envisage the bottlenecks, challenges, necessary
trainings to properly respond to disaster. These lessons learned and needs for strengthen the
capacity of the village is a strong supporting document for applying to community infrastructure
development fund by township government or donor agencies. The information is also useful for
township GAD to prioritize the infrastructure development at village level or decide a place to
construct new cyclone shelter. After the pilot activities by JICA, pilot villages in Ayeyarwaddy Region
submitted proposal to township GAD and some of the proposals have been accepted3.
Figure 3.14 Example of improving infrastructure based on CBDRM activities
3
Report from village tract administrator in Hlwa Zar village tract, Ayeyarwaddy Region
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(6) Participatory Monitoring and Evaluation
Monitoring is the continuous or periodic review to ensure that input deliveries, work schedules, target
outputs and other required actions are proceeding according to the plan.
Evaluation is an assessment of the results and effects of the project/activity focusing on outputs (or -
the immediate results the disaster risk management project achieves), to what extent objectives have
been met, and especially on impact, and concerned with long term outcomes. (Impacts or Outcomes -
the significant or lasting changes in people’s lives brought by a given action or series of actions)
For DRM activities, evaluation is concerned with the effects of the risk management measures in
terms of reducing the vulnerability situation of the community, considered against the inputs (human,
financial and technical resources deployed for disaster risk management). If vulnerability has not been
significantly reduced, the reasons for this are analyzed. The significance of building on existing
capacities and those which have been actually increased are also analyzed.
It is concerned with the difference the results of the risk reduction measures have made to the
community situation and its overall quality of life. Lessons are drawn and best practices are shared
with other groups and communities to promote the CBDRM framework and strategy.
Once the necessary committees are set up, and the plan is finalized, including mechanisms in place
to monitor and evaluate it, the next stage is implementation. Monitoring and evaluating the plan
should be implemented continuously not at the end of each activity.
3-4-5 Practical Training: Search and Rescue

When a township conducts the TOT workshop, it is desirable to invite township Fire Department
officers to provide practical trainings for Search and Rescue. It is desirable to provide
demonstrations for rescuing injured people from specific location like high- rise building, debris etc.
The methods taught during this session should be simple and lifesaving methods which are practical
and essential not only at the time of disaster but during non-disaster time also. The tools and the
equipment used while demonstrating the methods were easily available household materials like
ropes, wooden /iron rod, blankets, chair etc.
The lecture can cover fire extinguishers and its components such as nature and type of fire
extinguishers that should be used for specific type of fire and method of extinguishing fire without

Disaster Management Course- Session 5.3 Overview of CBDRM
fire extinguisher such as blankets and sands. In this topic, participants tend to insist material
deficiency of the village and request, life jacket, tent, stretchers and so on. Lecturers should
emphasis on the utilization of available resources at village level.
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Figure 3.15 Example of SAR lecture by Fire Department
Table 3.25 Example of locally available material for SAR

Equipment Alternatives with available resources
Lifejacket Connecting small plastic bottles
Water tanks
Stretchers Bamboo sticks and blankets, longyi
Tents Bamboo sticks and plastic sheets , coconut leaves
Fire extinguisher Sand, Wet towel and blanket
3-4-6 Practical Training: First Aid
The topic of First Aid is one of the most popular lectures at village level especially for villages which
do not have clinics in their villages. In these villages, villagers’ knowledge and skill of first aid are
extremely limited and will be extremely vulnerable in case of disaster.
In Myanmar, almost all townships have MRCS branch office who can be lecturers for the first aid. In
additions, since villagers show strong interests on how to use the medicine and treatment of injury,
it is desirable to select the lecturers who have license to provide the lectures about usage of
medicine and injury care such as doctors.
For further training, MRCS has program and budget to outreach to village level to provide trainings,
so it is useful for villagers to inform the availability of MRCS training at village level.
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3-4-7 Fundraising NGO
At the village level, budget constraint is always an issue in building disaster resiliency. To cope with
this lack of budget, villagers can seek both government and non-government funds. In Myanmar, a
large number of NGOs are working at community level, not only in the DRR sector but also in other
development sector such as WASH, education, rural development and so on. Since CBDRM is
strongly related with these issues, villagers have options to utilize outside funding sources.
NGO officers are suitable as lecturers to provide precise explanations on NGO funding mechanisms
such as how to collect fund, how to raise the fund and external source of income. The lecture needs
to cover the limits of NGOs as a donor such as constraint in fund allocation, reporting requirement to
secure accountability, and fiscal year budgeting system for funding.
3-4-8 Mainstreaming Disaster Management at village level

At the village level, it is difficult for the villagers to understand the importance of DRR especially in
economically challenging villages. Villagers tend to think that DRR activities are additional activities.
The purpose of the lecture is to demonstrate that DRR is interrelated with livelihood activities and
the village’s sustainable development.
Given the example in the Appendix 1 in DVD, it is effective to get local authorities from different
department to give examples of DRR mechanisms in development project such as construction of
embankment.
It is effective to introduce the local government level community infrastructure development

projects at the village level. The sample lecture covered the example of application form of local
government community infrastructure and how to write a persuasive proposal to obtain funding.
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(Source Kyauk Phyu Township)
Figure 3.16 Sample of community infrastructure application in Kyauk Phyu Township, Rakhine State
3-4-9 Organizing workshops at village level (optional)

If it is difficult to find lecturers in target villages who are used to speaking in front of an audience
such as school teachers. Additional trainings to train future workshop facilitators and lecturers are
necessary. In this lecture, following topic can be covered for being a good facilitator of CBDRM.
 State the objectives of the training at the beginning

 Establish a set of rules together with the participants (eg. No put downs; No personal questions;
It’s OK to say you don’t know; All questions are good questions; Use correct terms; Be on time
for sessions)
 Be punctual and stick to the timing allocated on the agenda, including breaks (coffee, tea and
lunch)
 Icebreakers and games can keep the participants lively and more enthusiastic
 Avoid doing too much talking in order to allow the participants to freely explore their own ideas
and actively participate in the discussion
 Allow, when possible, the participants to explore and brainstorm ideas in small groups (4-5
people) before presenting to the whole group for further discussion and/ or clarity
 Allow sufficient time for participants to read any hand-outs given in the training
 After summing up each session, actively ask the participants if there are any questions and/or if
everyone agrees/ is clear
 Recap previous sessions at the beginning of the next one to help participants understand the
linkage between sessions
 When presenting back, encourage the participants not to repeat what others have already
mentioned
 Any issues raised that are not included in the agenda should be documented and an agreed plan
should be made collectively to revise it
 Try to provide some practical examples that participants can directly relate to in order to
conceptualize key concepts (for example disaster management terms); to better ensure
understanding; and that theory may be translated into practice and allow participants to discuss
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and agree with further examples together
 Encourage at all times for participants to come up with their own suggestions for solutions
within the context of their own community to foster ownership and ensure sustainability rather
than giving them the answers
 Ensure that all concepts and ideas presented are easily replicated at the community level.
Suggested resources and/ or activities must be affordable; practical; manageable; and
accessible. For example, if fire extinguishers are used for a fire safety demonstration, fire
extinguishers must be easily obtained and managed by the participants’ community for long-
term sustainability and effectiveness following the training
 Keep all explanations as simple as possible to avoid confusion
 Emphasize the value of local knowledge and experience; and the importance of participation
and collaboration, which lie at the heart of all effective community programs, at all stages of the
project or program
 Emphasize that participation and collaboration must be fostered from a wide range of
stakeholders at the community level, including but not limited to older people; persons with
disabilities; children and women
3-4-10 CBDRM workshop preparation (optional)

For villages which are not used to participating in donor’s workshop or government activities, lecture
to provide the tools to organize a workshop is essential for effective implementation.
(1) Selecting participants:

First, it is necessary to select the participants among villagers.
It is recommended that the Village Tract Administrator, 100 Household Leader and Village Disaster
Management Committee as representatives of the community are included.
Other participants who would benefit from the training should be identified once there is clarity
over the committees and sub-committees and roles and responsibilities, which would be done
during the CBDRM process.
While they may only be invited to or be able to attend the opening ceremony, it is important to
consider local authority officers such as General Administration Department, Relief and
Resettlement Department and Department of Methodology and Hydrology and other stakeholders
who may be able to provide support for the training.
(2) Choosing the right venue:

Ensure that the venue you choose is familiar and accessible to all. This will allow for a better
environment for people to feel comfortable in sharing their ideas.
The venue can be a makeshift bamboo tent, shelter, monastery or a hall, which has space for many
people. The training should not be limited to a lecture, but should also include practical work so the
venue should have sufficient space to allow for this.
(3) Choosing an appropriate time for the training:

So as not to interfere with livelihood activities, the community should be involved in deciding the
appropriate timing and dates of the training. This will help ensure that participation is maximized.
Some training fails simply because the chosen timing was inappropriate.
The appropriate timing may vary considerably from one community to the other.
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(4) Selecting appropriate materials:
The facilitator(s) must ensure that all materials needed both for participants and trainers are
available before the beginning of each training .
Based on the lessons plan, the facilitator must make a checklist for all needed materials and tools.
See checklist below in Section 3.
(5) Inviting participants:

Invitations to the training should state clearly the objectives.
It should be disseminated in advance and through appropriate channel of communication, such as
through community meetings, where there would be a range of key community stakeholders such as
village leaders, women, youth, particularly vulnerable groups, etc.
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4. CBDRM Workshop
4-1 Objectives of the CBDRM workshop
Objective of the CBDRM workshop is to strengthen the capacity at village level to respond to disaster
as a first responder. To be more detail, the workshops are designed to learn the basic knowledge of
disaster, learning the concept of CBDRM, formulate village disaster management plan with proper
disaster management committee member and conduct evacuation drill to verify the capacity of
disaster response.
The Village Tract Disaster Management Committee members trained in the TOT workshop are the
main implementers of the CBDRM workshops. CBDRM workshops will be conducted five times in
each of the three pilot villages.
4-2 Target of the CBDRM workshop
Target of the CBDRM workshop is VDMC members if it is already established. If the committee has
not been established yet, select a potential member of VDMC referring to the list below.
Considering the group discussion and practical trainings, less than 50 persons per workshop is
desirable.
Table 4.1 Example of potential participants

Information and Early Warning Group
・Shopkeeper of DVD theater ・Satellite TV owner
・Villagers living near village administrator ・Villagers who have landline phone
Shelter Management Group
・Shopkeeper of grocery store ・Villagers living near school or monastery
・Owner of generator
First Aid Group
・Villagers who took First Aid training ・Staff of village clinic
・Women group member ・School teacher
SAR Group
・Village security staff ・Fire brigade staff
・Youth group(young men)
Confirmation of Loss and Damage Group
・School teacher ・Women group member
・Shopkeepers good at counting
4-3 Facilitators and Lecturers of the CBDRM workshop
The TOT workshop is designed to train facilitators of the CBDRM workshop at village level. Basically,
the participants of the TOT workshop will be the lecturers of the CBDRM workshop. In addition,
considering the future expansion to other villages within the village tract, it is desirable to increase
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the number of facilitator by involving the VTDMC members to the workshop. If the outside
resources are available, it will be effective to invite resource persons especially for practical trainings.
Example of lecturers of the CBDRM workshop is as follows:
 Village Tract Disaster Management Committee

 MRCS
 Fire Department
 NGO/CSO staff
4-4 Agenda of the CBDRM workshop
The CBDRM workshop is designed for 5days. The first 2 days are designed to gain the knowledge of
DRR and their community to recognize the risk and resource of community. The goal of the
workshop is to conduct village level evacuation drill by the initiative of villagers. Timing of the
workshop does not have to be continuous even though it is desirable to conduct the first and second
workshop continuously considering the contents. If core member of the facilitators are school
teachers, it is desirable to conduct the workshops during school holiday or set the timing when the
farmers are less busy with their works.
Table 4.2 Example of CBDRM Workshops (in Thea Tan Village, Rakhine State in 2015)
Day Content of the program Time

st
1 Basic information regarding disasters (Pictures and video of baseline) 1hr
Disasters in Rakhine State
CBDRM overview (Disaster Management Course) 1hr
6 steps of CBDRM (2) Socializing the Community 1hr
‐ Vulnerability Assessment 2-3hrs
‐ Community Resource Mapping
‐ Seasonal Calendar
2nd 6 steps of CBDRM (3) Participatory Community Risk Assessment 4hrs
‐ Transect walk overview lecture
‐ Transect walk implementation
‐ Creation of community hazard map)
6 steps of CBDRM (4) Participatory Disaster Risk Management Planning
‐ Action plan such as evacuation plan, and management of shelter 3hrs
3rd 6 steps of CBDRM (5) Community Managed Implementation (Training in 4hrs
First aid and SAR)
6 steps of CBDRM (6) Participatory Monitoring and Evaluation 1hr
Selection of pilot infrastructure project 3hrs

4th Preparation of community evacuation exercise 1hr
- Community early warning 1hr
- Evacuation 1hr
- SAR/First Aid 1hr
- Relief material/distribution
1hr
- Shelter Management
Group works 1hr
1hr
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5th Community evacuation exercise
AM: Rehearsal 3hrs
(Overall explanation, rehearsal by groups)
PM: Implementation of exercise 2hrs
Evaluation of drill 1hr
4-4-1 Basic Knowledge of Disaster Management
This topic is the first part of the CBDRM workshop and is very important to attract the attention of
the participants. Important points to be covered in this lecture are concepts of disaster management
and administrative structure of disaster management at village level. The major bottlenecks at the
village level are the limited knowledge on DRR and the administrative line in early warning system.
Useful video clips for understanding CBDRM

Movie of evacuation drill by JICA Project
https://www.facebook.com/jica.myanmar.ewsproject/videos
Action Aid Myanmar (Community infrastructure)
Village Book : http://www.youtube.com/watch?v=DUEV6K-3Bxw
Change Maker : http://www.youtube.com/watch?v=ldPoFSQcPLQ
It is essential that CBDRM is a key point in the development process of the village. Thanks to CBDRM
activities, villagers can clearly identify the resources, risks of the village and develop a constructive
action plan. Even though it is developed from a DRR perspective, these are useful for village
development to increase the safety of village and proper management of infrastructure.
As for the administrative system for DRR below the township level, communication through
administrative line is not fully recognized at village level. JICA Project observed that villagers are
reluctant to participate in the CBDRM workshop because they did not understand why their village
needs to collaborate with the village tract. When the lecturers explained that prompt reporting will
assure the accurate evacuation order and prevent delay or insufficient relief distribution, they were
convinced that it is beneficial for them to participate in the CBDRM activities.
Figure 4.1 Simplified roles of village level before and after disaster
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4-4-2 Disaster at village level
In this part of the lecture, contents should be adjusted to the villagers’ level of education since this
lecture contains technological terms. Understanding the mechanism of disaster and understanding
the contents of weather forecast essential.
Concerning cyclone codes, it is essential to understand the weather forecast. In some villages with
lower education, it was difficult for the villagers to understand the color code. Village leaders and
information and early warning group should understand the meaning of the color code, but it is
appropriate for villagers with lower education to simplify the meaning to memorize them.
Also it was observed that villagers were confused of red flag signal and cyclone code during the
preparation of an evacuation drill. If the villagers are confused by differences, it is effective for them
to only use color code since weather warning from DMH uses color code to describe the stage of
cyclone.
Table 4.3 Example of simplified definition of color code of cyclone
Color Original definition Simplified definition
The formation of a tropical storm in the Bay of Bengal Listen to Radio/TV

Yellow Stage
and the Andaman Sea.
When a tropical storm has formed in the Bay of Bengal Prepare for evacuation
Orange Stage and the Andaman Sea and begins moving toward the
Myanmar coast.
When a storm moving towards Myanmar coast is Evacuate
Red Stage
expected to make landfall in 12 hours
Brown Stage When a storm makes landfall on the Myanmar coast Stay in evacuation place
When a storm has weakened and the storm hazard has Become safe
Green Stage
passed
4-4-3 6 Steps in CBDRM (from Disaster Management Course)

Please see the 3-4-4 for the detail methodology for the 6 Steps.
4-4-4 Community Infrastructure
In order to secure an evacuation route for the pilot village, to enhance their capacity to develop a
disaster management plan, and to enhance their capacity in project management and proposal
writing, JICA Project implemented community infrastructure projects in Ayeyarwaddy Region and
Rakhine State with a budget of five million MMK per village. This component was included to target
the following government funds which are currently available in Myanmar. According to Local
Governance Mapping the State of Local Governance Trends in Rakhine, four development funds are
available at the moment at the township level4. :
4
Local Governance Mapping: The State of Local Governance Trends in Rakhine (UNDP Myanmar, 2015)
Local Governance Mapping: The State of Local Governance: Trends in Ayeyarwady (UNDP Myanmar, 2014)
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1. The Poverty Reduction Fund (PDF)
Projects under this fund can be submitted by village tracts for school and health facility
renovation, road improvement or bridges, the improvement of water facilities and electricity
(usually solar power). The projects are small (between 2-3 million MMK each) and should be
implemented by the village tract people themselves under supervision of the Village Tract
Administration and the Township Administration. The total budget of the fund is 50 billion MMK
in 2015-16 budgets. Allocation was based on the poverty level of each Region/State. For
example, one billion MMK was allocated in Ayeyarwaddy Region and 15 billion MMK was
allocated in Rakhine State.
2. The Rural Development Fund(RDF)

There is a small GAD operated RDF available in Region/State level, which is a State fund. Part of
the revenues that are collected by the GAD at the township level on behalf of the State
Government (like land, mineral and excise tax) are used for this fund, of which the total amount
can differ substantially each year.
3. The Constituency Development Fund (CDF)

Representatives from the two houses of the Pyidaungsu Hluttaw and State Hluttaw are allowed
to select township development activities in their constituencies to a maximum of five million
MMK per project. The CDF is now budgeted as current revenue and expenditure under the State
Hluttaw budget. Priorities for these projects are to be improved water supply, renovations of
rural roads and bridges, renovations of school buildings, renovations of buildings related to
health and other township needs. In the fiscal year of 2014-15, each township in Rakhine State
and Ayeyarwaddy Region received 100 million MMK for the fund.
4. Area Development Fund of the Ministry of Border Affairs

The Ministry of Border Affairs has its own development fund available for a selected number of
townships in all States (those with a significant part of the population being one of the ethnic
minorities or former conflict areas). The type of projects considered are similar to those for the
PRF (small infrastructure maintenance) but usually more substantial in volume (average costs of
a project is 30 million MMK).
Followings are the examples of community infrastructure constructed through the Project
activities.
(1) Jetty
In Hlwa Zar village in Ayeyarwaddy Region, after executing a vulnerability analysis and developing
the action plan, the villagers selected a priority project for community infrastructure. Since Hlwa Zar
village is a terminal for passenger liners, reconstruction of the jetty at the entrance of the village was
the main priority in order to secure the evacuation and transport of relief material during disaster.
Construction management and accounting was initiated by the villagers under the instruction of an
NGO. Part of the construction cost which exceeded five million MMK was subsidized by donations
from the villagers.
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Figure 4.2
Jetty in Hlwa Zar village with Figure 4.3 Jetty after reconstruction
collapsed shore
protection
(2) Bridge
A large number of villagers in Kwa Kwa Lay village in Ayeyarwaddy Region are engaged in agriculture,
and they are mainly working in the paddy fields located in the northern part of the residential area
during the rainy season starting from May. Residential areas and the paddy fields are separated by a
small river and villagers built a simple bridge across the river as shown in the picture below. School
children from the adjacent village of Kwa Kwa Lay are using the bridge to go to school in Kwa Kwa
Lay village. Considering the fact that the water level raises during the rainy season, the fragile bridge
endangers the safety of the farmers of the paddy fields and the school children. Therefore, it was
concluded that reconstruction of the bridge is urgent. For the above mentioned reason, the villagers
decided to construct a new concrete bridge in the same place. Like Hlwa Zar village, villagers
subsidized part of the construction cost which exceeded five million MMK.
Figure 4.4 A simple bridge connecting paddy field

to residential area Figure 4.5 Bridge under the construction
Residential areas of Shwe Kyun Thar village in Ayeyarwaddy Region are divided into four parts by
small rivers. A bridge is connecting one residential area with an evacuation facility to another
residential area without evacuation facilities. The bridge is decaying and some parts are connected
by only one log as shown in the picture below. Villagers concluded that during the rainy season, this
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type of bridge is at risk of toppling into the river and the priority is to secure the evacuation route by
reconstructing the bridge.
Figure 4.6 Bridge before reconstruction and after reconstruction
(3) Retrofitting monastery

Than Kha Yae village in Rakhine State discussed about their community infrastructure development
projects. Among the possible projects such as an embankment and evacuation route to the hill, the
villagers preferred to construct a clinic cum shelter in the village. It was challenging for the Project
team to make the villagers understand that it is technically impossible to construct a disaster-
resilient building within the budget of 5 million MMK. Therefore, the Project team explained that the
villagers needed to select a project which prioritizes safety. As a result of the discussion, the villagers
agreed to retrofit the monastery, which can accommodate all villagers. The design involved covering
the first floor with concrete for use as a meeting room during normal time and strengthening the
foundation as an evacuation facility in case of disaster. During the evacuation drill, villagers stored
livelihood necessities such as agricultural equipment and fish nets, which should be protected from
strong winds and storm surges in the retrofitted first floor, and villagers evacuated to the second
floor.
Figure 4.7 Monastery Under Construction (Left) : Monastery After Retrofitting (Right)
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(4) Evacuation route
Let Nyot Ngon Village in Rakhine State selected a community infrastructure project like Than Kha Yae
Village. The villagers insisted on constructing a shelter and retrofitting a zinc-roofed school to use as
a shelter without understanding the technical and budget constraints to construct a disaster-resilient
structure within the budget of 5 million MMK. An engineer and the Project team visited the villagers
to investigate the technical and financial feasibility of the candidate projects such as water tank and
purchase of a boat and the villagers agreed to construct a footpath to evacuate to the hill.
Previously, the route to climb up the hill was rocky and steep, so it was dangerous for children and
elderly persons to climb during the night or bad weather. Smoothing the steep hill and making
cement stairs with a handrail enabled many villagers to evacuate easily. In the normal time, villagers
utilize the footpath to collect firewood on the hill, so the footpath will be regularly used and
maintained by the villagers.
During the evacuation drill, children and elderly persons who are not physically disabled could easily
evacuate to the hill, and cattle also could climb up the hill because the steps were designed not to be
steep for cattle. According to the flood survey in 20155, a large number of villagers refused to
evacuate because they were worried about the cattle and one person drowned while evacuating his
cattle during the flood. Securing an evacuation route considering the evacuation of cattle is a good
practice to remove this mental barrier for the villagers to evacuate early.
Figure 4.8 Site Before the Construction of the

Footpath (Left): Footpath Constructed by Villagers (Right)
4-4-5 Search and Rescue

Village Tract Disaster Management Committee members who were trained in the TOT workshop are
the instructors to other villages for this training. If the lecturers are not fully confident with the skills,
it is possible to request fire department at the township level to be lecturers. Depending on the
location and geographical condition of the village, it is better to include the training of water rescue.
5
The survey was conducted as a part of JICA project from December 2015 in Ayeyarwaddy Region,
Rakhine State, Sagain Region, Chin State and Magway Region
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Figure 4.9 SAR Lectures
4-4-6 First Aid

In Ayeyarwaddy region, a staff from Health Department is dispatched in each village tract and this
person is suitable as lecturers. It was observed that a large number of villagers took first aid training
organized by donors after the Cyclone Nargis and they are also suitable as facilitators. In case there
is no clinic and trained staff in the village tract, there is an option to request MRCS to dispatch the
trainers. Example of suitable topics of the lecture is to make stretchers with available resource,
treatment for broken arms or legs, sanitization of injury, and so on.
MRCS has developed a mobile phone application of first aid in Myanmar language. If some of the
villagers have smart phone and mobile network access, this device can be useful for learning first aid.
4-4-7 Formulation of VDMC

Village Disaster Management Committees (VDMC) should be established at the village level to
facilitate the process of Community Based Disaster Preparedness. The VDMC can plan the process of
disaster management in the village while task forces or sub-groups may be constituted to perform
important task such as issuance of warning, evacuation and response, SAR, first aid and psychosocial
counseling, loss and damage assessment, water and sanitation, shelter management, relief
management and rehabilitation.
Formulation of the VDMC should be flexible depending on the size of village. If size of the village is
small, it is not necessary to establish large number of subcommittees (groups). The pilot villages
which implemented evacuation drill were relatively small villages with no access of land transport.
Additional groups such as transport and logistic group should be added depending on the location
and size of the villages. With the CBDRM experience of JICA in Ayeyarwaddy and Rakhine, the
following are necessary sub-groups within the VDMC and suggested members.
1. Information and Early warning groups

Village Administrator, owner of loudspeakers/video theaters/satellite, young groups of the
village will be trained to understand radio meteorological warnings and act fast to spread the
warning throughout the village in an effective manner.
2. Search and Rescue Group

The members of this group should include physically strong men and women in the age group
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of 18-35 years. Village Fire Brigade, Village Civil Defense, people who has first aid experience
should be included in this group. Inclusion of the Police and Red Cross would be useful if
available in the village.
3. Health Care Group

The group should include both men and women members of the community. The members
with some knowledge of first aid, nursing and other government functionaries in the village
like Auxiliary Nurse Midwife (ANM) should be included in this group.
4. Shelter Management Group

The members of this group can include both men and women. The team will be at the
shelters or safe houses or evacuation places looking after the evacuee’s food, water,
sanitation and medical needs. The team can also coordinate with the government authorities
to ensure that health and nutrition facilities are available for the more vulnerable group like
women, children, aged and those dependent on critical facilities.
5. Confirmation of Loss and Damage Group
The members of this team have to be literate preferably matriculates and above. Teachers,
Village’s Clerk and the people who are literate should be included in this group. They have to
help the government authorities in assessing damages to infrastructure like roads, water
supply, electricity, markets and distribution networks and hastening the government
enumeration process to assess the damage and loss incurred by the affected community.
The members of each group should discuss their roles and responsibilities of before, during and after
disaster. Coordination and communication among groups should also be confirmed. In Rakhine State,
some villages had difficulty with understanding the name of the committee. This time, the Project
utilized color band to mark the groups not to confuse the villagers.
4-4-8 Conducting evacuation drill
Evacuation drill is crucial to practice local communities to respond effectively during a disaster or an
emergency. Conducting different type of evacuation drills for different disasters based on the
vulnerability so the community can figure out gaps in their preparation and response and take the
necessary steps. One important thing of conducting evacuation drill is to create an environment
which looks like a real disaster and not just a drama/ rehearsal. Conducting evacuation drill is
necessary for the following reasons:
 It is key instrument for confirming the workability of evacuation plan or disaster management
plan.
 It will ensure a better and coordinated response during a disaster by making everyone aware of
their role and responsibilities.
 Evacuation drill also helps in preparing responding groups to determine the kind and number of
resources required and also helps them to carry out a capacity/resource assessment.
Organizing an evacuation drill requires detailed planning about the evacuation script and role of
each stakeholder’s participation. After a drill is conducted, it is essential to carry out an evaluation
meeting. During the evacuation exercise, sometimes VDMC miss momentum and jump the steps
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originally planned and some actors overact while influencing upon the role of others. That is the
reason it is essential to have an evaluation meeting after the evacuation drill. During the meeting the
following questions should be discussed.
 Which steps went as planned?

 Which steps went wrong and why?
 What modifications are required?
 What need to be in the next time drill?
This evaluation meeting would contribute to the VDMC for future drills and to modify village disaster
management plan. It is suggested that an independent observer, observers from related government
departments, observers from adjacent villages to be invited to help in identifying gaps during the
drill. The community can learn from the gaps and try to fill it through better preparedness.
Detailed methodology of implementing the drill, please refer 3-4-4 6 Steps of CBDRM (5) Community
Managed Implementation.
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Pictures of Drills
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5. Good Practices of the Pilot activities
5-1 Sustainable CBDRM activities
Pilot activities in Ayeyarwaddy Region were successfully implemented. It was observed that pilot
villages in Ayeyarwaddy Region continued the CBDRM activities. For example, villagers in Hlwa Zar
village updated the early warning information communication list based on the actual response of
the flood in 2015, and villagers in Kwa Kwa Lay village continue DRR education at Sunday school in
church.
5-2 Effectiveness of Observers
The pilot activities in Ayeyarwaddy Region and Rakhine State included the study visit for the leaders
of disaster prone villages and adjacent villages to observe the evacuation drill, and invited TDMC
members as observers. In Kyauk Phyu Township, the Township Administrator is actively involved in
the Project and invited TDMC members to observe the activities. In particular, observing the drills is
a good opportunity for GAD officers to recognize the bottlenecks of the villagers during disasters
such as village leaders making mistakes during the dissemination of early warning message and
villagers having trouble counting the evacuees.
At the village level, the village leader of Zin Phyu Gone Village who observed the evacuation drill in
Hlwa Zar Village and Kwa Kwa Lay Village in the second year volunteered to be the target village to
conduct an evacuation drill and the training was conducted under Hlwa Zar VTDPC. When the Expert
Team inquired the reason of volunteering, the leader answered that when he observed the drill,
villagers in Hlwa Zar Village and Kwa Kwa Lay Village had proper knowledge and conducted the drill
with organized actions. He envied the villagers who efficiently made proper actions in each stage of
disaster and started to think he and his villagers would like to deepen their knowledge of DRR
because of the experience of Cyclone Nargis. During the baseline survey conducted before the pilot
activities, the village leader of Zin Phyu Gone Village answered that equipment is necessary for DRR
in the village. By participating in the CBDRM activities even as an observer, he learned to have a
concrete image of CBDRM and his awareness of DRR was enhanced.
5-3 Utilization of Methodology of Community Infrastructure
Pilot villages in Ayeyarwaddy Region utilized the skills of proposal writing and project management
through pilot activities, and wrote proposals for community infrastructure project funded by GAD
township to fulfil the community disaster management action plan. It was reported that three
villages applied following infrastructure projects and some proposals have been approved by the
local government.
Pilot villages Proposals submitted

Hlwa Zar The construction of a small bridge over the stream that
runs through the village
To dig a pond for drinking water
Kwa Kwa Lay The construction of a village sub-health center
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The renovation of the ponds for drinking water
Shwe Kyun Thar The construction of a rainwater collection pond
The renovations of the old ponds for drinking water
5-4 Zin Phyu Gone Activities
In order to verify the effectiveness of the pilot activities, the Project only financially supported the
activities in Zin Phyu Gone Village, Hlwa Zar Village Tract. Including the course development and
providing the lectures, Hlwa Zar VTDPC could implement the workshops by their own initiatives.
Material and equipment in the workshop were selected based on the availability within the village.
Hlwa Zar VTDPC members created handwritten materials and villagers in Zin Phyu Gone took notes
without using printed out materials. Even though two villagers from Zin Phyu Gone Village
participated in the TOT workshop, they were not used to speaking in front of villagers or being
lecturers. Therefore, three persons from Hlwa Zar VTDPC became lecturers and provided a three-day
training session while trying to include the ex-trainees to the activities. After the workshops
developed by Hlwa Zar VTDPC, villagers in Zin Phyu Gone village could successfully conducted an
evacuation drill.
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Appendix
Community-based Disaster Risk Management Reference book - Appendix
Appendix 1 Cost estimation and necessary items to conduct the TOT and CBDRM
workshop at village level
List for preparation to be checked by facilitator team 3 or 4 days before each workshop session
Title of workshop Lesson: …………………………………………………………………
Number of Participants …............ Date of workshop ……………… Venue ……….……...…...
Fund or Check List

Unit Total Materials On
Materials Priority Quantity Ready Not
Cost Cost Available Going Yet
Source
Venue
1. Venue and space Essential
2. Chairs Essential
3. Tables Essential
4.Blackboard/whiteboard (if available)
5. Sound systems Essential
6.Slide Projector and (if available power
laptop sources)
(if available power
7.White screen (for slides)
sources)
8. Electricity power /
(if available)
Generator/Diesel Engine
Consumption (for all persons)
1. Water or soft drinks Essential
2. Snacks (twice a day) (if you have budget)
3. Lunch (if you have budget)
For Trainer
1. Flipchart Essential
2. Color Marker Essential
3. Clips Essential
4. Board marker Essential
5. Paper Tape Essential
6. Cutter Essential
7. Chocks Essential
8. Color Sticky Note Essential
9. Paper, Color Paper Essential
10. Copies of games
Essential
scenario
11. Various supporting
Essential
tools and materials for
game
For Participants
1. Plastic bag (if you have budget)
2. Ballpoint or Pencil Essential
3. Notes / Book Essential
4.Handouts for each topic (if you have budget)
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Appendix 2 Cost estimation and necessary items to conduct village level drill
List for preparation to be checked by VDMC 3 or 4 days before conducting village level drill
Number of Expected Evacuees …............................. Date of event …………………..…………
Evacuation Point (1) ……….……...…....... Evacuation Point (2) …………………. (Add more)
Check List
Quantity- Fund or Materials
Materials Priority Unit Cost Total Cost Ready On Not
Unit Available Source
Going Yet
Example: monastery,
1. Evacuation
Essential school, church or
Points/Shelters
hills etc.
Example: loud
speaker from Video
2. Early Warning
Essential theater, traditional
Instruments
drum or gong from
monastery and etc.
3. Hand Speaker Essential
4. Warning Flags Essential
5. Warning Signs or
Essential
Hazard Signs
6. The Sing Board or
Essential
Vinyl of Evacuation Map
7. Medicines or First Aid Example: from
Essential
Kits village clinic
Example:
8. Stretcher Essential It can be made by
blanket and bamboo.
9. Tarpaulins Essential
10. Carpenter Materials
(Hand Saw, Hammer,
Essential
Strings, Nails, Wire,
Plier, Machete, etc.)
11. Bamboos
(to build temporary If available
shelter)
12. Fuel for
Boat/Vehicle for If available
Evacuation
13. Emergency Food
Items such as rice bags, Example: Village’s
Essential
oil buckets, packages of groceries shop
instant noodles
14. Distribution of Food
Essential
and Drink for Evacuees
15. Water Containers Essential
16. The member list of Village Disaster
VDMC and their Essential Management
responsibilities (VDM) Book
17. Vulnerability List Essential VDM Book
18. Copies of Evacuation Essential VDM Book
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Check List
Quantity- Fund or Materials

Materials Priority Unit Cost Total Cost Ready On Not
Unit Available Source
Going Yet
Script
19. Copies of Early
Warning Send/Received Essential VDM Book
Form
20. Copies of Record For
Essential
Evacuees Form
Not
21. Inviting Observers
essential
(Food and
(if you have
Transportation)
budget)
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Appendix 3 Sample scenario of cyclone evacuation drill

 (Drill conducted in Than Kha Yae village on Feb. 2, 2016)
Damage and Loss
Shelter
Information & EW Search & Rescue Group
Time Color Village Administrator Management Health Group
Group Group (Relief distribution
Group
group)
9:35 Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to
from GAD to Village the meeting place gathers to the to the meeting gathers to the the meeting place
Tract Administrator meeting place place meeting place
)and convene leaders
of each group and
share the warning
message and instruct
each group what to
do
-After leader
meeting, the leader
informed the group
members to inform
the yellow signal
and tell villagers to
listen to radio
-After leader
meeting, the
member put the
flag to shelter or
visible places
Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to
Tract Administrator meeting place place meeting place
)and convene leaders
of each group and
share the warning
each group what to
do
-After leader - Members go - After leader -Assist

meeting, the leader to local store meeting, the evacuation for
informed the group or other places member check elderly person,
members to inform to check the equipment pregnant
the orange signal emergency and roles and women and
and tell villagers to stockpile responsibilities children
be prepared for among members
evacuation such as -Assist evacuation
packing valuables for elderly
-After leader person, pregnant
meeting, the women and
member put the children
flag to shelter or
visible places
10:24 Receive SSB call from -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to
Naypyidaw DMH to the meeting place gathers to the to the meeting gathers to the the meeting place
Village Tract and call all meeting place place and call all meeting place and call all members
Administrator )and members of the and call all members of the and call all of the group
convene leaders of group members of group members of
each group and share the group the group
the warning message
and instruct each
group what to do
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Damage and Loss
Shelter
Information & EW Search & Rescue Group
Time Color Village Administrator Management Health Group
Group Group (Relief distribution
Group
group)
After leader meeting, -Members -Members -Members help -Members -Member prepare
move to evacuation announced and carries evacuation for prepare damage and loss
place for setting up visit residential stockpiles to those who need equipment and forms and move to
emergency control area to tell villagers shelters assistance medicine and shelter
room in a shelter to evacuate to safe -Members carries to
place organize the shelter and set
shelter as up healthcare
evacuation center
center
Receive phone call -Leader gathers to -Leader -Leader gathers -Leader -Leader gathers to
Tract Administrator and call all meeting place place and call all meeting place and call all members
)and convene leaders members of the and call all members of the and call all of the group
of each group and group members of group members of
share the warning the group the group
each group what to
do
- When people - When people -When people
evacuate to evacuate to started to evacuate,
shelter ask shelter, check guiding evacuees
evacuees to the health and start counting
check whether condition and
someone missing share the
or left behind information
with Damage
and Loss group
Receive SSB call from -Stay close to -Check the -After the storm -Start providing -Start counting the
Naypyidaw DMH to Village condition of become weak, first aid for number of evacuee
Village Tract Administrator and shelter and fix SAR team start evacuees and and fill the
Administrator )and check latest water leaking searching missing tell damage evacuation form
convene leaders of information or broken persons and and loss group and report to village
each group and share window if conduct rescue for any administrator
the warning message necessary activities urgently -Start distributing
and instruct each - Coordinate -Member share necessary relief items
group what to do with damage the result of SAR items
and loss group to damage and
to distribute loss group
relief goods
Received phone call -Inform evacuees -Tidy up the - Continue SAR -Continue First -The evacuation
from GAD that cyclone is shelter when activities aid activities form and report to
Report the result of gone and assist evacuees go and arrange village administrator
evacuation in the them to go home home sick persons to - Continue the
village go to clinic or activities
hospital
A-172
Appendix-4: Report form of warning message

Record for Evacuee Form
Name of Village:
Name of evacuation point:
Name of record keeper:
Evacuee Male Female Total
Children
(Primary
school)
Adult
Elder
persons
(60+)
Total
Note:
Ex, Number of sick and injured person,

Number of Pregnant women, and
Special relief items needed (medicine,
water, etc.)
6
A-173
Appendix-5: Report form of evacuation conditions
Early Warning Send/Receive Form
Date:
Send (or) Receive Time:
Send Receive
From /To Whom
Name: Organization:
Types of Warning
Weather Forecast Instruction Regional
Condition
Communication Materials
Phone Fax SSB
Other
Description of Warning
Remark
Register
Name:
Organization:
A-174

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RELIEF AND RESETTLEMENT DEPARTMENT,

MINISTRY OF SOCIAL WELFARE, RELIEF AND RESETTLEMENT

THE PROJECT ON ESTABLISHMENT

PROJECT COMPLETION REPORT

JAPAN INTERNATIONAL COOPERATION AGENCY

THE PROJECT ON ESTABLISHMENT

PROJECT COMPLETION REPORT

JAPAN INTERNATIONAL COOPERATION AGENCY

1. Outline of the Project .....................................................................................................................1

2. Progress of Activities ......................................................................................................................6

3. Issues, Initiatives and Lessons Learned for Project Implementation ....................................120

4. Achievement of Project Purpose ...............................................................................................123

5. Recommendations for Achievement of Overall Goal ..............................................................125

ADPC Asian Disaster Preparedness Center

Figure 2.1.1 Project Flowchart ..............................................................................................................8

SSB wireless radio Satellite communication antenna

Loud speaker in village Automatic tide gauge

Tide observation data Storm surge simulation

Early Warning manual Human resource Development Program

Cyclone shelter in Hlwa Zar village Monastery as evacuation shelter

Village level Disaster Management Plan Village level Hazard map

Evacuation drill Community infrastructure support project

CBDRM manual Expansion Plan

(2) Target Areas

Ayeyarwaddy Region and Rakhine State of Myanmar

(4) Project period

March 2013 to March 2017

(5) Overall Goal, Project Purpose, Output

 Output 1:Information management and emergency communication systems for natural

 Output 3:Response capacity for natural disasters of the community is enhanced.

(6) Target Disasters

(7) Content of activities

Contents of activities of each Output are shown below.

1-1 Early warning information distribution through an administrative line is improved

1-1-6 Install a simultaneous information distribution system through the administrative

1-2-2 Provide communication facilities to the communities

1-2-4 Conduct drills on information distribution in pilot project sites

1-3 Information distribution through mass media from DMH is improved

2-1 Identify needs of training based on activities 1-1-1 to 1-1-4

<For Output 3>

3-2 Prepare a manual for drafting a community-based disaster management plan

3-3 Select and secure evacuation centers and routes

3-5 Implement training of township officers to improve community-based disaster risk

<For Output 4>

4-2 Summarize and compile a model on information distribution system at township/village

4-5 Finalize the expansion plan

2.1 Progress of activities

Project Formulation For Output 4

Information management and emergency communication

【１３】 Information distribution through mass media from DMH is improved

Conduct trainings on natural disaster

and end-to-end early warning system,

Response capacity of community for natural disaster is enhanced

Prepare/revise the community-based disaster management

【１９】 Prepare a manual for drafting a community-based disaster management plan

Select and secure Select and secure

Implement training of township officers to

【２７】 Project Monitoring Activities

Ayeyawaddy Region Follow Up

Pilot Rakhain Region Follow Up