Thematic Plan for Disaster Risk Management 2018-2022

THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030 REPUBLIC OF KENYA THEMATIC PLAN FOR DISASTER RISK MANAGEMENT The Principal Secretary State Department for Interior Ministry of Interior and Coordination of National Government Harambee House, P O Box 30510-00100 NAIROBI, Kenya Tel. +254202227411 Email: ps@coordination.go.ke © Government of the Republic of Kenya, 2018 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030ii THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030iii STATEMENT BY THE CABINET SECRETARY THE NATIONAL TREASURY AND PLANNING Kenya’s long term development blue-print, Kenya Vision 2030, is in its third implementation phase under the Third Medium Term Plan (MTP III) 2018-2022. A total of 28 MTP III Sector Plans have concurrently been prepared through 25 MTP Working Groups and three (3) Thematic Working Groups. The Plans provide in detail policies, programmes and projects to be implemented in each sector for the period 2018-2022. The Plans also incorporate policies, programmes and projects necessary for the effective implementation of the “Big Four” initiatives namely: manufacturing and agro-processing; food and nutrition security; universal health coverage and affordable housing. Ongoing flagship projects and other priority programmes and projects carried forward from the previous Medium Term Plans will also be implemented. The Sector Plans have also mainstreamed key priorities outlined in the Manifesto of the Jubilee Government. The MTP III and the Sector Plans have been prepared through a participatory and inclusive process involving representatives from the government, development partners, private sector, Civil Society, NGOs, organizations representing vulnerable groups, faith-based organizations and professional associations, among others and in line with the constitutional requirements. The Sector Plans detail specific programmes and projects for implementation during the plan period, 2018 2022.The programmes and projects outlined in these plans will be implemented in close consultation and collaboration with county governments and in line with the Fourth Schedule of the Constitution. The Public Private Partnerships (PPPs) framework will be the vehicle through which the private sector will contribute to the implementation of programmes and projects highlighted in the plans. The County Integrated Development Plans, County Spatial Plans and Ministries, Departments and Agencies (MDAs) Strategic Plans (2018-2022) will be aligned to the MTP III and the National Spatial Plan. Implementation of these plans will also be linked to the Results-Based Management Framework through Performance Contracts and Staff Performance Appraisal System. A robust monitoring and evaluation framework will be put in place. In this regard, National Integrated Monitoring and Evaluation System (NIMES), County Integrated Monitoring and Evaluation System (CIMES) and the electronic Project Monitoring Information System (e-ProMIS) will be fully integrated with other governmental financial systems. This will ensure effective tracking of implementation of programmes and projects and also boost Public Investment Management. In conclusion, I would like to appreciate the respective Cabinet Secretaries, Chief Administrative Secretaries, Principal Secretaries, staff in the MDAs and all those involved in the preparation of the Sector Plans for their valuable inputs. In addition, I commend staff from State Department for Planning led by Principal Secretary, Planning for the effective coordination of the MTP III preparation process. Henry Rotich, EGH Cabinet Secretary The National Treasury and Planning THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030iv FOREWORD Disasters impact negatively on sustainable development. Kenya is periodically faced by both natural and man-made hazards which include drought, floods, land-slides, forest fires, outbreak of human and animal diseases and pests, and road accidents. These often result to collapse of infrastructure, loss of farm produce, hunger, displacement of persons and at times loss of life. More than 70 percent of the natural disasters in the country are related to extreme climate events affecting about 3 to 4 million people annually. Other rare disasters but with potentially devastating effects are earthquakes and Tsunami. Floods are estimated to cost 5.5% of GDP every 7 years, while droughts account for 8% of GDP every 5 years, creating a long-term fiscal liability equivalent to 2%-2.4% of GDP each year. The major challenge in addressing the above hazards has been lack of a legal and institutional framework for coordination of disaster risk management. There is also no single agency with adequate resources, including expertise to manage disasters. DRR is also inadequately mainstreamed into the country’s development planning. The Public Finance Act provides for National Contingency Fund and County Emergency Fund hence the need to fast-rack the finalization of a comprehensive National Disaster Risk Financing Strategy. The DRM Sector Plan identifies key high impact programmes and projects earmarked for implementation towards mitigating against natural and man-made disasters It also outlines key strategies to other sectors and counties to reduce vulnerability among communities. The Plan further seeks to create an integrated and coordinated Disaster Risk Management System that focuses on preventing or reducing the risk of disasters, mitigating the severity of disasters, enhancing preparedness, rapid and effective response to disasters, and post-disaster recovery. It also provides an implementation matrix as well as Monitoring and Evaluation tools to track implementation. The implementation of programmes and projects under the DRM Thematic Plan will contribute to the achievement of the Government’s the “Big Four” initiatives namely raising the share of manufacturing to 15% of GDP, ensuring food and nutrition security for all, achievement of Universal Health Coverage and provision of affordable and decent housing that will create employment and alleviate poverty resulting in reduced vulnerability to frequent hazards. In this regard, the Sector will put in place measures to ameliorate the impact of disaters in the economic growth and national development. The Government will continue to play a lead role in formulating strategic plans in DRM, building partnerships among stakeholders and ensuring availability of resources. Towards this end, the Government will continue to encourage collaboration and partnerships with all stakeholders for the purposes of realizing synergies, providing linkages, promoting trust, goodwill and ownership of the Disaster Management System. Finally, may I sincerely thank all our stakeholders for the invaluable technical and financial contribution during the preparation of this Plan and look forward to your collaboration in implementing the Plan. Dr. Fred Matiang’i, EGH Cabinet Secretary Ministry of Interior and Coordination of National Government THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030v PREFACE The DRM Sector plays a key role in enabling socio-economic empowerment of the society as envisaged in the Kenya Vision 2030. Inadequate mainstreaming of DRM into the development agenda has continued to affect implementation of programmes and projects in various sectors of the economy. Growth in the agricultural and tourism sectors, for instance, was affected by adverse weather patterns and terrorism respectively. In this regard, MTP III sector strategic priorities are drawn from the lessons learnt, emerging issues and challenges that were experienced. This Plan has prioritized various programmes and projects for implementation under seven (7) broad Strategic priorities namely: DRM Centre of Excellence; Effective multi-hazard early warning system and preparedness; Information management – hazard and risk mapping in the country; Mainstreaming DRM in other sectors; Capacity building, civic formal and informal education on DRM; Developing and finalizing DRM frameworks; and DRM monitoring and evaluation. In fulfilment of Article 10 of the Constitution stipulating stakeholder’s engagement, the Sector adopted a participatory approach where the Government, the Private Sector, UN agencies, the Academia and other major stakeholders participated in the development of MTP III including holding a validation workshop. This Plan would not have been effectively delivered without the full commitment and dedication of the Ministry of Interior and Coordination of National Government officials who coordinated and managed the process. As we embark on the implementation phase of MTP III, the DRM Sector will work closely with other sectors whose services contribute to its outcomes to ensure all projects and programmes are implemented successfully. Finally, I wish to thank all those who participated in the preparation of this Sector Plan, including all Government Ministries and Agencies, UN agencies, Non-Governmental Organizations and the Private Sector whose diverse contributions made this exercise a success. Dr. Eng. Karanja Kibicho, CBS Principal Secretary State Department of Interior THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030vi TABLE OF CONTENTS STATEMENT BY THE CABINET SECRETARY THE NATIONAL TREASURY AND PLANNING III FOREWORD ............................................................................................................................ IV PREFACE ................................................................................................................................ V TABLE OF CONTENTS ............................................................................................................. VI LIST OF ACRONYMS .............................................................................................................. VII EXECUTIVE SUMMARY .......................................................................................................... VIII 1.0 INTRODUCTION ............................................................................................................ 1 2.0 SITUATION ANALYSIS .................................................................................................. 3 3.0 EMERGING ISSUES, CHALLENGES AND LESSONS LEARNT ......................................... 5 3.1 EMERGING ISSUES ....................................................................................................... 5 3.2 CHALLENGES ............................................................................................................... 5 3.3 LESSONS LEARNT ....................................................................................................... 5 4.0 PROGRAMMES AND PROJECTS FOR 2018-2022 .......................................................... 6 4.1 DRM CENTRES OF EXCELLENCE ................................................................................. 6 4.2 MULTI-HAZARD EARLY WARNING SYSTEM AND PREPAREDNESS .......................... 6 4.3 INFORMATION MANAGEMENT – FOR DRM ............................................................... 6 4.4 MAINSTREAMING DRM IN OTHER SECTORS ............................................................. 6 4.5 CAPACITY BUILDING, CIVIC FORMAL AND INFORMAL EDUCATION ON DRM .......... 7 4.6 DEVELOPING AND FINALIZING DRM FRAMEWORKS ................................................. 7 4.7 DRM MONITORING AND EVALUATION ........................................................................ 7 5.0 POLICY, LEGAL AND INSTITUTIONAL REFORMS ........................................................... 8 6.0 IMPLEMENTATION MATRIX ........................................................................................... 9 7.0 MONITORING AND EVALUATION MATRIX ...................................................................... 13 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030vii LIST OF ACRONYMS CIDP - County Integrated Development Plan DRM - Disaster Risk Management DRR - Disaster Risk Reduction DRSRS - Department of Resource Survey and Remote Sensing EDE - Ending Drought Emergencies GDP - Gross Domestic product GoK - Government of Kenya KICD - Kenya Institute of Curriculum Development KMD - Kenya Meteorological Department KNBS - Kenya National Bureau of Statistics KSG - Kenya School of Government MDA - Ministries Departments Agencies MICNG - Ministry of Interior and Coordination of National Government MoD - Ministry of Defence MoE - Ministry of Education MoICT - Ministry of Information Communication Technology MTEF - Medium Term Expenditure Framework MTP - Medium Term Plan NDMA - National Disaster Management Authority NDMU - National Disaster Management Unit NDOC - National Disaster Operations Centre NDRFS - National Disaster Risk Financing Strategy NEMA - National Environment Management Authority NP - National Platform NT&P - National Treasury and Planning PPP - Public Private Partnership SFDRR - Sendai framework for Disaster Risk Reduction SGR - Strategic Grain Reserve THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 2030viii EXECUTIVE SUMMARY The DRM Thematic Plan2018-2022 outlines how the Government will incorporate risk management component in all plans to mitigate against natural and manmade disasters. In line with the Constitution, disaster management is a shared function between national and county governments and therefore each level is supposed to allocate resources in line with their functions. Kenya experiences both natural and man-made hazards that include drought, floods, land-slides, urban and forest fires, armed conflicts, human and animal diseases, pests, infrastructure collapse, and road accidents. Other rare hazards with potentially devastating effects that hit Kenya in the past are earthquakes and Tsunami. These events have had adverse impacts, with an estimated 3 to 4 million people affected annually. The economic cost of floods and droughts is estimated to create a long-term fiscal liability equivalent to 2%-2.4% of GDP each year. Specifically, estimated costs of floods are 5.5% of GDP every 7 years, while droughts account for 8% of GDP every 5 years. There are various challenges faced in addressing both man-made and natural hazards which include lack of a legal and institutional framework for the coordination of disaster risk management. Currently, no Government Agency has allocated adequate resources towards mainstreaming Disaster Risk Reduction (DRR) into the country’s development planning. Whereas the Public Finance Management Act provides for National Contingency Fund and County Emergency Fund, Kenya lacks a comprehensive National Disaster Risk Financing Strategy. Furthermore, having been elevated to lower middle income country, Kenya must be able to address humanitarian needs with own resources. The inclusion of DRM in Third Medium Term Plan (MTP III) 2018-2022 is therefore a landmark towards ensuring budgetary provisions during the subsequent Medium Term Expenditure Framework (MTEF) processes. The Government will partner with various stakeholders including Development Partners, UN Agencies and the Private Sector to support implementation of key activities. The DRM Thematic Plan identifies key programmes to be implemented and also provides a framework and guidance to other sectors and counties to reduce vulnerability among communities. Some of the programmes include establishment of a DRM Centre of Excellence, developing an effective multi-hazard early warning system and preparedness, development of a comprehensive national disaster risk financing strategy and capacity building and civic education on DRM. To track the proposed programmes and projects, an implementation matrix as well as monitoring and evaluation tools have been developed. THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20301 DISASTER RISK MANAGEMENT (DRM) “An Integrated and coordinated Disaster Risk Management System” 1.0 INTRODUCTION Kenya is vulnerable to both natural and man-made hazards, including drought; floods; land-slides; urban, forest and building fires; armed conflict; human and animal diseases; pests; earthquakes; infrastructure collapse; Tsunami and road accidents, with an estimated 3 to 4 million people affected annually. More than 70 percent of the natural disasters in the country are related to extreme climate events. Disasters retard development and economic gains through destruction of infrastructure and properties, food production and displacement of persons which often require reconstruction using diverted development funds. One of the major challenges in addressing this vulnerability is lack of a legal and institutional framework for the coordination of disaster risk management. Another significant challenge is inadequate mainstreaming of DRR into the country’s development plans coupled by the lack of a comprehensive National Disaster Risk Financing Strategy (NDRFS) and limited budget allocation for Disaster Risk Management. Effective disaster risk management is therefore vital as it contributes to sustainable development and enhances community resilience. The economic cost of floods and droughts is estimated to create a long-term fiscal liability equivalent to 2-2.4% of Gross Domestic Product (GDP) each year. Specifically, estimated costs of floods are 5.5% of GDP every 7 years, while droughts account for 8% of GDP every 5 years. The increasing intensity and magnitude of disasters in Kenya is further aggravated by conflicts (mostly over natural resources) and security threats. The Sendai Framework for Disaster Risk Reduction (SFDRR) 2015-2030, to which Kenya has made commitments, requires a country to take proactive measures that address the underlying factors that contribute to disaster risk and vulnerability. Disaster Risk Reduction (DRR) jointly addresses the causal factors of disasters, including reducing exposure to hazards, lessening vulnerability, and improving preparedness for adverse and complex incidents. Disaster Risk Management is a multi-sectoral responsibility and mainstreaming DRR is not only cost effective and more efficient in saving lives and livelihoods, but also enhances ability timely response to potential disasters. During the MTP III period, the Thematic Plan will support implementation of the “Big Four” initiatives, integrate Sustainable Development Goals (SDGs) and Africa’s Agenda 2030. The Government will invest in resilient infrastructure, inclusive and sustainable industrialization and foster innovation towards achieving food security, health resilience in Kenyan cities and protect the environment from forest fires. The DRM Sector will identify, prevent and reduce hazard-exposure and vulnerability to disasters, increase preparedness for response and recovery, and thus strengthen resilience. This includes evaluating development programmes from the perspective of reducing vulnerability, and integrating measures to reduce the potential risks, exposure and impacts by: • Establishing and strengthening institutional mechanisms and capacities for disaster risk management; • Reducing hazards and vulnerabilities at local, county and National levels; • Mainstreaming disaster risk management in development policies, strategies and plans at all levels, within and across all sectors; • Enhancing resilience at the local, county and National levels to the impacts of disasters and climate THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20302 change; and • Enhancing effective and coordinated disaster prevention, preparedness, mitigation, response and recovery. THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20303 2.0 SITUATION ANALYSIS Disaster Risk Reduction (DRR) includes all the policies and measures that can make people, cities and countries more resilient to disaster risks and reduce hazards and vulnerability. In March 2015, a total of 189 countries agreed to adopt the SFDRR to address the increasing threats caused by disasters globally. The overall goal of Sendai Framework is “the substantial reduction of disaster risks and losses of lives, livelihoods and health in the economic, physical, social, cultural and environmental assets of persons, business, communities and countries”. The framework identifies four (4) priority areas: • Understanding disaster risk; • Strengthening disaster risk governance to manage disaster risk; • Investing in disaster risk reduction for resilience; and • Enhancing disaster preparedness for effective response and to build back better in recovery, rehabilitation and reconstruction. Regional Inter-Governmental Organizations have increasingly taken responsibility for following-up and implementing risk reduction measures. In November 2016, the African Union held the 6th Session of the African Regional Platform and the 5th High Level Meeting on DRR. The African region agreed to the programme for action through the Mauritius Declaration on the implementation of the SFDRR in Africa. During the MTP II period, the Government embarked on development of the DRM Policy based on the four priority areas of SFDRR. Additionally, the National Platform for DRR was reconstituted in 2015 and a National Plan for DRR action developed. A number of MTP II programmes and projects were not fully realized due to negative impacts of disasters. Droughts and floods have caused major economic losses, particularly in the agriculture sector. Frequent severe droughts, low irrigation coupled with high levels of poverty among smallholder farmers and pastoralists have exposed the country to drought impacts. Total drought loss and damage to the economy amounted to Kshs.968.6 billion between 2008 and 2011, while destruction of physical assets and losses in the flows of the economy amounted to ksh.64.4 billion and kshs.904.1b respectively (Table 1). The greatest impacts were incurred by the livestock sector followed the agriculture sector. In this regard, DRR needs and indicative costing were identified which served as an entry point detailed evaluation, dialogue, and prioritization of DRR needs. Between 2013 and 2017, the government spend an average of Ksh.5.5 billion per year on disaster response. Some of the initiatives included livestock insurance programme, restocking Strategic Food Reserves from 8 million to 16 million bags to cope with increasing vulnerability, and famine relief programme. In addition, animal vaccines were purchased to protect livestock from epidemics; strategic essential medicines purchased; and Non-Food Items and emergency kits procured. THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20304 Table 1: Sectoral Impact of 2008-2011 Drought in Kenya Source: Government of Kenya, 2012 Sectors Impact (Kshs.million) Needs (Kshs.million) Indicative DRR Needs ((Kshs. million) Damage Losses Total Recovery Reconstruction Total Agriculture 121,104.1 121,104.1 5,048.8 5,048.8 13,736.8 Livestock 56,141.7 643,194.5 699,336.2 50,237 56,142 106,379 85,103.0 Fisheries 502.6 3,661 4,163.6 406.4 753.9 1160.3 2,991.2 Agro-Industry 7,159.6 7,159.6 Health 4,745.7 4,745.7 5,099 5,099 Nutrition 6.699.4 6,699.4 225.1 225.1 130.9 Education 41.9 3,937.8 3,979.7 590.1 55.7 645.8 3,592.1 Energy 32,392.3 32,392.3 13,000 13,000 Water and Sanitation 7,736.1 80,466.9 88,203 4,964.2 12,304.1 17.268.3 78,627.3 Environment, Tourism, Forestry, Wildlife 22.2 762.4 784.6 7,387.9 7,387.9 647.5 Total 64,444.5 904,123.7 968,958.2 86,958.5 69,255.7 156,214.2 184,828.8 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20305 3.0 EMERGING ISSUES, CHALLENGES AND LESSONS LEARNT 3.1 Emerging Issues • Increase in magnitude and intensity of natural hazards and man-made hazards; • Increase in urban disasters due to poor physical planning and urbanization sprawl; • Developments in energy and petroleum sector; • Emergence of new diseases and re-emergence (mutation) of the current diseases; and • Change in biodiversity and emergence of invasive plants and weeds affecting land productivity. 3.2 Challenges • Inadequate mainstreaming of DRR into the country’s development plans; • Inadequate policy, legal and institutional framework for the coordination of disaster risk management; • Lack of a comprehensive National Disaster Risk Financing Strategy; • Inadequate DRM awareness and proper information sharing systems; • Lack of coordination among early warning actors; • Inadequate inclusivity of gender, youth, vulnerable groups, women and People with Disability in DRM issues; • Inadequate preparedness for effective response and risk management; • Radicalization and violent extremism; • Migration, human trafficking and refugees; and • Cyber security, conflicts, insecurity, and climate change adaptation. 3.3 Lessons Learnt • Modernized and effective early warning systems are key to DRM; • Access to information relating to DRR by the populace is necessary for adequate preparedness and response in case of a disaster; • Resilience mechanisms among communities reduce exposure and vulnerability to disasters; • Inclusive capacity building (gender, youth, vulnerable groups, women and Persons with Disability) is key to DRR; • Disaster Risk Financing instruments targeting all layers of impacts of disasters are critical for timely and effective response; and • High-impact disasters would require the use of Disaster Risk Financing tools such as the World Bank’s Development Policy Loan with a Catastrophe Deferred Drawdown Option (Cat DDO) and the African Risk Capacity (ARC) insurance. THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20306 4.0 PROGRAMMES AND PROJECTS FOR 2018-2022 The Sector will undertake the following programmes and projects during the Plan Period: 4.1 DRM Centres of Excellence. The DRM Centres of Excellence will be established as hubs where disaster related information will be collected and shared with both the national and county governments. This will ensure harmony in addressing the disaster information gaps and create awareness and education on DRM matters. The project will entail: • Introducing DRM modules into the school curriculum; • Promoting risk-resilient construction of schools; • Introducing supporting infrastructure into schools for their use as emergency shelters; and • DRM Research, Science, Technology and Innovation. 4.2 Multi-Hazard Early Warning System and Preparedness The DRM multi-hazard early warning system and preparedness will involve: • Development of a national and county preparedness plans; • Information Management-Hazard and Risk Mapping in the Country; • Mapping, profiling and understanding disaster risk facing communities in the country; • Implementing of disaster preparedness plans for Health Care Centres/Hospitals; • In-built risk assessment and institutional measures. • Inter-County exchange; and • Exchange visits (south-south cooperation). 4.3 Information Management – for DRM • Development of Hazard atlas for counties; • Identification and mapping of Disaster hotspots; and • Development of Hazards database. 4.4 Mainstreaming DRM in other Sectors • Strengthening of coordination frameworks at the national and county levels; • Development and dissemination of DRM mainstreaming guidelines for all sectors in the devolution structure; • Promoting programs of contingency crop planning and crop diversification; • Supplementary income generation from off-farm and non-farm activities; • Investing in water harvesting for irrigation activities; • Effective insurance and credit schemes to compensate for crop damage and loss to livelihood; • Livestock offtake programme; • Land-use planning and land management; • Promoting the increased use of hazard-resilient designs in housing in hazard-prone areas • Utilization of national building codes; and the compliance and enforcement of local building laws in urban hazard prone areas; THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20307 • Introducing results of risk assessments into the construction of new roads and bridges; • Managing the transport safety programme; • Increasing access and incorporate flexible repayment schedules into microfinance schemes and rationalize the cost of financial services; • Encouraging financial services and local capital markets to finance DRM measures; • Promoting risk-resilience in construction of new buildings; • Launching and rolling out of the SFDRR Action Plan; and • Mainstreaming SDGs into DRM. 4.5 Capacity Building, Civic Formal and Informal Education on DRM • Public awareness creation and information-sharing; and • Training and equipment supply. 4.6 Developing and Finalizing DRM Frameworks • Finalize the Disaster Risk Management Policy and develop guidelines for County DRM policies; • Finalize the legal instrument to implement the policy framework; • Finalize the DRM Financing Strategy; THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20308 5.0 POLICY, LEGAL AND INSTITUTIONAL REFORMS • Finalization of a national policy for disaster risk management; • Finalization of Disaster Risk Management Bill; • Establishment of disaster risk reduction, governance and coordination structure; and • Development of 47 county policies for disaster risk management. THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 20309 6. 0 IM PL EM EN TA TI ON M AT RI X Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 DR M C en tre s of E xc el le nc e To c re at e hu bs of in fo rm at io n sh ar in g an d ed uc at io n DR M C en tre s of E xc el le nc e es ta bl is he d. No . o f C en tre s of E xc el le nc e es ta bl is he d Li ne m in is tri es an d Ag en ci es 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s 20 00 10 00 25 0 25 0 25 0 25 0 M ul ti ha za rd ea rly w ar ni ng sy st em a nd pr ep ar ed ne ss ND M A ND OC KM D M IC NG DR SR S 10 00 50 0 12 5 12 5 12 5 12 5 In fo rm at io n M an ag em en t – fo r D RM To a ss is t p ol ic y m ak er s in DR M D ec is io n M ak in g Ha za rd a tla s fo r c ou nt ie s de ve lo pe d No o f H az ar d at la s fo r co un tie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns Go K, De ve lo pm en t Pa rtn er s 15 0 30 30 30 30 30 Di sa st er ho ts po ts id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 23 0 15 0 20 20 20 20 Ha za rd s da ta ba se de ve lo pe d Op er at io na l Ha za rd s da ta ba se M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to Se ct or P la ns , St ra te gi es a nd Po lic ie s No o f S ec to r Pl an s, St ra te gi es an d Po lic ie s in te gr at in g DR M Ex ec ut ive of fic e of th e Pr es id en cy ND OC Co un tie s 20 0 80 30 30 30 30 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy De ve lo pe d SF DR R Co m m un ic at io n st ra te gy ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 80 0 30 0 20 0 10 0 10 0 10 0 Ca pa ci ty Bu ild in g, Ci vic F or m al an d In fo rm al ed uc at io n on DR M . To p ro m ot e Pu bl ic aw ar en es s an d in fo rm at io n sh ar in g In fo rm ed pu bl ic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 50 0 20 0 75 75 75 75 To p ro m ot e ex ch an ge v is its on D RM in or de r t o le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to de ve lo p an d im pl em en t DR M Nu m be r o f pl an s al ig ne d to Be st P ra ct ic es ND M A ND OC KM D NE M A Na tio na l Tr ea su ry & Pl an ni ng , M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 50 0 10 0 10 0 10 0 10 0 10 0 To in cr ea se aw ar en es s on d is as te r pr ev en tio n an d pr ep ar ed ne ss St at e De pa rtm en t o f Pl an ni ng , ND M A, Co un tie s, 65 00 13 00 13 00 13 00 13 00 13 00 To in cr ea se th e aw ar en es s pr ot ec tio n ag ai ns t t he im pa ct s of n at ur al di sa st er s in th e Co un tie so n fin an ci al Fi na nc ia l pr ot ec tio n co m po ne nt s in CI DP s No . o f CI DP s w ith a D RM fin an ci al co m po ne nt Na tio na l Tr ea su ry & Pl an ni ng , ND OC , ND M A, 15 0 30 30 30 30 30 To im pr ov e th e ef fe ct ive ne ss of th e Ea rly W ar ni ng Sy st em s. Ha za rd s pe ci fic ea rly w ar ni ng sy st em s es ta bl is he d No o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Of fic er s tra in ed Eq ui pm en t ac qu ire d No . o f o ffi ce rs tra in ed ; Fu nc tio na l eq ui pm en t De ve lo pi ng DR M fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l In st ru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es an d le ga l in st ru m en ts fin al ize d ND OC , ND M A, St at e De pa rtm en t of P la nn in g, co un tie s 15 0 30 30 30 30 30 A Na tio na l Di sa st er R is k Fi na nc in g St ra te gy de ve lo pe d an d im pl em en te d Na tio na l Di sa st er R is k Fi na nc in g St ra te gy Na tio na l Tr ea su ry 10 0 20 20 20 20 20 DR M M on ito rin g an d Ev al ua tio n To tr ac k pr og re ss o n im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t o f Pl an ni ng , M IC NG M oE ND M A ND OC KM D 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s 10 0 20 20 20 20 20 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203010 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 DR M C en tre s of E xc el le nc e To c re at e hu bs of in fo rm at io n sh ar in g an d ed uc at io n DR M C en tre s of E xc el le nc e es ta bl is he d. No . o f C en tre s of E xc el le nc e es ta bl is he d Li ne m in is tri es an d Ag en ci es 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s 20 00 10 00 25 0 25 0 25 0 25 0 M ul ti ha za rd ea rly w ar ni ng sy st em a nd pr ep ar ed ne ss ND M A ND OC KM D M IC NG DR SR S 10 00 50 0 12 5 12 5 12 5 12 5 In fo rm at io n M an ag em en t – fo r D RM To a ss is t p ol ic y m ak er s in DR M D ec is io n M ak in g Ha za rd a tla s fo r c ou nt ie s de ve lo pe d No o f H az ar d at la s fo r co un tie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns Go K, De ve lo pm en t Pa rtn er s 15 0 30 30 30 30 30 Di sa st er ho ts po ts id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 23 0 15 0 20 20 20 20 Ha za rd s da ta ba se de ve lo pe d Op er at io na l Ha za rd s da ta ba se M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to Se ct or P la ns , St ra te gi es a nd Po lic ie s No o f S ec to r Pl an s, St ra te gi es an d Po lic ie s in te gr at in g DR M Ex ec ut ive of fic e of th e Pr es id en cy ND OC Co un tie s 20 0 80 30 30 30 30 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy De ve lo pe d SF DR R Co m m un ic at io n st ra te gy ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 80 0 30 0 20 0 10 0 10 0 10 0 Ca pa ci ty Bu ild in g, Ci vic F or m al an d In fo rm al ed uc at io n on DR M . To p ro m ot e Pu bl ic aw ar en es s an d in fo rm at io n sh ar in g In fo rm ed pu bl ic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 50 0 20 0 75 75 75 75 To p ro m ot e ex ch an ge v is its on D RM in or de r t o le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to de ve lo p an d im pl em en t DR M Nu m be r o f pl an s al ig ne d to Be st P ra ct ic es ND M A ND OC KM D NE M A Na tio na l Tr ea su ry & Pl an ni ng , M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 50 0 10 0 10 0 10 0 10 0 10 0 To in cr ea se aw ar en es s on d is as te r pr ev en tio n an d pr ep ar ed ne ss St at e De pa rtm en t o f Pl an ni ng , ND M A, Co un tie s, 65 00 13 00 13 00 13 00 13 00 13 00 To in cr ea se th e aw ar en es s pr ot ec tio n ag ai ns t t he im pa ct s of n at ur al di sa st er s in th e Co un tie so n fin an ci al Fi na nc ia l pr ot ec tio n co m po ne nt s in CI DP s No . o f CI DP s w ith a D RM fin an ci al co m po ne nt Na tio na l Tr ea su ry & Pl an ni ng , ND OC , ND M A, 15 0 30 30 30 30 30 To im pr ov e th e ef fe ct ive ne ss of th e Ea rly W ar ni ng Sy st em s. Ha za rd s pe ci fic ea rly w ar ni ng sy st em s es ta bl is he d No o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Of fic er s tra in ed Eq ui pm en t ac qu ire d No . o f o ffi ce rs tra in ed ; Fu nc tio na l eq ui pm en t De ve lo pi ng DR M fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l In st ru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es an d le ga l in st ru m en ts fin al ize d ND OC , ND M A, St at e De pa rtm en t of P la nn in g, co un tie s 15 0 30 30 30 30 30 A Na tio na l Di sa st er R is k Fi na nc in g St ra te gy de ve lo pe d an d im pl em en te d Na tio na l Di sa st er R is k Fi na nc in g St ra te gy Na tio na l Tr ea su ry 10 0 20 20 20 20 20 DR M M on ito rin g an d Ev al ua tio n To tr ac k pr og re ss o n im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t o f Pl an ni ng , M IC NG M oE ND M A ND OC KM D 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s 10 0 20 20 20 20 20 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203011 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 Pr og ra m m e / Pr oj ec t Ob je ct iv e Ex pe ct ed Ou tp ut In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e So ur ce o f fu nd s In di ca tiv e Bu dg et (K sh . M ill io n) To ta l 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 DR M C en tre s of E xc el le nc e To c re at e hu bs of in fo rm at io n sh ar in g an d ed uc at io n DR M C en tre s of E xc el le nc e es ta bl is he d. No . o f C en tre s of E xc el le nc e es ta bl is he d Li ne m in is tri es an d Ag en ci es 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s Go K, De ve lo pm en t Pa rtn er s 20 00 10 00 25 0 25 0 25 0 25 0 M ul ti ha za rd ea rly w ar ni ng sy st em a nd pr ep ar ed ne ss ND M A ND OC KM D M IC NG DR SR S 10 00 50 0 12 5 12 5 12 5 12 5 In fo rm at io n M an ag em en t – fo r D RM To a ss is t p ol ic y m ak er s in DR M D ec is io n M ak in g Ha za rd a tla s fo r c ou nt ie s de ve lo pe d No o f H az ar d at la s fo r co un tie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns Go K, De ve lo pm en t Pa rtn er s 15 0 30 30 30 30 30 Di sa st er ho ts po ts id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 23 0 15 0 20 20 20 20 Ha za rd s da ta ba se de ve lo pe d Op er at io na l Ha za rd s da ta ba se M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to Se ct or P la ns , St ra te gi es a nd Po lic ie s No o f S ec to r Pl an s, St ra te gi es an d Po lic ie s in te gr at in g DR M Ex ec ut ive of fic e of th e Pr es id en cy ND OC Co un tie s 20 0 80 30 30 30 30 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy De ve lo pe d SF DR R Co m m un ic at io n st ra te gy ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 80 0 30 0 20 0 10 0 10 0 10 0 Ca pa ci ty Bu ild in g, Ci vic F or m al an d In fo rm al ed uc at io n on DR M . To p ro m ot e Pu bl ic aw ar en es s an d in fo rm at io n sh ar in g In fo rm ed pu bl ic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 50 0 20 0 75 75 75 75 To p ro m ot e ex ch an ge v is its on D RM in or de r t o le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to de ve lo p an d im pl em en t DR M Nu m be r o f pl an s al ig ne d to Be st P ra ct ic es ND M A ND OC KM D NE M A Na tio na l Tr ea su ry & Pl an ni ng , M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 50 0 10 0 10 0 10 0 10 0 10 0 To in cr ea se aw ar en es s on d is as te r pr ev en tio n an d pr ep ar ed ne ss St at e De pa rtm en t o f Pl an ni ng , ND M A, Co un tie s, 65 00 13 00 13 00 13 00 13 00 13 00 To in cr ea se th e aw ar en es s pr ot ec tio n ag ai ns t t he im pa ct s of n at ur al di sa st er s in th e Co un tie so n fin an ci al Fi na nc ia l pr ot ec tio n co m po ne nt s in CI DP s No . o f CI DP s w ith a D RM fin an ci al co m po ne nt Na tio na l Tr ea su ry & Pl an ni ng , ND OC , ND M A, 15 0 30 30 30 30 30 To im pr ov e th e ef fe ct ive ne ss of th e Ea rly W ar ni ng Sy st em s. Ha za rd s pe ci fic ea rly w ar ni ng sy st em s es ta bl is he d No o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Of fic er s tra in ed Eq ui pm en t ac qu ire d No . o f o ffi ce rs tra in ed ; Fu nc tio na l eq ui pm en t De ve lo pi ng DR M fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l In st ru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es an d le ga l in st ru m en ts fin al ize d ND OC , ND M A, St at e De pa rtm en t of P la nn in g, co un tie s 15 0 30 30 30 30 30 A Na tio na l Di sa st er R is k Fi na nc in g St ra te gy de ve lo pe d an d im pl em en te d Na tio na l Di sa st er R is k Fi na nc in g St ra te gy Na tio na l Tr ea su ry 10 0 20 20 20 20 20 DR M M on ito rin g an d Ev al ua tio n To tr ac k pr og re ss o n im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t o f Pl an ni ng , M IC NG M oE ND M A ND OC KM D 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 Go K, De ve lo pm en t Pa rtn er s 10 0 20 20 20 20 20 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203012 7. 0 M ON IT OR IN G AN D EV AL UA TI ON M AT RI X Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 DR M C en tre s of Ex ce lle nc e To c re at e hu bs o f in fo rm at io n sh ar in g an d ed uc at io n DR M h ub s of E xc el le nc e es ta bl is he d. No . o f h ub s cr ea te d Li ne m in is tri es a nd Ag en ci es 11 9 9 9 9 M ul ti ha za rd E ar ly W ar ni ng S ys te m an d pr ep ar ed ne ss To im pr ov e th e ef fe ct ive ne ss o f ea rly w ar ni ng sy st em s. ND M A ND OC KM D M IC N GD RS RS 4 2 2 2 1 In fo rm at io n M an ag em en t – fo r DR M To a ss is t p ol ic y m ak er s in D RM De ci si on M ak in g Ha za rd a tla s fo r co un tie s de ve lo pe d No o f H az ar d at la s fo r c ou nt ie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns 10 10 9 9 9 Di sa st er h ot sp ot s id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 10 10 9 9 9 Ha za rd s d at ab as e de ve lo pe d Ha za rd s d at ab as e 10 10 9 9 9 M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to S ec to r P la ns , St ra te gi es a nd po lic ie s No o f S ec to r P la ns , St ra te gi es a nd Po lic ie s in te gr at in g DR M 6 6 5 5 5 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 1 1 1 1 1 Ca pa ci ty b ui ld in g, ci vic fo rm al a nd in fo rm al e du ca tio n on D RM . To p ro m ot e Pu bl ic a w ar en es s an d in fo rm at io n sh ar in g In fo rm ed p ub lic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 11 9 9 9 9 To p ro m ot e ex ch an ge v is its on D RM in o rd er to le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to d ev el op a nd im pl em en t D RM Nu m be r o f p la ns al ig ne d to B es t Pr ac tic es ND M A ND M A ND OC KM D NE M A M oD P M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 10 10 9 9 9 To in cr ea se th e aw ar en es s on fin an ci al p ro te ct io n ag ai ns t t he im pa ct s of n at ur al d is as te rs in th e Co un tie s Fi na nc ia l p ro te ct io n co m po ne nt s in C ID Ps No . o f CI DP s w ith a DR M fi na nc ia l co m po ne nt Na tio na l T re as ur y & Pl an ni ng , ND OC , N DM A, 10 10 9 9 9 De ve lo pi ng fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l I ns tru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es a nd le ga l in st ru m en ts fi na liz ed ND OC , N DM A, St at e De pa rtm en t fo r P la nn in g, Co un tie s 2 1 1 1 1 A Na tio na l D is as te r Ri sk F in an ci ng St ra te gy d ev el op ed an d im pl em en te d Na tio na l D is as te r Ri sk F in an ci ng St ra te gy Na tio na l T re as ur y & Pl an ni ng 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 1 1 1 1 1 DR M M on ito rin g an d Ev al ua tio n To K ee p tra ck of p ro gr es s on im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t fo r P la nn in g M IC NG M oE ND M A ND OC KM D 20 17 20 22 1 1 1 1 1 Ha za rd s pe ci fic e ar ly w ar ni ng s ys te m s de ve lo pe d No . o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Ex ec ut ive o ffi ce o f th e Pr es id en cy ND OC Co un tie s THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203013 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 DR M C en tre s of Ex ce lle nc e To c re at e hu bs o f in fo rm at io n sh ar in g an d ed uc at io n DR M h ub s of E xc el le nc e es ta bl is he d. No . o f h ub s cr ea te d Li ne m in is tri es a nd Ag en ci es 11 9 9 9 9 M ul ti ha za rd E ar ly W ar ni ng S ys te m an d pr ep ar ed ne ss To im pr ov e th e ef fe ct ive ne ss o f ea rly w ar ni ng sy st em s. ND M A ND OC KM D M IC N GD RS RS 4 2 2 2 1 In fo rm at io n M an ag em en t – fo r DR M To a ss is t p ol ic y m ak er s in D RM De ci si on M ak in g Ha za rd a tla s fo r co un tie s de ve lo pe d No o f H az ar d at la s fo r c ou nt ie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns 10 10 9 9 9 Di sa st er h ot sp ot s id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 10 10 9 9 9 Ha za rd s d at ab as e de ve lo pe d Ha za rd s d at ab as e 10 10 9 9 9 M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to S ec to r P la ns , St ra te gi es a nd po lic ie s No o f S ec to r P la ns , St ra te gi es a nd Po lic ie s in te gr at in g DR M 6 6 5 5 5 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 1 1 1 1 1 Ca pa ci ty b ui ld in g, ci vic fo rm al a nd in fo rm al e du ca tio n on D RM . To p ro m ot e Pu bl ic a w ar en es s an d in fo rm at io n sh ar in g In fo rm ed p ub lic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 11 9 9 9 9 To p ro m ot e ex ch an ge v is its on D RM in o rd er to le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to d ev el op a nd im pl em en t D RM Nu m be r o f p la ns al ig ne d to B es t Pr ac tic es ND M A ND M A ND OC KM D NE M A M oD P M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 10 10 9 9 9 To in cr ea se th e aw ar en es s on fin an ci al p ro te ct io n ag ai ns t t he im pa ct s of n at ur al d is as te rs in th e Co un tie s Fi na nc ia l p ro te ct io n co m po ne nt s in C ID Ps No . o f CI DP s w ith a DR M fi na nc ia l co m po ne nt Na tio na l T re as ur y & Pl an ni ng , ND OC , N DM A, 10 10 9 9 9 De ve lo pi ng fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l I ns tru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es a nd le ga l in st ru m en ts fi na liz ed ND OC , N DM A, St at e De pa rtm en t fo r P la nn in g, Co un tie s 2 1 1 1 1 A Na tio na l D is as te r Ri sk F in an ci ng St ra te gy d ev el op ed an d im pl em en te d Na tio na l D is as te r Ri sk F in an ci ng St ra te gy Na tio na l T re as ur y & Pl an ni ng 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 1 1 1 1 1 DR M M on ito rin g an d Ev al ua tio n To K ee p tra ck of p ro gr es s on im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t fo r P la nn in g M IC NG M oE ND M A ND OC KM D 20 17 20 22 1 1 1 1 1 Ha za rd s pe ci fic e ar ly w ar ni ng s ys te m s de ve lo pe d No . o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Ex ec ut ive o ffi ce o f th e Pr es id en cy ND OC Co un tie s THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203014 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 Pr og ra m m e Ob je ct iv e Ex pe ct ed O ut pu t In di ca to r Im pl em en tin g Ag en cy Ti m e fr am e Ye ar ly T ar ge ts 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 DR M C en tre s of Ex ce lle nc e To c re at e hu bs o f in fo rm at io n sh ar in g an d ed uc at io n DR M h ub s of E xc el le nc e es ta bl is he d. No . o f h ub s cr ea te d Li ne m in is tri es a nd Ag en ci es 11 9 9 9 9 M ul ti ha za rd E ar ly W ar ni ng S ys te m an d pr ep ar ed ne ss To im pr ov e th e ef fe ct ive ne ss o f ea rly w ar ni ng sy st em s. ND M A ND OC KM D M IC N GD RS RS 4 2 2 2 1 In fo rm at io n M an ag em en t – fo r DR M To a ss is t p ol ic y m ak er s in D RM De ci si on M ak in g Ha za rd a tla s fo r co un tie s de ve lo pe d No o f H az ar d at la s fo r c ou nt ie s de ve lo pe d ND M A ND OC KM D NE M A DR SR S KN BS Ac ad em ic In st itu tio ns 10 10 9 9 9 Di sa st er h ot sp ot s id en tifi ed a nd m ap pe d Ri sk m ap s de ve lo pe d 10 10 9 9 9 Ha za rd s d at ab as e de ve lo pe d Ha za rd s d at ab as e 10 10 9 9 9 M ai ns tre am in g DR M in o th er Se ct or s To a de qu at el y ad dr es s di sa st er re la te d ris ks DR M In te gr at ed in to S ec to r P la ns , St ra te gi es a nd po lic ie s No o f S ec to r P la ns , St ra te gi es a nd Po lic ie s in te gr at in g DR M 6 6 5 5 5 To m ob iliz e re so ur ce s fo r im pl em en ta tio n of th e na tio na l ac tio n pl an . SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n SF DR R Co m m un ic at io n St ra te gy ; No re vie w s un de rta ke n ND OC ND M U M oE KM D KR C M in o f I CT St . J oh ns Am bu la nc e 1 1 1 1 1 Ca pa ci ty b ui ld in g, ci vic fo rm al a nd in fo rm al e du ca tio n on D RM . To p ro m ot e Pu bl ic a w ar en es s an d in fo rm at io n sh ar in g In fo rm ed p ub lic o n DR M is su es Pl at fo rm s fo r aw ar en es s cr ea te d ND M A ND OC KS G KI CD M oE M oI CT Ac ad em ic In st itu tio ns 11 9 9 9 9 To p ro m ot e ex ch an ge v is its on D RM in o rd er to le ar n fro m b es t pr ac tic es . In cr ea se d ca pa ci ty to d ev el op a nd im pl em en t D RM Nu m be r o f p la ns al ig ne d to B es t Pr ac tic es ND M A ND M A ND OC KM D NE M A M oD P M IC NG M oD M oI CT Ac ad em ic In st itu tio ns 10 10 9 9 9 To in cr ea se th e aw ar en es s on fin an ci al p ro te ct io n ag ai ns t t he im pa ct s of n at ur al d is as te rs in th e Co un tie s Fi na nc ia l p ro te ct io n co m po ne nt s in C ID Ps No . o f CI DP s w ith a DR M fi na nc ia l co m po ne nt Na tio na l T re as ur y & Pl an ni ng , ND OC , N DM A, 10 10 9 9 9 De ve lo pi ng fra m ew or ks an d fin al izi ng To s tre ng th en th e co or di na tio n, re so ur ce m ob iliz at io n an d in st itu tio na l ca pa ci ty o n DR M DR M P ol ic ie s, St ra te gi es a nd le ga l I ns tru m en ts de ve lo pe d No . o f p ol ic ie s, st ra te gi es a nd le ga l in st ru m en ts fi na liz ed ND OC , N DM A, St at e De pa rtm en t fo r P la nn in g, Co un tie s 2 1 1 1 1 A Na tio na l D is as te r Ri sk F in an ci ng St ra te gy d ev el op ed an d im pl em en te d Na tio na l D is as te r Ri sk F in an ci ng St ra te gy Na tio na l T re as ur y & Pl an ni ng 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 20 17 20 22 1 1 1 1 1 DR M M on ito rin g an d Ev al ua tio n To K ee p tra ck of p ro gr es s on im pl em en ta tio n of D RM DR M im pl em en ta tio n M on ito re d No o f M &E re po rts St at e De pa rtm en t fo r P la nn in g M IC NG M oE ND M A ND OC KM D 20 17 20 22 1 1 1 1 1 Ha za rd s pe ci fic e ar ly w ar ni ng s ys te m s de ve lo pe d No . o f h az ar d sp ec ifi c ea rly w ar ni ng sy st em s Ex ec ut ive o ffi ce o f th e Pr es id en cy ND OC Co un tie s THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203015 THEMATIC PLAN FOR DISASTER RISK MANAGEMENT 2018 - 2022VISION 203016