National Action Plan for Disaster Risk Reduction 2016-2021 (Revised)

1.0 BACKGROUND…………………………………………………………………….

2.0 GOVERNMENT DISASTER RELIEF STRATEGY: 1976-2007……………….. 3.0 PARADIGM SHIFT – FROM RESPONSE TO DISASTER RISK REDUCTION………

3.1 CAPACITY NEEDS ASSESSMENT………………………………………..

3.2 NATIONAL ACTION PLAN – PRIORITIES FOR ACTION………………

4.0 IMPLEMENTATION ARRANGEMENTS……………………………………………

5.0 FINANCE AND RESOURCE MOBILISATION……………………………………..

6.0 MONITORING AND EVALUATION………………………………………………….

7.0 NATIONAL ACTION PLAN FOR DRR – LIBERIA: 2016-2021……………… ANNEXES ANNEX 1(A): DISASTER RISK REDUCTION CAN…………………………………….. ANNEX 1 (B): INFORMATION COLLECTION MATRIX............................................... ANNEX 2: DISASTER RISK REDUCTION FRAMEWORK………………………… ANNEX 3: BASIC TERMINOLOGY ON DRR ……………………………………….. ______________________________________________ 2 VISION, MISSION AND CORE VALUES NATIONAL DISASTER MANAGEMENT SYSTEM IN LIBERIA OUR VISION: By the year 2030 Liberia has established measures to effectively prevent, reduce the impact of and recover from human induced and natural hazards. OUR MISSION: To apply and effectively implement all legal and institutional frameworks and innovative technological approaches to reduce national and local community vulnerabilities and disaster risks within the context of sustainable development OUR CORE VALUES:  Pro-activeness: the Motto is prevention before cure  Impartiality: equity, neutrality, fairness, even handedness, objectivity and unbiased  Efficiency and effectiveness;  Integrity: accountability, transparency, honesty and confidence  Innovation: creativity, visionary, energetic and inspirational -  Professionalism: high quality, reliability, flexibility and timeliness  Participation: value ideas, inclusive, non judgmental. ___________________________________________________________________________________________ 3

1.0 BACKGROUND

1.1 Hazard Profile There are a number of hazards affecting Liberia. When these encounter the vulnerable elements (human, environment and economic assets) and fragile environment created by years of conflicts and poverty of the Liberian population; either local or national disasters easily occur. The most common hazards are as follows: epidemics, floods, tropical storms, fire, tidal abnormalities, erosion, and possibility of droughts in future. There are also human-induced disasters resulting from war, refugees, internally displaced people (IDP), chemical and harmful elements. In future, meteorological hazards such as floods and droughts are likely to increase due to global warming. Industrial development might further lead to oil spills and other toxic waste disasters. i) Epidemics: The World Health Organization defines an epidemic as "an unusually large or unexpected increase in the number of cases of the disease for a given time, place or period." Human epidemics in Liberia include cholera, measles, yellow fever, and Lassa fever. There are also livestock diseases including bird flu that need close monitoring. According to EM-DAT, over 600 people have been killed by different epidemics in the last ten years. ii) Environmental Degradation: Environmental degradation, which occurs mostly as land degradation, is a serious problem in some parts of the country. Human activities, such as mining, population pressure for example in Monrovia, soil erosion and deforestation, has led to some big tracts of land being so seriously degraded that it can no longer support plant life. Sea erosion has become a major problem in the coastal areas in Liberia and this is mainly exacerbated by changing weather conditions and human activities. The result being that populations are being displaced and infrastructure lost due to high sea erosion. iii) Floods: A flood is a high flow of water, which exceeds either the natural or artificial banks of a river or area of land. Floods induce disasters when human settlements have an overflow of water beyond the normal confines and humans are unable to cope with the calamity, or when they result in the destruction of crops, social and economic infrastructures. In 2007, floods affected over 22,000 in Liberia. In 1982, landslides killed 42 people in Grand Cape Mount County. iv) Drought: Drought is defined as a period of abnormally dry weather that persists long enough to produce a serious imbalance, (for example; crop damage, water supply shortage, etc). The severity of the drought depends upon the degree of moisture deficiency, the duration, period of occurrence and the size of the affected area. The definition of drought is confined to three main types prevalent in the country:  Meteorological drought is a measure of negative departure of precipitation from normal.  Hydrological drought is a period when the flows in rivers, lakes and ground water aquifers are below normal levels; and 4  Agricultural drought refers to reduction in moisture availability below the optimum level required by a crop during different stages of its growth cycle and resulting in reduced yields. Although this is not a problem now in Liberia, global warming (hence climate change) directs us to ensure preparedness in this area. However, according to EM-DAT high extremes of temperature have affected over one million people in the last ten years. v) Pests: A pest is an animal, insect or plant that causes damage to crop plants or animals by feeding on them. Ticks, larger grain borer, the caterpillars, tsetse fly, locusts and rodents are problematic in different parts of Liberia. vi) Refugees and Internally Displaced People/Populations (IDPs): A sudden influx of refugees and IDPs can be described as a disaster because of the exceptional measures that are required to be put in place in order to manage the situation. Some refugees may have travelled long distances from their usual place of residence. Having left their usual area of residence IDPs and refugees need to be guaranteed protection , and provided with basic needs such as shelter, water, sanitary and health amenities. Other emergencies such as economic shock, traffic, maritime, mining, chemical and industrial accidents are of concern in Liberia’s future. A close monitoring of the frequency and impacts of these shall be undertaken by the relevant different government ministries/agencies. This also includes acts of terrorism and civil disobedience.

1.2 Vulnerability factors Vulnerability, defined here as: ‘exposure to, and ability to cope with external and internal shocks’, is increasing in Liberia. Key indicators of development such as health, access to education and income, accumulation of assets (physical, social, human and financial) are low both in rural and urban areas. Liberia vulnerability template is therefore driven by the following:  The civil war of 1989 to 2003 devastated the social, environmental, economic and political landscape of Liberia. Fighting and looting displaced nearly one million Liberians, destroyed the country’s infrastructure and wiped out health and education systems. The agricultural system was disrupted by the displacement of farming communities. The war was devastating for the economy and left the country with an enormous task ahead to address the challenges of recovery.  The systems of governance are weak with very low capacity to provide services to the public. This leaves the people vulnerable and hence unable to cope with any shock be it internal or external.  During the years of the crisis, poverty levels rose steadily reaching 76% and 52% in absolute and extreme poverty terms. Unemployment levels in formal sector reached 85%. Even today there is glaring poverty [assets, services, education, water and sanitation 5 (WATSAN), food insecurity] for both urban and rural people, especially those displaced by war and now returnees. Female headed households, Orphans and vulnerable children, youth, elderly and disabled are amongst the most vulnerable people in Liberia 1  Physical infrastructure was heavily affected by the war– the majority of Liberians have no formal education and there are few functional schools and basic health facilities. Those in the farming business, face huge market infrastructure constraints. Likewise, at national level only 58.5% and 3.7% have access to improved water and sanitation facilities respectively. In rural Liberia, only 40% of the households have access to improved water sources compared to 84% in urban Liberia. Access to improved sanitation is no better either as only 19% of the rural households have access to improved sanitation-with the overwhelming majority (74%) of households defecting in the open. In urban Liberia, 62% report usage of improved sanitation, which is very low for un urban set up2. .  There are reasonable concerns that, with the potential (but yet to be ascertained) impact of the HIV/AIDS pandemic and the very high dependency ratio (9:1), the social indicators and poverty levels could only have deteriorated further. And, with an annual growth rate of 2.1% (as per the 2008 population and housing census report), Liberia could easily remain one of the countries with the fastest growing proportion of poor people. All these factors explain why many people are unable to withstand the impact of a hazard irrespective of its size, frequency and geographical coverage. The risk of economic, social and environmental losses is high, also given the high pressure on resources in areas like Monrovia with a high concentration of population. Of concern too is the high risk of death due to hydro- meteorological, geological and biological hazards.

2.0 GOVERNMENT DISASTER RELIEF STRATEGY: 1976 - 2007 EVOLUTION OF DISASTER MANAGEMENT IN LIBERIA

2.1 ESTABLISHMENT OF THE NATIONAL DISASTER RELIEF COMMISSION In 1976, an Executive Order by the late President William R. Tolbert, Jr., established the National Disaster Relief Commission (NDRC) for the following reasons: a) to cater to disaster victims; b) to review regularly different disaster prevention, preparedness, relief and rehabilitation measures and to coordinate them; c) for planning; and d) to establish and maintain liaison with the representatives of the UN agencies, donors which have disaster relief related programs within the country. 1 Crop and food security assessment, WFP/FAO, 2006 2 Comprehensive food security and nutrition survey, GRL, WFP/UN et al, Monrovia, October 2010. 6 The NDRC setup comprises several line ministries and government agencies as well as local and international non-governmental partners. The UN agencies serve as co-opted members of the NDRC. For decision-making purposes the following composition of the Commission makes decision: o Ministry of Internal Affairs – Chairman o Ministry of Health & Social Welfare – Vice-Chairman o Ministry of Finance – Treasurer o Deputy Minister of Operation, Ministry of Internal Affairs – Executive Secretary o Director of the NDRC – Assistant Executive Secretary The secretariat of the NDRC is located at the Ministry of Internal Affairs and serves as the coordinating agency of the Commission. The Secretariat is headed by the Director who runs its day-to-day activities. This executive order is to be replaced by legislation creating the DMA to be enacted

2.2 THE NATIONAL DISASTER RELIEF PLAN The primary objective of the NDRC was to prevent disaster, assist victims of disaster, reconstruct, protect, and safeguard life, property, public health and welfare of the people. A National Disaster Relief ‘Plan’ was developed to guide the activities of the Commission. The Plan outlined the types of disasters to be addressed in Liberia, composition of the National Disaster Relief Commission with amendments made in May 1987, Functions of the Commission before, during and after a disaster and the roles of the National Red Cross and Disaster Preparedness Units. NDRC main Activities from 1976 to 2012- Although prevention of disasters was mentioned in the NDRC’s main objective, as well as in the National Disaster Relief Plan, the NDRC remained a purely emergency response/relief oriented organization. Since 1976, the Commission has been involved in delivering relief assistance to victims of fire, flood, rainstorm, sea erosion, landslide and other assistance to Liberia. The major challenge the commission faced was capacity, mainly human and financial resource constraints. On its own, the Commission has therefore not been sufficiently able to coordinate humanitarian or disaster management activities. Added to this, there was no effective policy or legislation to fall back on. The new legislation to be enacted replaces the National Disaster Relief Plan with the National Disaster Management Plan.

2.3 NDRC AND DISASTER RISK MANAGEMENT ACTIVITIES – 2012 There has been an international, regional and sub-regional paradigm shift from response to pro- activeness, increased frequency and severity of hazards, increased disaster losses and number of persons affected and erosion of development gains influenced the NDRC to focus its attention on disaster risk reduction. This ‘new thinking’ resulted in recognizing the essential public value of sustained efforts to reduce the social, economic and environmental costs of natural and human induced hazards. Disaster risk management therefore replaced emergency response practice since 2012. 7 In October 2007, the Government of the Republic of Liberia (GoL) commissioned a Capacity Needs Assessment (CNA) for disaster risk reduction. Summarized in a country report and a National Disaster Management Action Plan for capacity development in DRR, the CNA made explicit recommendations for capacity development in the following areas: i) Governance for DRR (Legal and institutional system) ii) Preparedness and Emergency Response iii) Risk identification and early warning iv) Knowledge and information management v) Risk management applications. One key recommendation was the development of a policy and legislation for disaster risk reduction. The National Disaster Management Action Plan for capacity development in DRR contains key priority actions under the above five themes, consistent with the Africa Strategy for Disaster Risk Reduction and focus of the Hyogo Framework of Action – Building the Resilience of Nations and Communities to Disaster. Under institutional and legal systems, policy development is listed as the first priority activity, followed by legislation and ongoing capacity development of the National Disaster Relief System. In response to the CNA recommendations, the Government of Liberia with UN financial and technical assistance, and through Policy Development Working Groups as well as task forces members from MIA, MOJ, LNRCS, WFP, UNMIL, UNDP, WHO, WB and Child Fund reviewed and developed this National Disaster Management Policy. In addition, a name change was suggested and approved for the NDMA. Henceforth, under the new legislation the National Disaster Relief Commission is now called the National Disaster Management Agency. The whole National Disaster Management System after the passage of the legislation consists of the committees and structures outlined in Fig 1: National Disaster Management System in Liberia.

3.0 PARADIGM SHIFT – FROM RESPONSE TO DISASTER RISK REDUCTION

3.1 CAPACITY NEEDS ASSESSMENT FOR DISASTER RISK REDUCTION

3.1.1 Objectives of the Capacity Needs Assessment In 2007, the Government of Liberia together with the United Nations Development Programme (UNDP) conducted a National Disaster Risk Reduction Capacity Needs Assessments which identified major resource constraints and capacity gaps in policy and legal systems, risk identification, information and knowledge management, emergency response and preparedness, and risk management applications. The Capacity Needs Assessment was part of the Government of Liberia National Process on Strengthening National (Liberia specific) Capacities in disaster risk reduction. The purpose of the CNA was to identify and map out capacity development interventions for effective and efficient DRR implementation in Liberia. Specifically the assessment sought to: i) review the effectiveness of National Disaster Relief Commission (NDRC) and partner institutions in disaster risk reduction at local and national level. 8 ii) undertake an inventory and review national capacity development initiatives in disaster risk reduction in Liberia iii) develop a National Action Plan (NAP) for capacity development to enhance implementation of disaster risk reduction initiatives. The assessment was guided by a Methodology developed by Southern Africa Development Community countries and UNDP/BCPR in 2004. The Methodology constitutes a conceptual framework and an operational guideline of information/data collection and analysis. Annex 1(a) and (b) give details of the framework and operational guideline.

3.1.2 The Capacity Needs Assessment Process Capacity Needs Assessment activities: The process involved:  Sensitization on the capacity needs assessment through meetings held in Monrovia with all NDRC members, UN agencies and Non Governmental Organisations (NGOs).  Information /data collection and assessment of capacity using indicators in the Methodological Guideline as benchmarks for determining capacity gaps.  Briefing and de-briefing of NDRC Secretariat and UNDP and UNMIL/HCS officials by UNDP/BCPR Disaster Risk Reduction Expert.  Production of draft assessment report highlighting current status of DRR in Liberia, future plans and capacity needs vis-à-vis institutional and legal systems development, risk assessment/identification, risk management application, information and knowledge management, and emergence response and preparedness.  Development of NAP for Capacity Development in DRR through a series of meetings and workshops. The first national workshop was held on 16 October 2007 to develop the NAP. Information /Data collection: Information collection on the effectiveness of the current disaster management system and capacity requirements for DRR in Liberia was undertaken in September to October 2007. DRR stakeholder groups contacted for information included: civil/public services, legislature, local authorities, faith based organizations, NGOs, UN agencies and other development partners. All in all, the interviews and interactions covered over 70 officials from different organizations and groups. The assessment included interviews with UN agencies and donors, to the extent possible, to present assignment, explore links with country programme, and discuss possible support for project outcome by placing the assessment and subsequent interventions within UN inter-agency Development Assistance Framework for Lesotho. It was necessary to brief and debrief stakeholders on the information /data collection process and outcomes. The occasions helped demonstrate ownership of and commitment to the process, identify gaps in the information collection process and data quality. These meetings also contributed to further enhancing common understanding of DRR and capacity issues, and set timeframes for follow-up action. In October 2007 alone 3 such workshops and numerous meetings were held in Monrovia. A major constraint in the assessment process was the inability to visit and consult with counties. However, to address this, local level consultations were conducted after the preliminary 9 identification of priority DRR activities and needs. This served as an awareness raising campaign on DRR approach as well as training of county representatives.

3.1.3 Capacity Gaps/needs identified The capacity needs assessments prioritized DRR activities under the following themes: institutional and legal systems; risk assessment/identification; information and knowledge management; risk management applications; and, emergency response and preparedness. Priority activities were overlaid against major dimensions of capacity (Mission and strategy; Culture/Structure and Competencies; Processes; Human resources (skills and personnel); Financial resources; Information resources; and, Infrastructure) to identify capacity needs/gaps for effective implementation of DRR in Liberia. Consequently, capacity requirements were categorized into organizational structure, skills and personnel strength/competencies, infrastructure (physical and information resources) and financial resources. They are presented here as general DRR capacity needs for Liberia and are not split according to agencies. i) Organization system: structure/mission/processes: Establishment of NDMC Secretariat structure, and establishment and operationalization of local level DRM structures. Set up robust and coherent internal management systems for disaster risk management. ii) Human resources: (a) Skills: Mainly related to capacity development and institutional strengthening: Development of policy documents and strategic plans; review policies/ acts to align with other plans; Risk identification; Contingency planning; Fire fighting and ambulance services; GIS; Hydrology and agro-meteorology; Environmental management; Website development; data analysis; Sustainable livelihoods approach; Sustainable agriculture training; Education/training and M & E. (b) Personnel Strength: All proposed NDMC Secretariat staff complement, DRR Advisor(s), Technical assistance; Sustainable Livelihoods, Risk and vulnerability assessment and Information Technology specialists, Staff for Fire and Ambulance Services and Ministry of Health and Education staff, National Meteorology Services experts, agro-ecologists, agro- meteorologists, policy analysts and sustainable agriculture specialists. Infrastructure: Physical: Communication systems, rescue tools, warehouse, weather forecasting equipment, computers, GIS technology, radar for rainfall and storm identification, assets accumulation for vulnerable communities, office space and equipment, vehicles, motor cycles, life jackets and dinghies. Information resources: Database for DRR, training manuals on DRR, newsletter development, firefighting and ambulance service training manuals, websites, etc. Financial resources: For salaries; Operations and equipment; Warehouse & office space; Training and technical assistance; Electronic and print media The findings were corroborated by a number of participants in a question and answer session that followed the presentation of the CNA. Details of all findings are contained in the power point presentation on the CNA. 10

3.2 NATIONAL ACTION PLAN (PRIORITIES FOR ACTION) In line with the Liberia Vision and Mission for the Disaster Management System, the DRR Framework (see Annex 2), the Hyogo Framework for Action and the Africa Regional Strategy for Disaster Risk Reduction Programme of Action, the National Action Plan is framed within the context of the following Vision and Mission of the Disaster Management System of Liberia: VISION: By the year 2030 Liberia has established measures to effectively prevent, reduce the impact of and recover from human induced and natural disasters MISSION: To apply and effectively implement all legal and institutional frameworks and innovative technological approaches to reduce national and local community vulnerabilities and disaster risks within the context of sustainable development The following are the five main objectives of the National Action Plan:

3.2.1 Objectives & outputs In line with the Liberia Vision and Mission for Disaster Risk Management System, the DRR Framework (see Annex 2), the Hyogo Framework for Action and the Africa Regional Strategy for Disaster Risk Reduction, the National Action Plan has the following five objectives: i) To create an effective and functional legal and institutional framework on DRM ii) To strengthen disaster preparedness for effective emergency response iii) To improve risk identification and assessment of disaster risks in the country iv) To enhance information and knowledge management for disaster risk management;, v) To contribute to national risk management applications for poverty reduction Each objective is further split into outputs. The number of outputs varies per objective with a minimum of two outputs under objectives 3 and 5 and a maximum of five under objectives 1. There is a hierarchical relationship between the outputs, the objectives, the Liberia DRM Mission and DRM Vision. It is therefore anticipated that achievements of outputs will lead to realization of the objectives, and then Mission and Vision for DRM.

3.2.2 Key activities, responsibility, capacity gaps/needs, timeframe and approximate budget Under each output, a number of key activities are formulated, however, in no priority order and/or sequence. Capacities required to achieve each output are listed and they form the basis for calculation of the inputs i.e. the approximate costs per output. The costs are approximated per output based on an activity or set of activities under that output. This is a five year National Action Plan. The time frame is given for each activity or a set of activities within a timeframe of five years from 2016 to 2021. 11 In the roll out of the NAP, it is expected that responsible organizations listed in Column 3 against each activity or a set of activities will further develop annualized action plans/work plans. These annual workplans will contain more elaborate activities and closer approximation of costs per activity.

4.0 IMPLEMENTATION ARRANGEMENTS Considering that disaster risk reduction requires a multi disciplinary approach the mission of a comprehensive DRM system, meaningful relationships are necessary with national and international agencies. The NDMC NDMA will play a coordinating role of the inputs of the different stakeholders before, during and after emergencies/disasters. Government ministries and other stakeholders including development partners will collaborate with NDMC in respect to the implementation of their work plans, programmes and activities derived from the NAP. Each NDM structure from the NDMC Secretariat to the Chiefdom level have clear roles and responsibilities outlined in the national DRM policy, and emergency response and preparedness guide. It is within these roles and responsibilities that the NAP will be implemented. Fig 1 below gives details of the National Disaster Management System – Key responsibilities of these structures are outlined in the emergency response and preparedness guide as well as the National Policy for Disaster Risk Management. The NDMC will set up a robust information management system to ensure all DRR activities are well coordinated, monitored and evaluated. This will also ensure a one stop information hub for all DRR activities. The NDMC will encourage establishment of networks and technical theme groups at different levels with participation of all stakeholders to enhance the implementation of the NAP. In particular a strategy for women, youth, People Living with HIV/AIDS and other vulnerable groups’ active participation and benefits from DRR will be developed by NDMCS. Gender equality in DRR should be one of the major priorities by all stakeholders implementing the NAP. Government departments: Government departments/ministries will lead implementation of DRR in accordance with their sectoral mandates. Government departments are expected to incorporate disaster risk reduction activities in their sectoral strategies, frameworks or workplans as well as fully budget for these activities. Ministries and departments will implement these DRR activities as part of their normal development interventions, except during an emergency or disaster. During the development of government departments’ strategies, frameworks and workplans, reference will be made to the NAP in order to ensure full incorporation of some or all relevant activities as deemed necessary from the NAP. Government ministries and departments will provide information/reports as necessary on their DRR activities for compilation and synthesis by the NDMC. Government ministries and departments will also liaise with their partners in the NGO, donor and/or UN community to ensure synergy and close coordination of DRR activity implementation. United Nations agencies and other Development partners: UN agencies and Development Partners shall continue to play a pivotal role to support government efforts in the area of strengthening capacities for disaster risk reduction and supplementing efforts in mobilizing 12 resources for DRR implementation. The collaborative relationship will be carried out comprehensively at various levels including national, county, district and chiefdom. United Nations agencies shall also assist Liberia in its efforts to achieve sustainable human development through building capacity to design and carry out development programmes. This will be achieved through UN agencies’ programs and activities in the area of disaster risk reduction stemming from overlapping concerns with other development priorities, which are poverty reduction, sustainable development, women's empowerment, natural resource management and good governance. Fig 1: Structure of the National Disaster Management System3 National Disaster Management Agency Board of Directors Chair: Minister Responsible Composition: All ministries, UNRC, 1 Donor, 1 NGO, 1 CSO, and 1 Private Sector Representatives National Disaster Management Agency –NDMA Director, 2 Deputy Directors (Ops & Admin); 4 Technical Coordinators & 1 administrator National Disaster Management Technical Committee- NDMTC Convener4: NDMCS Director; Composition: Technical officers from all ministries and representatives from UN, NGOs/CSO and Pvt Sector Sectoral Sectoral Sectoral Sectoral Sectoral 5 Subcommittee Subcommittee Subcommittee Subcommittee Subcommittee County Disaster Management Regional Disaster Risk Reduction Committee - CDMC 6 Coordinators Private Sector UN agencies Districts Disaster Management Committee - DDMCs NGOs/CSOs, INGOS, Donors, Religious Bodies 3 Structure to be finalised by the PDWG in consultation with the MIA 4 However during a disaster, the Deputy Minister responsible or Minister might chair the NDMTC as the situation dictates. The deputy minister/minister or another delegated authority might assist the Director to chair the NDMTC as part of capacity building /mentoring process. 5 Each or some sectoral subcommittees shall also have DRR thematic responsibilities, for example, institutional and legal systems, risk identification, information and knowledge management, risk management applications, and emergency response and preparedness. 6 A Disaster Reduction Co-ordinator shall be based at a County but responsible for four to five Counties. 13 Chiefdom Disaster Management Committee COMMUNITY DISASTER MANAGEMENT COMMITTEE International Non Governmental Organisations (INGOs): Cooperation with International Non Governmental Organisations is also crucial to strengthening capacities for disaster risk management. It is therefore important to adopt an inter-agency approach integrating the individual mandates of the INGOs. The policy recognises the need to coordinate the influx of international NGOs in the country in times of emergencies in order to effect a fair distribution of capacities and resources to have an optimum input in disaster risk management. National Non Governmental Organisations and Community Based Organisations (CBOs): The role of NGOs and CBOs is paramount in the achievement of DRM activities in the country. NGOs make important contribution at the grass roots level particularly in remote areas as they respond flexibly, rapidly, effectively and appropriately to urgent needs. They will be expected to raise funding for implementation of DRR activities in the NAP within the context of their mandate. In addition, they are expected to complement government initiatives and jointly contribute to achievement of the NDM goals and objectives. Private sector and institutions: Within the overall context of the public/private sector partnership, the private sector plays a vital role in addressing disaster risk reduction especially through availing resources and technical input, insurance for disaster risks, implementing safe work practices, conducting risk and vulnerability assessment as well as mainstreaming disaster risk reduction into all new development projects including infrastructure. For example, logistics private companies can assist in developing capacity to ease airport logistics in crises while telecommunications firms can support in field-based emergency communications. Communities will play a pivotal role both as beneficiaries of DRR activities, active participants and decision makers on the DRR activities to be implemented in their areas.

5.0 FINANCE & RESOURCE MOBILISATION The Government of Liberia is required by policy to allocate sufficient funds for implementation of disaster risk reduction. The line ministries responsible for specific disasters will budget for disaster risk reduction every financial year. This will be done with close consultation with the National Disaster Management Commission Secretariat. United Nations agencies, NGOs and donors are expected to budget and implement aspects of the NAP within the context of their mandate. During disaster/emergency phase, the government will use the disaster funds to cover both the operational cost and major damage caused by the hazard. The Government of Liberia will engage into bilateral agreements with donor agencies for disaster risk reduction. Line Ministries are urged to develop appropriate projects proposal to be submitted to potential donor agency for funding. This can be achieved through mainstreaming 14 DRR measures appropriately into multilateral and bilateral development assistance programmes including those related to poverty reductions, natural resources management, urban development and adaptation to climate change. The Government will engage all UN agencies, Private Sector and NGOs in participating in both prevention of and response to disasters. It will also inform them about the importance and what they can benefit from participating in disaster risk reduction activities. All the Government Institutions are expected to avail required resources before, during and after disasters. The Government will also explore developing partnerships to implement schemes that spread out risk, reduce insurance premiums, expand insurance coverage and thereby increasing financing for post disaster re-construction and rehabilitation including through private and public partnerships. The management of resources shall adhere to the State Finance Act, Treasury Instructions and to regulations made therefrom.

6.0 MONITORING AND EVALUATION As part of monitoring and evaluation system, the following will be in place or undertaken: i) The NDMCSNDMA will develop an integrated Monitoring and Evaluation system for the NAP on a five year basis with clear performance and impact indicators. ii) Each ministry /sector, NGOs and UN agencies are expected to integrate DRR into their annual workplans so that DRR becomes part of their development activities. iii) The NDMC will compile national half annual and annual progress reports on DRR achievements. The national report will be compiled based on reports provided to NDMCS by different ministries/sectors, regions and constituencies. iv) The DRR National Platform will meet at least quarterly to discuss plans and progress in achieving the objectives of the policy using key performance areas as benchmarks and guidance. __________________________________________________________________ 15

7.0 ACTION PLAN FOR DISASTER RISK REDUCTION IN LIBERIA: 2016 - 2021 Objective 1: Strengthen institutional and legal system for disaster risk reduction in Liberia OUTPUTS/KEY RESPONSIBLE TIME FRAME KEY CAPACITY APPROXIMATE Formatted Table ACTIVITIES AGENCIES GAPS/RESOURCES BUDGET (US$) REQUIRED UP TO 2021 Output 1.1: National disaster risk reduction policy and legislation developed and implemented

1.1.1 Implement and mainstream - DRR skills, Policy expert, budgetary Formatted: Font color: Red national policy and legislation with Why other Agencies??? Jan-Dec could we allocation Formatted: Font color: Red particular emphasis on integration NDMA, MACs consider 2018? 2016, - Reporting structure, mass into national initiatives such as the ongoing information dissemination; Formatted: Font color: Auto Agenda For Transformation (AFT public awareness and advocacy skills Formatted: Font color: Red - Communication resources to I & II) address mass information

1.1.2 Conduct regular monitoring NDMA with support from Jan-Dec 2016 dissemination in English and Formatted: Font color: Black and evaluation in the context of partners ongoing2016 ongoing vernacular sustainable development. for how many years… - Computers, Office space & vehicles Formatted: Font color: Red Internal Monitoring (NDMA) - Equipment External Monitoring Comment [VC1]: Are we costing? If so, this is (Partners) 500,000 because this is costly Output 1.2 National Disaster Management Agency strengthened, as the central Disaster Risk Management body - HR Managers and job related

1.2.1 Develop and implement a NDMA ,CSA, LIPA, MACs January 2017, training; Comment [VC2]: LIPA, MACs are they NGOs human resource strategy for ongoing - Networking NDMA (to include recruitment Comment [VC3R2]: procedures, staff competence and - Recruitment of relevant staff with relevant TORs Formatted: Font color: Black expertise, provide training, structure, reporting mechanisms, Formatted: Font color: Red retention strategy, motivation and Formatted: Font color: Red mainstreaming gender in employment. Formatted: Font color: Custom

1.2.2 Link the NDMA to existing NDMA /CSA,LIPA MACs January 2017 Color(RGB(112,173,71)) line ministries/agencies with Continuous Formatted: Font color: Custom trained human resources and Color(RGB(112,173,71)) capacity on both national and Formatted: Font color: Red local levels 16

1.2.3 Ensure Appropriate NDMA, Legislature and January 2017 budgetary allotment for the NDMA other multi-lateral donor Continuous agencies

1.2.4 Increase financial resource NDMA, MFDP, Legislature allocation to NDMA for DRR and other partners implementation

1.2.5 Provide logistical and GoL and donor agencies Jan 2017, On-going infrastructural support and information resources for the NDMA Output 1.3 National Disaster Risk Management System ( national, county, district and local levels) strengthened DRR trainers/Experts

1.3.1 Establish national platform NDMA and other Jan 2017-Dec 2018 Office Equipment for disaster risk reduction with the stakeholders consensus on the terms of GIS/Radios/Telephones, other reference of all existing structures logistical support

1.3.2 Establish National NDMA,MACs & partners January ongoing Operational Centers while Financial resources supporting decentralization of responsibilities and resources for DRR to all counties, districts, DRR Skills and personnel chiefdoms and other local DRR Expert Trainer communities. Other logistical support

1.3.3 Create and implement NDMA,MACs, NEWRM January 2008, On- nationwide information sharing going and dissemination structure and to include a National early warning and response Output 1.4 Coordination mechanisms for disaster risk reduction strengthened Financial resources (workshops,

1.4.1 Develop a coordination NDMA and other January 2017, seminars, meetings, training) strategy for disaster risk reduction stakeholders Continuous in Liberia in collaboration with stakeholders Information resources

1.4.2 Organize coordination NDMA July 2017, (newsletters, websites, ICT etc) meetings to discuss work plans, Continuous achievements, experiences and Visual and deaf aid learning lessons learnt in DRR toolkits implementation. 17

1.4.3 Produce and disseminate NDMA October 2017, Monthly/quarterly and yearly Continuous Transport newsletters, dramas & plays for visual learners & illiterate people

1.4.4 Strengthen roles and NDMA July 2017, Ongoing Provide Financial responsibilities of national Resources/Human Resources platform including Logistical support

1.4.5 Promote networking at all NDMA January 2017, levels and put in place Continuous mechanism by which stakeholders from different background are included Output 1.5 Lobbying and advocacy for political commitment, responsibility and accountability strengthened

1.5.1 Organize disaster risk NDMA and partners March 2017, Ongoing Continuous engagement of key reduction awareness meetings for government officials and policy policy makers and other key maker s , to ensure Political government officials/decision commitment makers

1.5.2 Conduct training for policy NDMA, line, MACs and July 2017, makers and other key government partners Continuous officials on disaster risk reduction

1.5.3 Advocate and lobby for NDMA, MACs and partners January 2017, integration of DRR into Continuous DRR trainers, and experts development plans such as AFT, and other national documents like Financial resources, Human decentralization and gender Resources including Capacity policies, etc. building

1.5.4 Allocate resources for the NDMA, National Legislature January 2017, development and implementation and other multi-lateral donor Continuous Transport of DRR policies, programmes, agencies, GAC, PPCC, IAA laws and regulations on DRR in and other Integrity all relevant sectors and authorities Institutions at all levels of administration, and budgets on the basis of clearly prioritized actions.

1.5.5 Develop strategies Plans NDMA, GAC, PPCC, IAA, January 2017, for partnership with private sector, and other Integrity Continuous and other key stakeholders Institutions including development partners in policy and legislation development 18 Output 2.1 Early warning systems enhanced

2.1.1 Develop /strengthen people January 2017, Structure/processes: centered early warning systems NDMA, MACs, LISGIS, , Ongoing Development of goals and for all hazards at all levels NGOS, National Early objectives; Training on (national, district and local) taking Warning center information collection and into account the demographic, analysis; Ability to reflect EW gender, cultural and livelihood system in legal and institutional activities of the target audience framework of DRR; Sensitization

2.1.2 Establish baseline January 2017, and awareness campaigns, information on various hazards NDMA, MACs, LISGIS, Ongoing Proposals (i.e., floods, fire, mudslide, etc.) NGOs, NEWRM and Map hazard prone areas Skills: DRR, Skills, Experts in Report writing; Assessment; M & E; Database management; IT; GIS Financial resources: Funding for salaries, workshops, field work, consultants

2.1.3 Establish and periodically NDMA, UL, institutions of August 2017, Info resources: Electronic and review and maintain information higher learning, research ongoing print media; Reports; systems as part of DRR and early institutes, Publications, traditional means of warning systems Food Security and Nutrition early warning, briefing/ update Monitoring Unit, /NGOs, from field monitors NEWRM, MOT/MET Improve working relationship of Coordination, Collaboration and

2.1.4 Integrate early warning NDMA, NEWRM, MACs and June 2018, ongoing Cooperation relationship with systems into government policy, other stakeholders National Early Warning through decision making processes and constant engagement and emergency management systems sharing of relevant information at all levels

2.1.5 Improve coordination and NDMA, MACs, Sep 2017, ongoing cooperation among all relevant Stakeholders, Regional sectors and actors in early Institutions, etc. warning chain, in line with Physical resources: Building recommendations from the Third /office; computer; furniture; Conference on Early Warning vehicles; communication, early held in Germany. warning equipment

2.1.6 Documentation / NDMA with all stakeholders October 2017, dissemination / publication of ongoing 19 reports Output 2.2 Capacity for risk identification and assessment enhanced Structure/competencies/strateg and risk outcomes used in development related decision making y: - UL research institute; NSDS; Food Security and Nutrition

2.2.1 Develop/adapt a user NDMA, Ministries/agencies January 2017, Monitoring Unit; Stakeholders friendly risk identification and UL/LISGIS, CARI, LIBR Ongoing participation assessment tool

2.2.2 Train institutions and MACs June 2017 communities on risk UL/LISGIS Skills: DRR; Assessment; Report assessment/identification writing; GIS

2.2.3 Establish risk and NDMA, MACs June 2017, Ongoing vulnerability assessment UL/LISGIS Personnel: LISGIS; NIMAC; committees at local government EPA; Line ministries; UL levels

2.2.4 Avail the resource base NDMA, MACs and partners January 2018 (including databases, Info resources: Liberia Info observational and research (website); Reports; Publications, subsystems) for risk identification Newsletter, etc and assessment

2.2.5 Ensure the utilization of NDMA, MACs and partners Financial: salaries, field work traditional indigenous knowledge costs; equipment costs; training during disaster risk assessment workshops

2.2.6 Conduct national and local level NDMA , MACs, research January 2018 risk assessment (identification, organizations, institutions of hazard mapping & assessment and Physical: computers: GIS higher learning, NEWRM equipment, office space, vehicles monitoring of hazards, vulnerability and partners and capacities …)

2.2.7 Develop and implement NDMA , MACs, NEWRM, January 2018 computerized information research organizations, management system for risk Higher learning Institutions assessment/ identification and partners outcomes

2.2.8 Facilitate improved NDMA communication and information exchange among stakeholders on risk assessment/outcomes

2.2.9 Engender and improve NDMA integration and coordination of risk identification and assessment processes and interventions 20 Output 2.3 Integration of risk identification into policy and strategic plans development process, and use of risk outcomes in development plans improved

2.3.1 Develop and periodically NDMA, LISGIS TBD Formatted: Font color: Custom update and disseminate risk maps Structure/competences/strateg Color(RGB(112,173,71)) and related information to all y Formatted: Font color: Red decision makers and communities /process: AFT (M&E framework) Formatted: Font color: Custom at risk in an appropriate format NDMA; LISGIS / Stakeholders Color(RGB(68,114,196))

2.3.2 Develop systems of NDMA, MICAT, MFDP, EPA, TBD indicators of disaster risk and MOCI, LRRRC & GSA, Formatted: Font color: Orange vulnerability, share with all MGCSP Skills: DRR mainstreaming, Formatted: Font color: Custom stakeholders and use to assess gender integration skills Color(RGB(112,173,71)) impact of disasters on social, Formatted: Font color: Red culture, economic and Formatted: Font color: Custom environmental conditions Information: Data base Color(RGB(68,114,196))

2.3.3 Record, analyze, NDMA, LISGIS, LNFS, TBD management & the media summarize and disseminate LNRCS, MIA Formatted: Font color: Custom Color(RGB(112,173,71)) statistical information on disaster occurrence, impacts and losses Financial: workshops; Formatted: Font color: Red

2.3.4 Integrate disaster risk NDMA, MFDP, TBD consultants; staff salaries Formatted: Font color: Custom identification and mitigation LEGISLATURE LNRCS, Color(RGB(68,114,196)) measures into national MGCSP Formatted: Font color: Custom development policies, programs Color(RGB(112,173,71)) and strategies from a gender Physical: vehicles, office space, Formatted: Font color: Red perspective. appropriate logistics

2.3.5 Research and analyze; NDMA, LISGIS, MOT, EPA, TBD Formatted: Font color: Custom Color(RGB(68,114,196)) monitor and report on long terms GSA, MOH, MICAT & MOD changes and emerging issues Formatted: Font color: Red that might increase risk and Formatted: Font color: Custom vulnerability or capacity to Color(RGB(112,173,71)) respond to disasters Formatted: Font color: Red Formatted: Font color: Custom Color(RGB(68,114,196)) Objective 3: To enhance information and knowledge management for disaster risk management Output 3.1 Public awareness and information on disaster risk reduction improved

3.1.1 Disseminate and NDMA, Ministry of 2016-2018 communicate risk information and information, NGOs & CSOs Structure/competences/strateg get feedback during all phases of y: Structures and strategies for disaster occurrences disaster information and 21

3.1.2 Strengthen and expand the NDMA, Ministry of 2017-2019 knowledge management role of media in disaster risk information, Other local (Communication strategy) reduction (talk shows on radio media and television, community based Skills: - Special Training radio stations and town criers) - Skills in developing IEC

3.1.3 Establish forums amongst NDMA, Ministry of 2017-2021 materials relevant MACs, NGOs, and other information, - database management skills national and local disaster - Website development & management stakeholders for updating skills experience-sharing in DRR

3.1.4 Strengthen the role of NDMA, Ministry of Gender, 2017-2019 Personnel: DRR traditional and religious leaders, Internal Affairs, MYS, experts/advisors, Communication women, youth and other LRRRC, NCD, LNRCS, /Information Specialists vulnerable groups to participate Traditional Council, MOE and be represented in public awareness (PA) and information Information: - Print & electronic exchange media

3.1.5 Develop IEC (Information, NDMA, Ministry of 2017-2020 - Bill boards; - Internet & email Education & Communication) information, NGOs, MOPT, - Drama performance; - website materials for Disaster Risk MIA, LNRCS, MGCSP, awareness purposes and utilize LNFS Physical: - mega phone; - market days for dissemination computers; - printers; - stationery;

3.1.6 Develop a database to store NDMA/UNDP, LISGIS, March, 2017 vehicles information on disaster LIBTELCO

3.1.7 Develop website for DRR NDMA June 2017 Output 3.2 Knowledge systems for DRR improved

3.2.1 Integrate DRR into the NDMA, MOE, MYS, NGOs, Jan 2017, ongoing educational sectors and Conduct MOH, MGCSP training on how to mainstream Disaster Risks Reduction into development planning

3.2.2 Promote implementation of NDMA, Ministry of Internal Jan 2017, ongoing Structure: local risk assessment and Affairs, NGOs, MOE, - Utilize local strictures disaster preparedness in schools MGCSP, LNRCS, LRRRC, - Monitoring, Evaluation and and institutions of higher learning MICAT taking cognizance of gender and Learning (MEL) Framework cultural sensitivity.

3.2.3 Develop DRR training and NDMA, MOE, MFDP, Jan 2017, ongoing Skills:-Training and presentation learning programmes targeted at LRRRC, MIA, NGOs, skills specific sectors (development MGCSP, NCD, MYS - Disaster risk management skills planners, emergency managers, - Curricula Development Skills local government officials, women - Computer Skills 22 led CSOs and other vulnerable groups etc.) Personnel: Curriculum

3.2.4 Conduct community based NDMA, MLME, 2017, ongoing development specialists, DRR training initiatives on disaster risk MPW,MGCP, UN-Women, trainers/experts reduction, using volunteers, UNDP, MGCSP, LNRCS, County leaders where appropriate, with wide EPA promotion of women’s Information: - Print and participation. electronic media, - internet &

3.2.5 Promote engagement of NDMA, Ministry of July 2017, ongoing email, - workshop & seminars media to stimulate a sustained information, MIA, NGOs Posters, flyers, town crier culture of resilience and strong community participation in Physical: - Training Venues, - education campaigns. Projectors, - computers, - Printers

3.2.6 Develop improved research NDMA, MFDP, LISGIS, March 2018, ongoing - photo copiers, - flip charts, - methods for predictive multi-risk Universities, MOT stationery etc assessments and socio-economic cost benefit analysis of risk Financial: for salaries, training, reduction actions consultants Workshops, conferences, research Objective 4: To strengthen risk management applications at national and local levels. 4.1: Environmental and natural resource management practices improved

4.1.1 Encourage the sustainable NDMA, EPA, LRRRC, LME, Jan 2017 ongoing Structure/competencies/str use and management of FDA, NFS, MOA, MPW ategy: policies/NAPs with ecosystems through better land- visions/missions use planning, climate resilience Environment management agriculture, carbon financing and polices development activities to reduce risk and vulnerabilities.

4.1.2 Implement integrated NDMA, EPA LRRRC, LME, Jan 2017, ongoing Skills: Drafting Policy environmental and natural FDA, NFS, LA document: environment, resource management that water & climate, Risk Management, Planning, incorporates disaster risk Information management, reduction. Waste management

4.1.3 Promote integration of risk NDMA, EPA, , LRRRC, , Jan 2017, ongoing Conduct assessment/ reduction associated with existing LME, FDA, MOT, LISGIS evaluation and monitoring climate variability and future climate change into strategies for Personnel: Engineers, the reduction of disaster risk and 23 adaptation to climate change. specialized Lawyers, Meteorologists, Hydrologists, Risk .Management Specialist, Information Management Specialists, Waste Management experts . Information: GIS data;, Website, newsletters Physical: office space, computers, video recorders, digital cameras, Furniture, Transportation, communication equipment, appropriate logistics Output 4.2 Socio-economic development at national and local levels strengthened Structure/processes/ competencies/strategy:

4.2.1 Improve food security to MOA, FAO, LRRRC, Jan 2017, ongoing National Food and ensure resilience of communities LNRCS, EPA nutrition Security strategy ; to hazards Lack of adequate

4.2.2 Integrate disaster risk MOH, NPHIL , UN agencies, Jan 2017, ongoing psychosocial system’ No reduction planning into the health MPW, EPA, NFS Financial Instrument for sector, ensuring that all new addressing Disaster Risk hospitals built are hazard Social-safety net; resilience. Public/Private partnership

4.2.3 Properly build, retrofit and All ministries, NGOs, UN July 2017, ongoing for Risk Assessment re-built critical public facilities and agencies, Private Sector, lacking, gender policy, physical infrastructure, particularly MPW, MOT, NPHIL, MOE, special social protection schools, clinics, hospitals, water CITY CORP., MIA, MOD policy and power plants, communications and transport lifelines, and other structures Financial: salaries,

4.2.4 Advance implementation of WB, WFP, EU, MOA, MOH, March 2017, ongoing training workshops, social safety-net mechanisms to MGCSP, LNRCS development projects for assist vulnerable population communities, including People Living With Aids infrastructure (PLWA). development, consultation

4.2.5 Incorporate disaster risk All ministries, NGOs, UN Dec 2017, ongoing reduction measures into post- Private Sector disaster recovery and Personnel: agriculturists, rehabilitation processes psychiatrists, counselors,

4.2.6 Promote diversified income MOA, UN agencies, NGOs, June 2017, ongoing psychologists, engineers, options for populations in high-risk 24 areas including loan provision for LNRCS economists, WASH agriculture specialist, social workers, health workers, food and nutrition security specialist, communication specialist, and local leaders Skills:, psycho-social skills, disaster reduction, Technical expertise, assessment skills, policy development skills, and project design and management skills & logistics and supply chain management Information: data base for DRR and socio-economic development indicators and M & E Physical: Infrastructure (health centers, schools, markets, roads, telecommunications), Lack of disaster warning & management Centres.., logistics (warehouses, stationary, transportation, etc)

4.2.7 Promote the development NDMA, Private sector, January 2017, Structure: of financial risk-sharing MFDP, LRA, NASSCORP ongoing - Financial Management mechanisms, particularly strategy or policy Insurance and reinsurance - Private public partnership against disasters strategy

4.2.8 Promote the establishment NDMA, GoL July 2017, ongoing Personnel: of public–private partnerships - Financial Management

4.2.9 Develop and promote Donors, WB, MACs May 2017, ongoing Specialist, Budget Analyst, alternative and innovative Accountant, Auditors financial instruments for - Lawyers addressing disaster risk Skills: 25 - Budget Development and Management - Negotiation - Accounting Software Output 4.3 Land-use planning and other technical measures at national and local Financial resources levels improved

4.3.1 Incorporate disaster risk Min of Public works, MLME, February 2017, Human resources capacity assessments into the urban and All other relevant line ongoing –land use planning in rural planning and management ministries and agencies, urban and rural areas; of disaster-prone areas. NDMA, DRR skills

4.3.2 Mainstream disaster risk Private sector, Min of works, Nov 2017, ongoing Transport considerations into planning NDMA procedures for major infrastructure projects

4.3.3 Review and revise existing Min of Public works, MLME, Dec 2017, ongoing and/or develop new building All other relevant line codes, standards, and ministries and agencies, rehabilitation and reconstruction NDMA practices at the national or local levels, as appropriate. Output 4.4 Comprehensive One health strategy for Public Health Diseases and Training grants events integrated into DRM policies and activities Personnel for HIV/AIDS

4.4.1 Develop and implement a NDMA, NPHIL, MOH, MOA, Dec 2016 (national staff) One Health strategy for effective EPA, FDA and all other linkages among all relevant relevant ministries and Equipment and financial MACs at all levels stakeholders resources for home-based

4.4.2 Integrate DRM into One MOH, NDMA and March 2017 care Health strategy stakeholders Financial resources: Salaries for staff and volunteers; preventive measures, ARVs, Awareness campaigns Transport, office space

4.4.4 Conduct an assessment on MOH/NDMA, MOA, GSA, January2017, the impact of disasters and FDA, etc. ongoing Financial resources – for 26 respond to the needs of affected salaries, production population (animal/human). equipment etc…. Policy analysts/HIV advisors/AIDS counselors, agriculturists Output 5.1 Emergency preparedness and response systems improved Structure/Processes/ competences/

5.1.1 Develop, review and update NDMA, NPHIL, IPA, LAs June 2017 strategy/mission: guidelines, SOPs and tools for NGOs/INGOs, Civil Society Observatory with a rapid assessments and EPR groups decentralized structure

5.1.2 Conduct training on NDMA, NPHIL, IPA, LAs December 2016, capable predicting early emergency preparedness and NGOs/INGOs, Civil Society ongoing yearly warning, response groups monitoring/evaluation of

5.1.3 Conduct assessment and NDMA, LISGIS trends and conditions mapping for potential hazards Skills: Management,

5.1.4 Prepare and periodically NDMA, NPHIL, LRRRC, March 2017, ongoing supervision Organization, update disaster preparedness EPA, LAs, NGOs/INGOs, ,coordination, reporting, and contingency plans and SOPs Civil Society, etc Research & analytical at all levels with particular focus monitoring and evaluation. on the most vulnerable areas and Personnel: Research & groups Planning Officers,

5.1.5 Undertake regular disaster NDMA, NPHIL, LAs, July 2017, ongoing Demographers, Data preparedness exercises, with LRRRC, NGOs/INGOs, Civil Analyst, Hardware focus on marginalized groups Society, etc Technicians, consultants including evacuation Financial resources for: drills/simulation to ensure rapid Training tools & kits, and effective disaster response Simulation/Training,

5.1.6 Establish national and NDMA Sep 2018 salaries, Assessment & district disaster operating centers Surveys, Data –Bank,

5.1.7 Establish and build NDMA, NGOs/ INGOs, Civil June 2017, ongoing Dissemination, etc capacity of a ‘Liberia Disaster Society Information: media Assessment & Coordination meetings, Workshop, Team (LiDAC) /Conferences, publications, ICT, traditional means Physical: Computers printers, memeograhers, generators, solar lights, vehicle, motorcycles, mobile communications, GIS equipment & Software, fire equipment 27 Output 5.2 Disaster Risk Mitigation, Recovery and Resilience Measures Structure/ Strengthened _ competencies/strategy: Participatory Strategic

5.2.1 Identify and Implement early NDMA, LAs, MOA, MOH, Jan 2017 Ongoing, Emergency Response recovery activities during early MOE, LRRRC, MGCSP, after emergency Action Planning phase of humanitarian assistance NGOs/ INGOs, Civil Society Skills: Planning,

5.2.2 Implement recovery NDMA, LAs, MOH,MGCSP, Aug 2017 Ongoing, organizing, coordinating, schemes including psycho-social NGOs/INGOs, Civil Society after emergency counseling, resource & Counseling programmes to social mobilization, etc mitigate psychological damage of vulnerable population and Personnel: Task protection of victims of violence Manager, Facilitators, including sexual and gender counselors, resource & based (SGBV) Social Mobilizations

5.2.3 Integrate disaster risk NDMA, MIA, MFDP, LAs, June 2017, ongoing Consultants, etc reduction into emergency MGCSP, Financial resources for: management and response Stakeholders strategies at national and local Consultations, Data community levels Harvesting,

5.2.4 Mobilize resources for , MFDP, NGOs/INGOs, Civil January 2017, Writing/validation & implementation of contingency Society ongoing dissemination of Action plans, operating centres, Plan, contingency plan, simulations, etc. simulations, fire hydrants, fire fighting equipment Physical: Supplies & logistics ,ie visual aids, feeding, etc Information: Media, meetings, Workshop, /Conferences, publications, ICT, traditional means of early warning, Output 6. Monitoring and evaluation management systems developed and implemented/ operationalized

6.1 Develop and implement MACs Dec 2017 sectoral M & E systems for Development of M & E disaster risk reduction activities tools: 10,000 Skills for M & E Review meetings: 28 Human resources - 150,000 personnel Mid term evaluations: Financial resources 100,000

6.2 Develop an M & E system for MIA/NDMA March 2018 implementation of the National Action Plan for disaster risk reduction at all levels.

6.3 Implement the monitoring All Ministries, and other Dec 2017 – ongoing and evaluation feedback loop stakeholders system as required

6.4 Document lessons Learned NDMA and Best Practices gathered from the feedback and data to inform future interventions. 29 ANNEXES 30 Annex 1(a) Disaster Risk Reduction Capacity Needs Assessment Framework 7 HOW TO STAY THERE & WHERE ARE WE NOW MANAGE CHANGE & BE Current Situation ADAPTABLE Sustainability Key Areas of Capacity Needs Assessment 1. Institutional /organizational and legal systems Primary 2. Risk Identification & Informants Capacity Early Warning _________ 3. Knowledge Building ECOWAS management (education, training, National Level research, and County information & communication Local management) 4. Risk management and District Level Development Community 5. Response and Level HOW TO GET THERE Preparedness Strategy / Action WHERE WE WANT TO BE Our Vision 7 Also adapted from: General guidelines for capacity assessment and development, UNDP, 1997 31

Annex 1(b): Information Collection Matrix Main 1. To review the effectiveness of DMU and partner institutions in DRR at local and national level. Objectives 2. To undertake an inventory and review national capacity building initiatives for disaster risk reduction. 3. To come up with a NAP – A DRR National Capacity Development Framework. Steps to CAPACITY9 DIMENSIONS identifying Capacity Needs KEY THEMES / COMPONENTS / OUTPUTS OF DRM8 1. Current situation – Structure & Infrastructure 2. Vision Information Processes 3. Strategy /action to achieve desired Mission & Human Financial competencies resources outcome/vision strategy resources resources 4. How to stay there 1. INSTITUTIONAL AND LEGAL SYSTEMS a) Organizational arrangements b) Legal /regulatory instruments/frameworks c) Policy planning and review d) Decentralization and governance e) Resources 2. RISK IDENTIFICATION a) Understanding /perceptions of DRM/RR b) Risk analysis 3. INFORMATION MANAGEMENT a) Education and training b) Public awareness & attitude c) Research d) Information and communication management. 4. RISK MANAGEMENT AND DEVELOPMENT a) Implementation of Risk Reduction activities b) Mainstreaming risk reduction in dev. planning. c) Recovery & reconstruction 5. PREPAREDNESS AND RESPONSE a) Response mechanisms incl. rapid onset assessments b) Preparedness/contingency plans c) Early warning systems d) Coordination & funding --M & E (cross cutting issue) 8 A set of indicators /benchmarks for success are developed for each Theme 9 Capacity: The ability of individuals, organizations, organizational units and /or systems to perform functions effectively, efficiently and sustainably. Implies that capacity is not a passive state but part of a continuing process; that human resources are central to capacity development; and that the overall context within which organizations undertake the ir functions are also key considerations in strategies for capacity development. 32

Annex 2: Disaster Risk Reduction Framework (UN/ISDR, 2004) 33 10

ANNEX 3: GLOSSARY OF BASIC TERMS IN DISASTER RISK REDUCTION Building codes: Ordinances and regulations controlling the design, construction, materials, alteration and occupancy of any structure to insure human safety and welfare. Building codes include both technical and functional standards. Capacity: A combination of all the strengths and resources available within a community, society or organization that can reduce the level of risk, or the effects of a disaster. Capacity may include physical, institutional, social or economic means as well as skilled personal or collective attributes such as leadership and management. Capacity may also be described as capability. Capacity building: Efforts aimed to develop human skills or societal infrastructures within a community or organization needed to reduce the level of risk. In extended understanding, capacity building also includes development of institutional, financial, political and other resources, such as technology at different levels and sectors of the society Disaster: A serious disruption of the functioning of a community or a society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources. A disaster is a function of the risk process. It results from the combination of hazards, conditions of vulnerability and insufficient capacity or measures to reduce the potential negative consequences of risk. Disaster risk management: The systematic process of using administrative decisions, organization, operational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This comprises all forms of activities, including structural and non -structural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards. Disaster risk (disaster reduction) reduction: The conceptual framework of elements considered with the possibilities to minimize vulnerabilities and disaster risks throughout a society, to avoid (preven tion) or to limit (mitigation and preparedness) the adverse impacts of hazards, within the broad context of sustainable development Early warning: The provision of timely and effective information, through identified institutions, that allows individuals exposed to a hazard to take action to avoid or reduce their risk and prepare for effective response. Early warning systems include a chain of concerns, namely: understanding and mapping the hazard; monitoring and forecasting impending events; processing and disseminating understandable warnings to political authorities and the population, and undertaking appropriate and timely actions in response to the warnings. El Niño-southern oscillation (ENSO): A complex interaction of the tropical Pacific Ocean and the global atmosphere that results in irregularly occurring episodes of changed ocean and weather patterns in many parts of the world, often with significant impacts, such as altered marine habitats, rainfall changes, floods, droughts, and changes in storm patterns. Emergency management: The organization and management of resources and responsibilities for dealing with all aspects of emergencies, in particularly preparedness, response and rehabilitation. Emergency management involves plans, structures and arrangements established to engage the normal endeavours of government, voluntary and private agencies in a comprehensive and coordinated way to respond to the whole spectrum of emergency needs. This is also known as disaster management Geological hazard: Natural earth processes or phenomena that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. 10 From: International Strategy for Disaster Reduction website: www.unisdr.org/eng/library/lib -terminology-eng-p.htm 34 Geographic information systems (GIS): Analysis that combine relational databases with spatial interpretation and outputs often in form of maps. A more elaborate definition is that of computer programmes for capturing, storing, checking, integrating, analysing and displaying data about the earth that is spatially referenced. Hazard: A potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Each hazard is characterised by its location, intensity, frequency and probability. Hazard analysis: Identification, studies and monitoring of any hazard to determine its potential, origin, characteristics and behaviour. Hydro-meteorological hazards: Natural processes or phenomena of atmospheric, hydrological or oceanographic nature, which may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Hydrometeorological hazards include: floods, debris and mud floods; tropical cyclones, storm surges, thunder/hailstorms, rain and wind storms, blizzards and other severe storms; drought, desertification, wildland fires, temperature extremes, sand or dust storms; permafrost and snow or ice avalanches. Hydrometeorological hazards can be single, sequential or combined in their origin and effects. Mainstreaming “…..the process of assessing the implications of disaster risk on any planned development action - from the policy to the program implementation – in all practice areas and at all levels. This process enables the incorporation of risk reduction concerns and experiences as an integral dimension of the design, implementation, monitoring and evaluation of UNDP policies and programs.” This process that enables actors to address and manage the root causes of risk (vulnerability, hazards and lack of capacity) in an effective and sustained manner through their development and humanitarian actions. This means integrating risk reduction measures into development and humanitarian programmes – also using outcomes of risk assessment for decision making in the humanitarian and development arena. Mitigation: Structural and non-structural measures undertaken to limit the adverse impact of natural hazards, environmental degradation and technological hazards. Natural hazards: Natural processes or phenomena occurring in the biosphere that may constitute a damaging event. Natural hazards can be classified by origin namely: geological, hydrometeorological or biological Preparedness: Activities and measures taken in advance to ensure effective response to the impact of hazards, including the issuance of timely and effective early warnings and the temporary evacuation of people and property from threatened locations Prevention: Activities to provide outright avoidance of the adverse impact of hazards and means to minimize related environmental, technological and biological disasters. Depending on social and technical feasibility and cost/benefit considerations, investing in preventive measures is justified in areas frequently affected by disasters. In the context of public awareness and education, related to disaster risk reduction changing attitudes and behaviour contribute to promoting a "culture of prevention". Recovery: Decisions and actions taken after a disaster with a view to restoring or improving the pre-disaster living conditions of the stricken community, while encouraging and facilitating necessary adjustments to reduce disaster risk. Recovery (rehabilitation and reconstruction) affords an opportunity to develop and apply disaste r risk reduction measures. Relief / response: The provision of assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected. It can be of an immediate, short - term, or protracted duration. 35 Risk: The probability of harmful consequences, or expected losses (deaths, injuries, property, livelihoods, economic activity disrupted or environment damaged) resulting from interactions between natural or human - induced hazards and vulnerable conditions. Conventionally risk is expressed by the notation Risk = Hazards x Vulnerability. Some disciplines also include the concept of exposure to refer particularly to the physical aspects of vulnerability. Beyond expressing a possibility of physical harm, it is crucial to recognize that risks are inherent or can be created or exist within social systems. It is important to consider the social contexts in which risks occur and that people therefore do not necessarily share the same Risk assessment/analysis: A methodology to determine the nature and extent of risk by analysing potential hazards and evaluating existing conditions of vulnerability that could pose a potential threat or harm to people, property, livelihoods and the environment on which they depend. The process of conducting a risk assessment is based on a review of both the technical features of hazards such as their location, intensity, frequency and probability; and also the analysis of the physical, social, economic and environmental dimensions of vulnerability and exposure, while taking particular account of the coping capabilities pertinent to the risk scenarios. Sustainable development: Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two key concepts: the concept of "needs", in particular the essential needs of the world's poor, to which overriding priority should be given; and the idea of limitations imposed by the state of technology and social organization on the environment's ability to meet present and the future needs. (Brundtland Commission, 1987). Sustainable development is based on socio-cultural development, political stability and decorum, economic growth and ecosystem protection, which all relate to disaster risk Technological hazards: Danger originating from technological or industrial accidents, dangerous procedures, infrastructure failures or certain human activities, which may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Some examples: industrial pollution, nuclear activities and radioactivity, toxic wastes, dam failures; transport, industrial or technological accidents (explosions, fires, spills). Vulnerability: The conditions determined by physical, social, economic, and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards. For positive factors, which increase the ability of people to cope with hazards, see definition of capacity. _______________________________________________________________________ 36