National Disaster Risk Management Strategy 2025-2030

NATIONAL DISASTER RISK MANAGEMENT STRATEGY 2025-2030 MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION NATIONAL DISASTER RISK MANAGEMENT STRATEGY 2025-2030 MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION National Disaster Risk Management Strategy – 2025-2030 Ministry of Interior & National Administration Harambee House P.O. Box 30510 – 00100 Harambee Avenue Nairobi, Kenya Tel: +254 20 222 741 Mail: info@interior.go.ke National Disaster Operations Centre 3rd Floor North Wing, Nyayo House P.O. Box 37300 – 00100 Nairobi, Kenya Tel: 0800 721 571 Mail: info@ndoc.go.ke VNATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 CONTENTS FOREWORD .............................................................................................................................VII ACKNOWLEDGEMENT ............................................................................................................VIII EXECUTIVE SUMMARY .............................................................................................................IX ACRONYMS AND ABBREVIATIONS ............................................................................................X DEFINITION OF TERMS ...........................................................................................................XII CHAPTER ONE: INTRODUCTION ................................................................................................ 1 1.1. The Kenya National DRM Strategy (2025 - 2030) ............................................................................1 1.2. The Context of Strategy Planning ........................................................................................................1 1.3. Rationale ...................................................................................................................................................1 1.4. Hazards and Disaster Risks Profile of Kenya ....................................................................................1 CHAPTER TWO: DISASTER RISK GOVERNANCE IN KENYA ....................................................... 4 2.1 Policy Framework ...................................................................................................................................4 2.2. Legal Framework ..................................................................................................................................5 2.3. Institutional Framework.........................................................................................................................7 2.4. Current Disaster Risk Management Framework ..............................................................................9 CHAPTER THREE: SITUATION AND STAKEHOLDER ANALYSIS ................................................ 14 3.1. SWOT Analysis .....................................................................................................................................14 3.2. Best Practices and Lessons Learned in DRM ...............................................................................16 3.3. Stakeholders’ Analysis .........................................................................................................................17 CHAPTER FOUR: GUIDING PRINCIPLES, STRATEGIC OBJECTIVE, PILLARS FOR ACTION AND ANTICIPATORY ACTION .......................................................................................................... 19 4.1. Guiding Principles .......................................................................................................................................19 4.2. Strategic Objective ......................................................................................................................................20 4.3. Pillars for Action ..........................................................................................................................................20 4.4. Anticipatory Action .....................................................................................................................................21 CHAPTER FIVE: DATA AND KNOWLEDGE MANAGEMENT ........................................................ 23 5.1. Evidence-based Decision-Making ......................................................................................................23 5.2. Data and Knowledge Management ...................................................................................................23 5.3. Knowledge Management ....................................................................................................................25 VI NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 CHAPTER SIX: IMPLEMENTATION OF THE DRM STRATEGY ................................................... 26 6.1. Governance and Implementation Structure ....................................................................................26 6.2. Partnerships and Financial Resources .............................................................................................27 6.3. Communication ....................................................................................................................................29 6.4. Whole-of-Society Engagement...........................................................................................................30 6.5. International Cooperation and Global Partnership .........................................................................30 CHAPTER SEVEN: MONITORING, EVALUATION AND LEARNING .............................................. 34 ANNEXES ................................................................................................................................ 35 REFERENCES ........................................................................................................................... 40 VIINATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 The Fourth Schedule of the Constitution of Kenya (2010) assigns disaster management functions to both the National and County Governments. Kenya Vision 2030, which outlines the country’s development priorities by the year 2030, identifies risk reduction as a key government priority. However, Kenya’s response to disaster risks has historically been predominantly reactive and short-term, due to deficiencies in legal and institutional frameworks, insufficient investment in Disaster Risk Reduction (DRR), and prolonged reliance on the Disaster Risk Reduction Strategy (2006–2016) aligned with the Hyogo Framework. The 2025–2030 strategy, aligned with the Sen- dai Framework for Disaster Risk Reduction (SFDRR) 2015–2030, emphasizes the need to establish, streamline, finance, and strengthen Disaster Risk Management (DRM) institutions, coordination frameworks, partnerships, and reg- ulations in Kenya. The strategy acknowledges the roles played by both levels of government in DRM. A comprehensive national DRM strategy will ensure that interventions are appropriately planned, budgeted for, monitored, and evaluat- ed across all phases of the DRM continuum. The overall objective of the national DRM Strat- egy is to effectively implement risk reduction actions within the DRM framework and, most importantly, to integrate DRM into planning and practice. This will reduce the exposure and vul- nerability of communities to hazards while en- hancing their capacity to withstand the effects of those hazards. In support of this overall objective, the Nation- al DRM Strategy identifies five priority areas: the establishment of an institutional and legal framework for DRM; the enhancement of DRM capacities within institutions; disaster informa- tion management; strengthening resilience at national, county, and local levels to the impacts of disasters and climate change; and main- streaming disaster risk management into sus- tainable development policies, strategies, and plans at all levels and across all sectors. The implementation of the DRM Strategy will ensure that development programs within the country do not inadvertently reverse the gains made in disaster risk reduction, thereby strengthen- ing and sustaining the resilience of vulnerable communities to hazards. This approach marks a critical shift from short-term relief responses toward sustainable development, continual risk reduction, and enhanced preparedness. In conclusion, the Ministry of Interior and Na- tional Administration is committed to coordi- nating the implementation of the DRM Strategy, with the goal of achieving excellence in disaster risk management. This effort aims to signifi- cantly reduce disaster risk and minimize losses in lives, livelihoods, and property across all sec- tors and communities in Kenya. FOREWORD Hon. Onesimus Kipchumba Murkomen EGH Cabinet Secretary Ministry of Interior and National Administration VIII NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 The Government of Kenya recognizes that disaster management is everyone’s responsibility. Accordingly, the National DRM Strategy 2025–2030 has been developed through a consultative process involving a cross-section of DRM stakeholders at all levels. Inputs, feedback, and comments from experts across various organizations and partners have ensured that the DRM Strategy aligns with the Constitution of Kenya (2010). This Strategy provides a guiding framework for delivering the country’s DRM aspirations and envisions excellence in disaster risk management through the establishment of an enabling policy, legal, institutional, planning, and financing framework. It is informed by the views of the National Platform on DRR and the Kenyan communities, ensuring that the interests of all stakeholders are represented. I wish to acknowledge our partners for their involvement, technical inputs, and guidance throughout the development and review of this document. Their valuable contributions have provided a solid foundation for the National DRM Strategy, which will serve as a basis for building the necessary institutional capacity to reduce disaster risks and minimize losses in human, animal, economic, environmental, and social assets in Kenya. I also extend my appreciation to the members of the National Platform for DRR, comprising representatives from various Government Ministries, Departments, and Agencies; the Council of Governors; Masinde Muliro University of Science and Technology (MMUST); the Kenya Red Cross Society; the British Council; UNDRR; UNICEF; UNDP; IOM; WFP; UNFPA; World Vision Kenya; The World Bank, Mount Kenya University, ICPAC-IGAD, K4R, and Defence Threat Reduction Agency (DTRA) for their commitment and excellent work coordinated by the National Disaster Operation Centre. Their contribution has provided a strong foundation for the National DRM Strategy, which lays the groundwork for enhancing institutional capacity to mitigate disaster risks. Ultimately, this will aid in minimizing the loss of lives and livelihoods, supporting the achievement of sustainable development. Dr. Raymond Omollo, PhD, CBS Principal Secretary Internal Security and National Administration ACKNOWLEDGEMENT IXNATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Disasters, if not effectively managed, result in loss of lives and often reverse the gains of economic development by destroying fixed assets and physical capital, interrupting production and trade, and diverting or depleting both savings and private and public investments. In Kenya, disasters disrupt livelihoods annually, affecting many citizens. This strategy provides a guiding framework for realizing the country’s Disaster Risk Management (DRM) aspirations. It envisions excellence in DRM through the establishment of an enabling policy, legal, institutional, planning, and financing framework. The overall objective of the National DRM Strategy is to effectively implement risk reduction actions within the DRM framework and, most importantly, to integrate DRM into planning and practice, reduce communities’ exposure and vulnerability to hazards, and strengthen the capacity of affected communities to withstand the effects of those hazards. The strategy comprises seven chapters. Chapter One provides an overview of the Kenya National DRM Strategy and the context in which it was developed, taking into account national, regional, sub-regional, and international frameworks, with the Constitution of Kenya (2010) as the supreme reference. It also presents the rationale for the strategy, its purpose, and the hazard and disaster risk profile of Kenya. Chapter Two gives an overview of Disaster Risk Governance in Kenya. It outlines the key components shaping the country’s approach to managing disaster risks, including the policy, legal, and institutional frameworks. These frameworks are crucial for establishing a coordinated and effective DRM system, ensuring alignment of all stakeholders—from national to local levels—in reducing risks and responding to emergencies. The chapter also explores the relationship between the Strategy and the current DRM framework. Chapter Three offers a comprehensive analysis of the current DRM landscape in Kenya, highlighting the roles of various stakeholders. It presents a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to assess the effectiveness of ongoing DRM efforts. Chapter Four outlines the guiding principles, strategic objectives, pillars for action, and anticipatory action for DRM. Chapter Five addresses data and knowledge management, with a focus on data collection, processing, sharing, and information exchange. It also emphasizes the importance of sectoral linkages for effective DRM. Chapter Six discusses the implementation of the DRM strategy. It covers governance and implementation mechanisms, financial resources, budgeting, reserve funds, contingent financing, program-based risk transfer, and other funding sources. Additionally, it addresses media and communication, early warning systems, behavior change communication, information sharing and coordination, community engagement, risk communication, awareness creation, advocacy, whole-of-society engagement, international cooperation, and global partnerships. Chapter Seven focuses on monitoring, evaluation, and learning to ensure sustainability, transparency, accountability, and professionalism at all levels. It includes reporting mechanisms and performance indicators for tracking the strategy’s progress. The process of formulating this strategy has been extensive, participatory, and consultative, involving a diverse range of stakeholders through literature reviews, and both physical and virtual meetings. The strategy is designed to cover a five-year period (2025–2030), with provisions for a mid-term review. It calls for the strengthening of institutional DRM structures and the establishment of a comprehensive legal framework to address ongoing and emerging challenges. The strategy makes a clarion call for whole-of-society involvement and active partnership engagement. EXECUTIVE SUMMARY X NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 AA Anticipatory Action AAs Anticipatory Actions ARSDRR Africa Regional Strategy for Disaster Risk Reduction AU African Union AUC African Union Commission BETA Bottom Up Economic Transformation Agenda Cat DDO Catastrophe Deferred Drawdown Option CBO Community-Based Organization CDRMC County Disaster Risk Management Committee CIDP County Integrated Development Plan CoG Council of Governors CS Cabinet Secretary CSOs Civil Society Organizations DRM Disaster Risk Management DRMF Disaster Risk Management Framework DRR Disaster Risk Reduction DRRS Disaster Risk Reduction Strategy EAC East African Community EIA Environmental Impact Assessment FBOs Faith-Based Organizations GDP Gross Domestic Product GIS Geographical Information System GMO Genetically Modified Organisms GoK Government of Kenya HFA Hyogo Framework for Action HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome ICT Information and Communication Technology IGAD Inter-Governmental Authority on Development IGOs Inter-Governmental Organizations INGOs International Non-Governmental Organizations IOM International Organization for Migration KMD Kenya Meteorological Department KRCS Kenya Red Cross Society ACRONYMS AND ABBREVIATIONS XINATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 LMOs Living Modified Organisms MDAs Ministries, Departments, and Agencies MMUST Masinde Muliro University of Science and Technology MOALD Ministry of Agriculture and Livestock Development MOINA Ministry of Interior and National Administration MoU Memorandum of Understanding MTP Medium Term Plan NAP National Adaptation Plan NCCAP National Climate Change Action Plan NDMA National Drought Management Authority NDMU National Disaster Management Unit NDOC National Disaster Operations Centre NDRMP National Disaster Risk Management Policy NEMA National Environment Management Authority NGOs Non-Governmental Organizations NSC National Security Council PFMA Public Finance Management Act PoA Programme of Action PS Principal Secretary RECs Regional Economic Communities RICs Regional Implementation Centers SAGAs Semi-Autonomous Government Agencies SFDRR Sendai Framework for Disaster Risk Reduction SWOT Strengths, Weaknesses, Opportunities, Threats NT The National Treasury UNDAF United Nations Development Assistance Framework UNDP United Nations Development Programme UNDRR United Nations Office for Disaster Risk Reduction UNFCCC United Nations Framework Convention on Climate Change UNHCR United Nations High Commission for Refugees UNISDR United Nations International Strategy for Disaster Reduction WFP World Food Program WHO World Health Organisation XII NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Anticipatory action A short-term disaster risk management approach where targeted interventions are implemented before the full impacts of a hazard unfold. These actions aim to reduce or prevent harm to vulnerable communities at risk, and require pre-arranged funding and planning. Anticipatory actions A set of predefined interventions triggered by forecast-based thresholds and comprehensive risk analysis. These actions are taken in advance of a predicted hazard to prevent or mitigate its potential negative impacts on at- risk populations. Build back better The use of the recovery, rehabilitation, and reconstruction phases after a disaster to increase resilience in nations and communities. This is achieved through the integration of disaster risk reduction measures into the restoration of physical infrastructure, societal systems, and the revitalization of livelihoods, economies, and the environment. Climate change Refers to a change in the climate system caused by significant increases in the concentration of greenhouse gases due to human activities. This change is in addition to the natural climate variations that have been observed over considerable periods. Contingency planning A management process that analyzes disaster risks and establishes pre-arranged measures to ensure timely, effective, and appropriate responses. Critical infrastructure The physical structures, facilities, networks, and assets that provide essential services for the social and economic functioning of a community or society. Disaster A serious disruption in the functioning of a community or society, occurring at any scale, due to hazardous events interacting with conditions of exposure, vulnerability, and capacity. This leads to one or more of the following: human, animal, material, economic, and environmental losses and impacts. Disaster loss database A set of systematically collected records about disaster occurrences, damages, losses, and impacts, in compliance with the Sendai Framework for Disaster Risk Reduction 2015- 2030 monitoring minimum requirements. Disaster damage Disaster damage occurs during and immediately after a disaster. It is typically measured in physical units (e.g., square meters of housing, kilometers of roads, etc.) and refers to the total or partial destruction of physical assets, disruption of basic services, and damage to sources of livelihood in the affected area. Disaster impact Disaster impact refers to the total effect of a hazardous event or disaster, encompassing both negative (e.g., economic losses) and positive effects (e.g., economic gains). This includes economic, human, and environmental impacts, and may involve death, injuries, disease, and other negative effects on human physical, mental, and social well-being. Disaster management The organization, planning, and implementation of measures for preparing for, responding to, and recovering from disasters. Disaster risk The potential loss of life, injury, or damage to assets that could affect a system, society, or community within a specific period. It is determined probabilistically as a function of hazard, exposure, vulnerability, and capacity. DEFINITION OF TERMS XIIINATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Disaster risk assessment A qualitative or quantitative process used to determine the nature and extent of disaster risk by analyzing potential hazards and evaluating existing conditions of exposure and vulnerability. This assessment helps identify risks that could harm people, property, services, livelihoods, and the environment on which they depend. Disaster risk governance The system of institutions, mechanisms, policies, legal frameworks, and other arrangements that guide, coordinate, and oversee disaster risk reduction and related policy areas. Disaster risk information Comprehensive data on all dimensions of di- saster risk, including hazards, exposure, vulner- ability, and capacity, as they relate to individu- als, communities, organizations, countries, and their assets. Disaster risk management The application of disaster risk reduction policies and strategies to prevent new risks, reduce existing risks, and manage residual risks. This contributes to strengthening resilience and reducing disaster losses. Disaster risk reduction Disaster risk reduction aims to prevent new disaster risks, reduce existing risks, and manage residual risks. These efforts contribute to strengthening resilience and, ultimately, to achieving sustainable development. Disaster Risk Financing System A set of institutions, relationships, and opera- tional procedures designed to arrange financing in advance to support disaster preparedness, response, recovery, and reconstruction, covering the future costs associated with these activities. Early warning system An integrated system that combines hazard monitoring, forecasting, disaster risk assess- ment, communication, and preparedness activ- ities. It enables individuals, communities, gov- ernments, businesses, and others to take timely action to reduce disaster risks before hazard- ous events occur. Emergency The term “emergency” is sometimes used interchangeably with “disaster,” particularly in the context of biological, technological, or health hazards. However, an emergency can also refer to hazardous events that do not result in the serious disruption of a community’s or society’s functioning. Exposure The situation where people, infrastructure, housing, production capacities, and other tangible human assets are located in hazard- prone areas. Hazard A process, phenomenon, or human activity that has the potential to cause loss of life, injury, health impacts, property damage, social and economic disruption, or environmental degradation. Mitigation The process of lessening or minimizing the adverse impacts of a hazardous event. National platform for disaster risk reduction A generic term for national mechanisms that coordinate and provide policy guidance on disaster risk reduction. These platforms are multisectoral and interdisciplinary, involving public, private, and civil society participation from all concerned entities within a country. Preparedness The knowledge and capacities developed by governments, response and recovery organizations, communities, and individuals to effectively anticipate, respond to, and recover from the impacts of likely, imminent, or ongoing disasters. Prevention Activities and measures taken to avoid both existing and new disaster risks. Reconstruction The medium- and long-term rebuilding and sustainable restoration of resilient critical infrastructure, services, housing, facilities, and livelihoods necessary for the full functioning of a community or society affected by a disaster. XIV NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 This process aligns with the principles of sustainable development and “build back better,” aiming to avoid or reduce future disaster risks. Recovery The process of restoring or improving livelihoods, health, and economic, physical, social, cultural, and environmental assets, systems, and activities of a disaster-affected community or society. Recovery aligns with the principles of sustainable development and “build back better,” aiming to avoid or reduce future disaster risks. Rehabilitation The restoration of basic services and facilities necessary for the functioning of a community or society affected by a disaster. Residual risk The disaster risk that remains unmanaged, even when effective disaster risk reduction measures are in place. Emergency response and recovery capacities must be maintained to address this remaining risk. Resilience The ability of a system, community, or society exposed to hazards to resist, absorb, accommodate, adapt to, transform, and recover from the effects of a hazard in a timely and efficient manner. This includes preserving and restoring essential structures and functions through effective risk management. Response Actions taken before, during, or immediately after a disaster to save lives, reduce health impacts, ensure public safety, and meet the basic subsistence needs of affected populations. Retrofitting The reinforcement or upgrading of existing structures to make them more resistant and resilient to the damaging effects of hazards. Structural and non-structural measures Structural measures refer to any physical construction designed to reduce or avoid the possible impacts of hazards, or the application of engineering techniques and technology to enhance hazard resistance and resilience in structures or systems. Non-structural measures involve actions that do not require physical construction, instead using knowledge, practices, or agreements to reduce disaster risks and impacts. These include policies and laws, public awareness raising, training, and education. Underlying disaster risk drivers Processes or conditions, often related to development that influence disaster risk by increasing exposure and vulnerability or reducing capacity. Vulnerability The conditions determined by physical, social, economic, and environmental factors or processes that increase the susceptibility of individuals, communities, assets, or systems to the impacts of hazards. 1NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 1.1. The Kenya National DRM Strategy (2025 - 2030) Kenya is frequently vulnerable to the impacts of various disasters, which have been further ex- acerbated by climate change, weather variabil- ity, and asset exposure, increased populations in disaster-prone areas, unplanned urban settle- ments, and environmental degradation, among other factors. The effects of these disasters have shaped the development of this Disaster Risk Management (DRM) Strategy, which also builds on lessons learned from the implementation of the Disas- ter Risk Reduction (DRR) strategy (2006-2016). However, the DRR strategy was not reviewed due to inadequate resources. This new strategy serves as a roadmap for creating a common un- derstanding of prevailing disaster risks, evaluat- ing the current DRM system and its capacities, and achieving disaster risk reduction goals and targets through national multi-stakeholder con- sultations. 1.2. The Context of Strategy Planning This Strategy Plan has been developed with consideration of the following national, regional, and international frameworks: the Constitution of Kenya 2010; Medium Term Plans III and IV of Kenya Vision 2030; the Bottom-Up Econom- ic Transformation Agenda (BETA); the National Disaster Risk Reduction Strategy (2006-2016); the National Policy on Disaster Risk Manage- ment (2017); African Union Agenda 2063; the IGAD Regional Strategy for Disaster Risk Man- agement (2019-2030); the EAC Agenda/Vision 2050; the Sendai Framework for Disaster Risk Reduction 2015-2030; the Paris Agreement; the United Nations Framework Convention on Cli- mate Change (UNFCCC); and the Sustainable Development Goals. 1.3. Rationale Kenya has faced disasters that have signifi- cantly impacted its socio-economic and envi- ronmental well-being, making disaster risk re- duction a critical national priority. To effectively address this, disaster risk reduction must be strategically planned and executed. This strat- egy will provide a comprehensive framework to guide disaster risk management efforts across the country. A well-rounded Disaster Risk Management (DRM) Strategy will ensure that appropriate interventions are properly planned, budgeted, monitored, and evaluated at each stage of the DRM continuum (mitigation, preparedness, re- sponse, and recovery). This approach will pro- tect lives and livelihoods, sustain development gains, and strengthen the country’s resilience. 1.4. Hazards and Disaster Risks Profile of Kenya Kenya is exposed to a wide range of natural and human-induced hazards, including droughts, floods, landslides, disease outbreaks, fires, and technological accidents. These hazards have varying impacts across different regions, de- pending on geographical, environmental, and socio-economic factors. To better understand and manage disaster risks, it is important to detail the country’s vulnera- bilities and levels of exposure. Vulnerabilities stem from factors such as poverty, unplanned urbanization, environmental degradation, and limited access to basic services. Exposure is influenced by the location of populations, criti- cal infrastructure, and economic assets in haz- ard-prone areas. Developing a comprehensive risk profile re- quires reliable and up-to-date data, which can be sourced from relevant ministries, agencies, CHAPTER ONE: INTRODUCTION 2 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 and institutions such as the Kenya National Bu- reau of Statistics (KNBS), the National Disaster Operations Centre (NDOC), and sector-specific bodies. The integration of this data into disas- ter risk management planning will ensure more targeted interventions and better resource allo- cation for building resilience. 1.4.1. Hazards Risks in Kenya Natural and human-induced hazards often re- sult in disasters that are distinct in terms of: a. Complexity: This refers to factors such as the frequency of occurrences, geographical extent, timing (specific dates and duration), severity of impacts, and the interconnect- edness or synergy of multiple events. b. Influence of Climate Change: Climate change has intensified disasters by increas- ing their complexity, frequency, and intensity. It has also weakened cultural coping mech- anisms, reducing communities’ ability to adapt and thereby increasing vulnerability. c. Policies and Strategies: The management of disasters is guided by policies and strat- egies that emphasize anticipatory actions, early warning and early action systems for all, and consideration of cultural influenc- es. These efforts are aligned with national development priorities such as the Medi- um Term Plan IV (MTP IV) of Kenya Vision 2030. 1.4.2. Types of Hazards The main hazards in Kenya include the following: a. Hydro-meteorological hazards These are hazards of atmospheric, hydro- logical, or oceanographic origin. Examples include floods (including flash floods), droughts, heatwaves and cold spells, coast- al storm surges, and tropical cyclones (also known as typhoons and hurricanes). Hydro-meteorological conditions can also contribute to other hazards such as land- slides, wildfires, locust plagues, epidemics, and the transport and dispersal of toxic substances and volcanic materials. b. Environmental hazards These hazards may include natural and bio- logical hazards and are often driven by en- vironmental degradation or pollution of air, water, and soil. Examples include soil degra- dation, deforestation, and loss of biodiversi- ty, salinization, and sea-level rise. Many of these are considered drivers of hazard and risk rather than hazards themselves. c. Biological hazards These are of organic origin or transmitted by biological vectors, including pathogenic microorganisms, toxins, and bioactive sub- stances. Examples include pests, disease outbreaks, pandemics, invasive species, GMOs/LMOs, bacteria, viruses, parasites, venomous wildlife and insects, poisonous plants, and disease-carrying mosquitoes. d. Geological or geophysical hazards These originate from internal earth process- es. Examples include earthquakes, tremors, volcanic activity and emissions, and relat- ed geophysical processes such as mass movements, landslides, rockslides, surface collapses, and debris or mudflows. Hy- dro-meteorological factors often contribute to these processes. Although tsunamis are triggered by undersea geological events, they become oceanic processes manifest- ed as coastal water-related hazards. e. Technological hazards These arise from technological or indus- trial conditions, dangerous procedures, infrastructure failures, or specific human activities. Examples include cybersecuri- ty threats, industrial pollution, toxic waste, dam failures, transport accidents, factory explosions, fires, chemical spills, e-waste, and GMOs/LMOs. Technological hazards may also result from the secondary im- pacts of natural hazard events. f. Radiation hazards Radiation hazards involve contamination by radioactive isotopes, typically resulting 3NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 from unsafe storage, nuclear accidents, or exposure through industries, medical and research institutions, military activities, and food supplies. Radiological hazards are of- ten fatal to those exposed. g. Social hazards and emerging issues These include civil disorder/unrest, migra- tion, corruption, poor urban planning, un- controlled informal settlements, non-com- pliance with traffic rules, over-enrolment in schools, and non-compliance with building codes and standards. These hazards are broadly categorized as either natural or man-made, with further distinctions based on their specific origin and nature. 1.4.3. Disaster Risk Profile Kenya is vulnerable to disasters as a result of both natural hazards and anthropogenic factors. 1.4.3.1. Natural Hazards Natural hazards such as floods, droughts, earthquakes, landslides, tropical cyclones, wild- fires, and tsunamis arise from geological or me- teorological phenomena. These events cause widespread devastation to infrastructure, liveli- hoods, and ecosystems. 1.4.3.2. Anthropogenic Disasters Anthropogenic disasters result from human ac- tivities, including land degradation, deforesta- tion of catchment areas, poor agricultural prac- tices, inappropriate land-use systems, industrial accidents, oil spills, urban fires, transportation mishaps, nuclear incidents, hazardous waste incidents, and changing living conditions. These disasters contribute significantly to increased disaster risk, environmental pollution, health hazards, and socio-economic disruptions. 1.4.3.3. New and Emerging Disasters In addition to the hazards that afflict the coun- try, there are new and emerging disasters that require further research. Some of these include: rise in the levels of inland lakes leading to the displacement of large populations; tectonic movements and fissures in the Rift Valley re- gion resulting in damage to infrastructure such as roads, farmland, schools, health centers, and human dwellings; emerging human and animal diseases. Communities worldwide, particularly in Kenya, are becoming increasingly connected through advanced communication methods, including terrestrial, marine, and air transportation, as well as internet communication technologies. This enhanced connectivity has several implica- tions: a) Increased mobility, leading to a greater number of people potentially being affected by disasters; b) Quicker receipt of information by commu- nities globally due to the internet, enabling faster reactions to new information; c) Greater vulnerability to internet-based haz- ards such as viruses, malware, cybersecu- rity threats, and artificial intelligence-related risks; and d) Faster spread of diseases. 4 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 2.1 Policy Framework The global framework for disaster risk reduction is represented by the Sendai Framework for Disaster Risk Reduction (SFDRR), which was adopted on 18th March 2015 in Sendai, Japan, by delegations from around the world. This framework is a successor to the Hyogo Framework for Disaster Reduction 2005-2015, which aimed to build the resilience of nations and communities to disasters. The SFDRR has seven targets as follows: a. Target A – Substantially reduce global disas- ter mortality by 2030, aiming to lower the av- erage per 100,000 global mortalities between 2020-2030 compared to 2005-2015; b. Target B – Substantially reduce the number of affected people globally by 2030, aiming to lower the average global figure per 100,000 between 2020-2030 compared to 2005-2015; c. Target C – Reduce direct disaster economic loss in relation to global gross domestic product (GDP) by 2030; d. Target D – Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030; e. Target E – Substantially increase the number of countries with national and local disaster risk reduction strategies by 2020; f. Target F – Substantially enhance international cooperation to developing countries through adequate and sustainable support to complement their national actions for implementation of this framework by 2030; and g. Target G – Substantially increase the availability of and access to multi-hazard early warning systems and disaster risk information and assessments to people by 2030. In addition to climate-related risks, the Sendai Framework also emphasizes the importance of addressing environmental degradation as a critical factor influencing disaster risk. Environmental hazards such as deforestation, loss of biodiversity, land degradation, and pollution are recognized as key drivers that exacerbate vulnerabilities and disaster impacts. Thus, disaster risk reduction strategies must integrate both climate resilience and environmental protection measures to ensure a holistic approach to sustainable development and risk management. The SFDRR serves as a guiding document for global efforts in disaster risk reduction, promoting a proactive and comprehensive approach to managing risks and minimizing the impacts of disasters. At the regional level, the strategy is guided by the Five Custom Targets (Targets A to G) under the African Union (AU) Programme of Action (PoA) for implementing the Sendai Framework for Disaster Risk Reduction (SFDRR). These Five Custom Targets are: i. Target 1 – Substantially increase the number of countries integrating Disaster Risk Reduction (DRR) into their educational systems at all levels, both as stand-alone curricula and as integrated components of other curricula; CHAPTER TWO: DISASTER RISK GOVERNANCE IN KENYA 5NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 ii. Target 2 – Increase the integration of DRR into regional and national sustainable development and climate change adaptation frameworks, mechanisms, and processes; iii. Target 3 – Substantially expand the scope and number of sources for domestic financing for DRR; iv. Target 4 – Increase the number of countries with risk-informed preparedness plans, and mechanisms for response, post-disaster recovery, and reconstruction, while ensuring periodic testing of these plans; and v. Target 5 – Substantially increase the number of regional networks or partnerships for knowledge management and capacity development, including the establishment of specialized regional centers and networks. At the sub-regional level, the East African Com- munity (EAC) and the Intergovernmental Au- thority on Development (IGAD) have also adopt- ed the SFDRR and are collaborating with the AU to implement the Four Priorities for Action of the Framework. At the national level, the strategy’s policy frame- work aligns with the Constitution of Kenya, 2010, specifically Clause 24 Part 1 of the Fourth Sched- ule, which assigns the National Government the mandate for disaster management, and Clause 12 Part 2 of the Fourth Schedule, which man- dates County Governments to manage fire ser- vices and disaster management. The strategy also draws from additional policies, including the Fourth Medium Term Plan (MTP IV) 2023–2027 of Kenya Vision 2030. Kenya Vision 2030, launched on 10th June 2008, is the coun- try’s long-term development blueprint, aimed at transforming Kenya into a newly industrializ- ing, middle-income nation that provides a high quality of life to all citizens in a clean and secure environment by 2030. It is being implement- ed through successive five-year Medium Term Plans (MTPs), with MTP IV (2023–2027) iden- tifying drought and disaster risk management as one of the key sectors. MTP IV recommends the development of a coordination framework to guide the implementation of DRM programs; en- hancement of human resources, equipment, and machinery capacities to respond to disasters; and the continuation of programs and projects, including addressing key priorities not achieved during the MTP III period when the sector was treated as a thematic area. Other policies informing this strategy include the Bottom-Up Economic Transformation Agenda (BETA), the National Disaster Risk Management Policy (2017), the Disaster Risk Financing Strate- gy (DRFS), County Integrated Development Plans (CIDPs), and County Disaster Risk Management Plans, among others. This policy framework supports and guides the coordination and accountability of sectoral policies. Overall, it promotes a “whole-of- government” approach to risk management and defines the role of all stakeholders in reducing, managing, and ensuring that development is risk-informed. 2.2. Legal Framework The national legal framework for Disaster Risk Management is anchored in the Constitution of Kenya and several key legislative acts, which collectively provide the foundation for the formulation and implementation of the disaster risk management strategy. 2.2.1. Basis for the National Legal Framework: a. Constitution of Kenya: • Clause 24 Part 1 of the Fourth Sched- ule: (Outlines the responsibilities of the national government in disaster risk man- agement). • Clause 12 Part 2: (Details the roles of county governments in disaster risk man- agement, emphasizing the devolved na- ture of governance in Kenya). b. National Drought Management Authority (NDMA) Act, 2016: • This act has significantly influenced the development of the disaster risk manage- 6 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 ment strategy. It underscores the impor- tance of consultation and collaboration among stakeholders in the creation and execution of preparedness strategies. c. Public Finance Management (PFM) Act, 2012: • Provides the financial framework within which disaster risk management strate- gies are implemented. • Public Finance Management (National Drought Emergency Fund) Regulation, 2021: This regulation specifically address- es the establishment of emergency funds by county governments under Section 110 of the PFM Act, 2012, ensuring that resources are available for disaster pre- paredness and response. d. Legal Notice 2238 of 1st April 2016: • This legal notice has also played a role in shaping the current disaster risk manage- ment strategy. e. Climate Change Act of 2016: • It integrates climate change consider- ations into Disaster Risk Management (DRM). It also mandates the development of strategies and action plans for climate change adaptation and mitigation, which are crucial for reducing the vulnerability of communities to climate-related disasters such as droughts, floods, and extreme weather events. The Act establishes the National Climate Change Council to co- ordinate climate actions across different sectors and levels of government, ensur- ing that DRM is aligned with climate resil- ience goals. f. The Environment Management and Coordination Act of 1999: • It contributes to Disaster Risk Manage- ment (DRM) in Kenya by mandating En- vironmental Impact Assessments (EIAs) to identify and mitigate potential disaster risks before project approval. It enforces pollution control and sustainable natural resource management, reducing the risk of disasters like water contamination, air pollution, and environmental degradation. g. The National Framework for Climate Services (NFCS): • The National Framework for Climate Services (NFCS) in Kenya is a stra- tegic initiative aimed at enhancing the delivery and use of climate infor- mation and services to support deci- sion-making across various sectors. It is designed to improve climate re- silience by ensuring that reliable and timely climate information is available to communities, governments, and sectors such as agriculture, water, health, disaster management, and in- frastructure. The NFCS facilitates the coordination between the Kenya Me- teorological Department (KMD) and other stakeholders to develop tailored climate services, including weather forecasts, early warning systems, and climate risk assessments. h. Physical and Land Use Planning Act No. 13 of 2019: • This Act provides a framework for the plan- ning, use, regulation, and development of land in Kenya. It supports disaster risk man- agement by ensuring that land use planning integrates risk reduction measures, thereby minimizing exposure and vulnerability to hazards. i. The National Building Code, Urban Areas and Cities Act: • The National Building Code: Establish- es standards for construction prac- tices, ensuring that buildings are de- signed and constructed to withstand hazards, thereby reducing disaster risk and enhancing public safety. j. Urban Areas and Cities Act: • Provides a framework for the gov- ernance and management of urban 7NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 areas and cities in Kenya, promoting sustainable urban development that incorporates disaster risk reduction and resilience measures. k. Water Act, 2016: • Provides for the management, con- servation, use, and control of water re- sources and supply services in Kenya. It supports disaster risk management by addressing issues related to water scarcity, flooding, and water-related hazards, and by promoting sustain- able water resource management. l. Forests Act: • Provides for the conservation, sus- tainable management, and utilization of forests in Kenya. It contributes to disaster risk management by promot- ing ecosystem restoration and protec- tion, which helps reduce risks such as floods, landslides, and droughts. Together, these legal instruments create a com- prehensive framework that guides the formu- lation, funding, and implementation of disaster risk management strategies in Kenya, ensuring that both national and county governments, along with various stakeholders, are well-pre- pared to handle emergencies, crises, and disas- ters. 2.3. Institutional Framework The institutional framework delineates the roles, relationships, and locations of organizations and institutions responsible for disaster risk reduction (DRR) governance. The Government assumes a central role in disaster risk management (DRM); however, the framework also emphasizes the critical contributions of non-state actors, including civil society organizations, the private sector, academia, and local communities. These actors are integral to the planning, coordination, support, and implementation of DRR initiatives. The framework clarifies the reporting lines among all stakeholders, establishes mechanisms for effective coordination, and assigns clear mandates and responsibilities. It ensures the designation of a single coordinating entity at each level of government and defines vertical and horizontal interactions across levels and sectors, thereby fostering a coherent, whole-of- society approach to disaster risk governance. 2.3.1. Current Institutional Framework 1. National Security Council (NSC): Serves as the highest authority within the disaster risk reduction (DRR) framework, providing over- all leadership, strategic direction, and policy oversight for disaster risk management ac- tivities. 2. Ad hoc Committee of Cabinet Secretaries (CSs): Represents the next level of authority, responsible for high-level decision- making and coordination of disaster risk management policies and actions. 3. Ad hoc Committee of Principal Secretaries (PSs): Tasked with operationalizing and overseeing the implementation of decisions made by the Ad hoc Committee of Cabinet Secretaries (CSs), ensuring coordinated execution of disaster risk management activities across sectors. 4. National Disaster Operations Centre (NDOC): Coordinates the overall response to emergencies, crises, or disasters by mobilizing resources from various government ministries, departments, and agencies (MDAs), ensuring timely and effective disaster response operations. 5. National Disaster Management Unit (NDMU): A specialized response service unit within the Kenya Police Service, tasked with providing emergency response services, managing disaster incidents, and supporting the overall disaster risk management efforts. 6. National Drought Management Authority (NDMA): Responsible for addressing drought emergencies in Kenya at an early stage, preventing escalation into full-scale disasters through proactive monitoring, preparedness, and response measures. 8 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 7. Climate Change Secretariat under Ministry of Environment, Climate Change and Forestry: Responsible for addressing climate change issues in Kenya, coordinating national efforts to mitigate and adapt to climate change impacts, and integrating climate considerations into disaster risk management strategies. 8. Kenya Meteorological Department (KMD): Provides weather forecasts, climate information, and early warnings for severe weather events. It monitors and analyzes meteorological data, supports disaster risk management and climate adaptation efforts, and engages in public awareness and capacity-building activities to enhance resilience and inform decision-making across various sectors. 9. Relevant National Government Institutions: Various institutions are assigned specific responsibilities for responding to emergencies, crises, or disasters within their designated sectorial areas, ensuring targeted and effective disaster risk management across different domains. 10. County Governments: Constitutionally mandated to manage disaster risk within their respective county boundaries, County Governments are responsible for coordinating disaster response and risk reduction efforts, tailored to the severity and level of the emergency, crisis, or disaster. 11. Disaster Management Committees: Responsible for coordinating emergency response and disaster management efforts at the county level, ensuring a unified approach to addressing local crises and disasters. This framework ensures that disaster risk management is carried out in a structured and coordinated manner, with clearly defined responsibilities at both the national and county levels, as well as among various stakeholders. The organogram of the current Institutional Framework is shown below: Fig. 1.1 Institutional Framework1 1 The Ministry of Interior and Coordination of National Government, 2024. 9NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 framework is designed to ensure a coordinated and effective approach to disaster management, emphasizing not only a timely response to disasters but also anticipatory action, mitigation, and preparedness. It aims to proactively reduce risk and build resilience before disasters occur, ensuring that all sectors are prepared to address potential threats. The framework also advocates for key principles, including: 2.4.1. Governance and Leadership Effective disaster risk management is under- pinned by strong governance and leadership, which are essential for generating the political will needed to develop, implement, and maintain the national DRM framework. This involves: Above figure depicts a hierarchical structure of disaster management committees in Kenya, showing the flow of responsibilities and coordination from the top to the grassroots level. This structure ensures that disaster risk management is integrated across all levels of government, from the national level down to individual villages, facilitating a coordinated and comprehensive approach to managing disasters. 2.4. Current Disaster Risk Management Framework The national government has played a critical role in establishing a comprehensive disaster risk management (DRM) framework that is applicable across both national and county levels of government, as well as to other stakeholders and institutions in various sectors such as housing, healthcare, and economics. This Fig. 1.2 National to County Level Structures 10 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 • Continuous Policy Updates: Acknowledging the importance of regularly updating the national disaster risk management policy to reflect changing risks and emerging challenges. • Formal Policy Formulation and Review Process: Establishing a structured process for the formulation and review of DRM policies to ensure they remain relevant and effective over time. • Defining Key Policy Elements: Clearly identifying the main components of DRM policy, such as risk assessment, preparedness, response, recovery, and resilience-building. • Implementation and Maintenance Procedures: Developing procedures for the implementation and maintenance of DRM initiatives, ensuring that policies are translated into actionable plans. • Monitoring and Evaluation: Continuously monitoring and reviewing the effectiveness of risk reduction actions to identify areas for improvement and adapt to new risks. These elements are essential for ensuring that DRM efforts are effectively guided and sustained at both the national and local levels. 2.4.2. Implementation Tools An effective disaster risk management framework relies on a comprehensive set of implementation tools that ensure the framework is operational and effective. These tools encompass policies, institutional arrangements, and legal frameworks tailored to address the specific needs of each action within the DRM framework. They define the roles and responsibilities of the various stakeholders involved, ensuring clarity and coordination in executing disaster risk management activities. Additionally, these tools identify the necessary resources, both human and financial, required to successfully implement and sustain the DRM framework. 2.4.2.1. Key CompWonents of the DRM Framework: The disaster risk management (DRM) framework is built on several critical components that ensure its effectiveness in addressing disaster risks. These include: • Policies: Serve as strategic guidelines, outlining the goals, objectives, and priorities for disaster risk management. They provide the foundation for all DRM activities, ensuring that efforts are aligned with national priorities. • Institutional Arrangements: Define the organizational structure and mechanisms for coordinating DRM efforts across different levels of government and among various stakeholders. These arrangements ensure seamless collaboration and accountability in disaster response and risk reduction. • Legal Frameworks: Establish the legal authority and obligations for DRM, ensuring that all actions are supported by law and that there is accountability in the execution of DRM activities. Legal frameworks also help define the roles and responsibilities of all involved parties. • Financing Mechanism: Provide the financial resources required for the implementation and sustainability of DRM activities. A well- structured financing mechanism ensures that funds are available for both immediate disaster response and long-term risk reduction initiatives, facilitating timely and effective action. Together, these components create a cohesive DRM framework that addresses the diverse risks faced by Kenya. The framework not only enables efficient disaster response but also emphasizes the importance of risk reduction and resilience-building to minimize the impact of future disasters. The current DRM Framework diagram is shown in the figure below. 11NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 2.4.2.2. Elements of the Disaster Risk Management (DRM) Framework The Disaster Risk Management (DRM) Framework is comprehensive, integrating both structural measures (physical and technical) and non-structural measures (diagnostic, policy, and institutional) across the three phases of the disaster risk continuum: pre- disaster (mitigation and preparedness), disaster response, and post-disaster (recovery). This integrated approach ensures a coordinated and effective response to disasters, addressing the diverse risks and challenges at each stage while promoting resilience and sustainable recovery. 2.4.2.2.1. Pre-disaster Phase This phase focuses on proactive measures that aim to minimize the impact of potential disasters. It includes: The current DRM Framework diagram is shown in the figure below. Fig. 1.3 Disaster Risk Management Framework (DRMF) 1Ongoing Development Activities: Integration of DRM aspects within development programs to ensure that risk reduction is a continuous consideration. 1 Modified from Carter N. (1992). Participatory Action for stakeholder contribution Establish the context in relation to potential hazards Vulnerability Assessment vs. capacities Risk Assessment Hazard Assessment Action planning for identifying risk management Intervention Risk Treatment through the integration of risk reduction measures in development planning Monitor and evaluate for performance review and revisions Mitigation Preparedness Response Policy, Legal Arrangem ents and Institutional Fram ew ork Fig. 1.3 Disaster Risk Management Framework (DRMF) Ongoing Development Activities: Integration of DRM aspects within development programs to ensure that risk reduction is a continuous consideration.2 2 Modified from Carter N. (1992). 12 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 • Ongoing Development Activities: Integra- tion of DRM aspects within development programs to ensure that risk reduction is a continuous consideration. • Risk Assessment: A diagnostic process to identify the risks that communities face, forming the foundation for informed deci- sion-making and planning. • Prevention: Activities designed to avoid or eliminate the adverse impacts of hazards before they occur. • Mitigation: Implementation of structural (e.g., building infrastructure) and non-struc- tural (e.g., policy regulations) measures to limit the severity of the adverse impacts of hazards. • Preparedness: Actions and measures taken in advance to ensure a timely and effective response to potential disasters, such as emergency planning, training, and stockpil- ing of resources. • Early Warning: Systems for providing timely and effective information to populations at risk, enabling them to take actions to avoid or reduce the impact of hazards. 2.4.2.2.2. Disaster Response Phase This phase deals with immediate actions taken during and immediately after a disaster to pro- tect lives and livelihoods: • Evacuation: The organized and temporary mass departure of people and property from threatened areas to safer locations. • Saving People and Livelihoods: Protection and assistance efforts focused on preserv- ing human lives and critical livelihood re- sources during emergencies. • Immediate Assistance: Provision of critical assistance such as food, water, shelter, and medical care during or immediately after a disaster to those affected. 2.4.2.2.3. Post-disaster Phase This phase focuses on recovery and rebuilding efforts after the immediate threat has passed: • Ongoing Assistance: Continued support to affected communities until a certain level of recovery is achieved. • Recovery: Actions taken to restore essential infrastructure, services, and the socio-eco- nomic fabric of affected areas. • Reconstruction: Efforts to rebuild and re- settle affected communities, ensuring that the rebuilt environment is more resilient to future hazards. • Economic and Social Recovery: Measures taken to normalize the economy and social systems, helping communities return to a stable state. • Ongoing Development Activities: Continu- ous engagement in development programs that integrate lessons learned from the di- saster, contributing to long-term resilience. • Risk Assessment and Adaptation: Post-di- saster diagnostic processes to identify any new or evolving risks that may arise as com- munities rebuild. 2.4.2.3. Principles of the DRM Framework The DRM Framework stands out due to its ho- listic approach to disaster risk management, highlighting the interconnectedness of hazards, disaster risks, and development processes. The framework offers several valuable benefits: • Holistic Approach: It illustrates the relation- ships between various phases of disaster management, where prevention and mitiga- tion are connected to development, while re- lief and recovery are linked to humanitarian assistance. Preparedness plays a crucial role in linking these efforts, ensuring continuity and coherence. • Foundation for DRM: The framework lays the foundation for managing disaster risks by establishing common goals and strate- 13NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 gies for disaster risk reduction. It also directs and secures necessary resources—human, financial, informational, and material—to- wards disaster risk reduction efforts. • Coordination and Partnerships: The frame- work encourages coordinated efforts and partnerships among various stakeholders, promoting a unified approach to reducing disaster risks. • Public Commitment and Institutional Sys- tems: It serves as a basis for fostering pub- lic commitment and developing institutional systems, including organizational capaci- ties, policy, legislation, and community ac- tion. Additionally, it addresses environmen- tal management, land use planning, urban planning, protection of critical facilities, the application of science and technology, part- nership and networking, and financial in- struments. • Inclusion of Traditional Coping Strategies: The DRM Framework recognizes and values the traditional coping strategies of commu- nities and households. By constructively integrating these strategies, the framework supports community ownership of the DRM process, minimizing the passive dependen- cy that may arise from external relief efforts. • DRM Financing: The framework empha- sizes the importance of securing adequate financing for disaster risk management ef- forts. This includes both public and private investments, as well as international aid and donor funding, ensuring that sufficient re- sources are available for disaster prepared- ness, response, recovery, and long-term risk reduction. It encourages the use of innova- tive financial instruments, such as insurance and risk financing mechanisms, to increase the financial resilience of communities and governments. Overall, the DRM Framework in Kenya is de- signed to be a dynamic and inclusive tool that not only addresses the technical and logistical aspects of disaster risk management but also promotes a sense of ownership and resilience within communities. This approach ensures that disaster responses are not only effective but also sustainable, ultimately reducing the population’s vulnerability to future hazards. 14 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 This chapter offers a comprehensive analysis of the current Disaster Risk Management (DRM) landscape, providing insights into the existing conditions and the roles of various stakeholders. It explores the overall DRM situation in Kenya, identifying the Strengths, Weaknesses, Oppor- tunities, and Threats (SWOT) that influence the effectiveness of disaster risk management ef- forts. Furthermore, the chapter highlights Best Practices and Lessons Learned from past DRM experiences, contributing to the ongoing im- provement of disaster management strategies. 3.1. SWOT Analysis The SWOT analysis provides a strategic overview of the Disaster Risk Management (DRM) situation by identifying and assessing four key aspects: Strengths, Weaknesses, Opportunities, and Threats. 3.3.1. Strengths The strategy recognizes the resources and capabilities that enhance the achievement of its mandate and strategic objectives. These strengths are identified as follows: CHAPTER THREE: SITUATION AND STAKEHOLDER ANALYSIS Table 1: Strategy Strengths Items Strategic Implementation Strategic Response Availability of specialists Available personnel for specialized disaster management/response Develop unique skills Government budgetary support Enhanced financial stability Ensure compliance and prudent use of resources Qualified human resource Available to deliver DRM mandate Deliver quality DRM mandate An environment conducive for innovation Provide opportunity for personnel to be innovative Encourage an innovative culture among personnel Location within capital Ease of access to operation center Ease of deployment Many links with community, national, and international organizations, including private sector partnerships Increase collaboration opportunities Identify areas of collaboration and sign MoUs Private sector partnership Strengthen engagement with private sector entities Foster long-term strategic partnerships with the private sector DRM mainstreamed into the Medium Term Planning Alignment with the government agenda Facilitate the success of DRM in line with key government development themes Functional government systems with clear constitutional mandate Compliance with key legislative framework in the country Execute and implement key relevant legislations 15NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 3.3.2. Weaknesses These arise from deficiencies in resources and capabilities that impede the accomplishment of the mandate. The internal weaknesses that the strategy must address are identified as follows: Table 2: Strategy Weaknesses Items Strategic Implication Strategic Response Inadequate infrastructure Poor environment for personnel/ victims Engage in resource mobilization for infrastructural development Inadequate security system Compromised safety of disaster- affected populations and responders Strengthen security measures and foster regional coordination and collaboration Inefficient contract management Increased litigation costs Proper vetting of suppliers and transparent due diligence Insufficient ICT network Work breakdown and poor response delivery Upgrade ICT management to a strategic level Inadequate funds for DRM-related activities Limited response and recovery efforts Resource mobilization and encourage Public-Private Partnerships Inadequate legislative framework Weak enforcement mechanism for existing regulations/legislation Sensitize stakeholders on existing relevant regulations/legislation Low levels of automation Inefficient workflow Automate DRM processes 3.3.3. Opportunities These are current or potential favorable conditions in the external environment that can be leveraged to strengthen capacity. The opportunities that the strategy can capitalize on are as follows: Table 3: Strategy Opportunities Items Strategic Implication Strategic Response Investment in current tech- nologies Improvement of efficiency of ser- vices Incorporate ICT and emerging technol- ogies Potential for collaboration with learning institutions Access to learning, improved curric- ulum, and benchmarking Enter into partnerships Devolution and public sector reforms Need for development of training programs Institutionalize these programs Strategic location within capital Accessibility to EAC countries Aggressively reach out to the region Reduce replication of roles to reduce expenditure Increased revenue ratio Allow investment in other areas Kenya as a signatory to global instruments that guide DRM Compliance with key global legisla- tive frameworks Identify and align with key relevant global legislations 16 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 3.3.4. Threats These are unfavorable external conditions that may negatively impact the strategy. They could manifest as barriers, constraints, or any factors that may cause problems, damage, harm, financial loss, or injury to the strategy. The following potential threats to the strategy were identified: Table 4: Strategy Threats Items Strategic Implication Strategic Response Inadequate infrastructure Poor environment for personnel/victims Engage in resource mobilization for infrastructural development Inadequate security system Restricted access to disaster-affected areas, compromising timely response efforts Strengthen security measures to facilitate safe and effective disaster response Inefficient contract management Increased litigation costs Proper vetting of suppliers and transparent due diligence Insufficient ICT network Work breakdown and poor response delivery Upgrade ICT management to a strategic level Inadequate funds for DRM-related activities Limited response and recovery efforts Resource mobilization and encourage Public-Private Partnerships Inadequate legislative framework Weak enforcement mechanism for existing regulations/legislation Sensitize stakeholders on existing relevant regulations/legislation Low levels of automation Inefficient workflow Automate DRM processes a comprehensive legal and institutional framework for DRM, including the DRM Policy, DRM Strategy, DRM Act, and DRR Action Plan. Contingency plans are prepared based on potential scenarios, while response plans are crafted for actual events. Furthermore, there is a strong emphasis on utilizing indigenous knowledge in DRR efforts. 3.2.2. Lessons Learned Kenya will continue collaborating with other DRM institutions to exchange ideas on Disaster Risk Reduction (DRR) and achieve improved outcomes. This will include ensuring effective coordination across all phases of the DRM cycle, establishing a practical DRM framework, and emphasizing the importance of public awareness and active participation in DRR activities. 3.2. Best Practices and Lessons Learned in DRM The effectiveness of Disaster Risk Management (DRM) can only be ensured if all stakeholders recognize the importance of best practices and lessons learned, and commit to upholding and implementing them. The measures applied in these two areas are as follows: 3.2.1. Best Practices Kenya observes, applies, and complies with internationally recognized best practices in Disaster Risk Reduction (DRR), such as the Sendai Framework for Disaster Risk Reduction (SFDRR), the African Union (AU) Programme of Action (PoA) for the implementation of SFDRR, and participation in “Peer Exchanges” among DRR focal points from AU member countries. Additionally, Kenya has established a Disaster Risk Financing system and developed 17NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 3.3. Stakeholders’ Analysis In the context of this strategy, stakeholders are defined as individuals, groups, organizations, and institutions with an interest in Disaster Risk Management (DRM) or those impacted, either positively or negatively, by DRM activities. This understanding was developed through an analysis of their expectations and commitment within the DRM space. 3.3.1. Key Stakeholders: • Government Agencies: National and coun- ty-level government bodies responsible for implementing Disaster Risk Management (DRM) policies and coordinating disaster re- sponse efforts. • Non-Governmental Organizations (NGOs): Organizations contributing to DRM through advocacy, capacity building, emergency re- sponse, and community engagement. • Community Groups: Local communities and grassroots organizations that play a crucial role in risk reduction, early warning systems, and response activities. • Private Sector: Businesses and industries engaged in risk reduction efforts, particu- larly in sectors such as construction, insur- ance, and technology. • International Partners: Donor agencies, in- ternational NGOs, and United Nations agen- cies providing technical and financial sup- port for DRM initiatives. • Learning/Research Institutions: Education- al and research bodies contributing to DRM through knowledge generation, innovation, and capacity building. • Law Enforcement Agencies: Authorities re- sponsible for maintaining public order and safety, which play a key role in disaster re- sponse and recovery. Table 5: Stakeholder Analysis Stakeholder Stakeholder Expectation Our Commitment DRM Strategy Expectation Ministry of Interior Compliance with regulations and reporting requirements Provide reports on utilization of resources Provide policy direction Execute DRR mandate Provide reports on execution of DRR mandate Ensure coordination with other government agencies National Treasury Prudent use of resources Follow PFM laws, rules, and regulations in the utilization of funds Ensure adequate funding Compliance with Public Financial Management (PFM) Act and timely financial reports Facilitate fundraising from development partners Timely remittance of funds Staff Competitive remuneration Offer a competitive employment package Perform all duties Conducive work environment Create a conducive working environment Comply with allocated terms of engagement 18 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Stakeholder Stakeholder Expectation Our Commitment DRM Strategy Expectation Devolved Governments Consultations, training in DRR, compliance with rules and regulations Provide training in relevant DRR skills Good support infrastructure Support local DRR activities Promote capacity building for the local community Local Community Social welfare, mutual co- existence, and partnerships Conduct community outreach and provide appropriate technologies and innovation Community support, security, and harmonious co-existence Development Partners Prudent use of resources, compliance with terms of engagement Transparency and accountability, measurable results Timely funding, capacity building, provision of equipment and facilities Compliance with terms of engagement Learning Institutions Collaboration and benchmarking Conduct consultations, establish partnerships, and sign mutual agreements Collaboration and compliance Law Enforcement Agencies Compliance with the law, sharing information, and collaboration on security matters Follow the rule of law and maintain security Adequate security, professionalism, accurate and timely information Cooperation Other Government Ministries and Agencies Consultations and compliance with rules and regulations Provide training in relevant skills Collaboration and funding 19NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 4.1. Guiding Principles The implementation of the National DRM Strate- gy shall be guided by the following principles4: a) The Constitution of Kenya, 2010 (4th Schedule): The Constitution of Kenya, 2010, serves as the cornerstone of gover- nance and legal frameworks for Disaster Risk Management (DRM) in the country. In particular, the 4th Schedule of the Constitu- tion delineates the responsibilities between the national and county governments, estab- lishing a clear framework for decentralized disaster risk management. This division of roles is critical for the effective implemen- tation of DRM strategies, ensuring that both levels of government collaborate in disaster prevention, preparedness, response, and re- covery. The DRM strategy aligns with consti- tutional mandates, ensuring compliance and fostering integrated disaster management efforts across all levels of government. b) Humanity: Human suffering must be ad- dressed wherever it occurs, with special atten- tion to the most vulnerable, in line with Article 43 of the Constitution of Kenya, 2010, which guarantees social and economic rights; c) Shared Responsibility: DRM, as a concur- rent function under the 4th Schedule of the Constitution of Kenya, 2010, promotes con- sultation and cooperation between the na- tional government, county governments, and all stakeholders; d) Continuous learning and improvement: DRM promotes continuous knowledge gen- eration and collaboration with academia to strengthen community resilience. It empha- sizes coordination among stakeholders, as guided by the Constitution of Kenya, 2010, and prioritizes innovation and technolo- gy adoption to enhance preparedness, re- sponse, and recovery; e) Strengthened governance frameworks: Ef- fective DRM depends on strong institutional, legal, and policy frameworks that promote coordination across national and county governments, stakeholders, and communi- ties, and integrate with national development plans, county plans, and community initia- tives; f) All-hazard: This strategy promotes the de- velopment of comprehensive, flexible, and scalable plans that can be applied to any type of hazard—natural, technological, or human-induced. It emphasizes the need for strong coordination among national and county governments, communities, and oth- er stakeholders to effectively anticipate, pre- pare, respond, and recover from a wide range of emergencies and disasters; g) Partnership: The DRM strategy embraces multi-stakeholder engagement through col- laboration, consultation, and participation, recognizing that communities must be at the center of all efforts, with the greatest stake in building resilience and managing risks; and, h) Inclusivity: The strategy promotes the active engagement of all sectors of society in DRM, ensuring the empowerment and meaningful participation of the most affected groups, and systematically integrating gender, age, disability, and cultural considerations into all disaster risk management frameworks, poli- cies, and practices. CHAPTER FOUR: GUIDING PRINCIPLES, STRATEGIC OBJECTIVE, PILLARS FOR ACTION AND ANTICIPATORY ACTION 3 Disaster Risk Management Policy, 2017 20 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 i) Gender Considerations: In line with the Con- stitution of Kenya, the Sendai Framework, and Regional Frameworks, this strategy rec- ognizes that effective disaster risk reduction requires a whole-of-society approach. It em- phasizes inclusive, accessible, and non-dis- criminatory participation, paying special at- tention to those disproportionately affected by disasters. Addressing social inequalities, discrimination, and marginalization—partic- ularly those linked to gender, age, disability, socio-economic status, ethnicity, migration or displacement status, religion, or other characteristics—is essential. The leadership and meaningful participation of women, youth, persons with disabilities, and other marginalized groups must be fully integrated into disaster preparedness, planning, and re- sponse, including through engagement with representative community organizations. 4.2. Strategic Objective The overall objective of the national DRM Strat- egy is to effectively implement risk reduction actions within the DRM framework and, most importantly, integrate DRM into planning and practice. This includes reducing the exposure of communities to hazards, reducing their vulnera- bility, and increasing their capacity to anticipate, prepare, respond, and recover from the effects of hazards. Additionally, it emphasizes evaluating development programs from the perspective of reducing vulnerability and integrating measures to mitigate potential risks, exposure, and im- pacts. The strategy also focuses on enhancing organizational capacity and creating an enabling environment that supports sustainable disaster risk management; a. Establish and strengthen institutional mech- anisms and capacities for disaster risk man- agement, including early warning systems and anticipatory actions. b. Reduce hazards and vulnerabilities at local, county, and national levels. c. Integrate disaster risk management into sus- tainable development policies, strategies, and plans at all levels and across all sectors. d. Build resilience at local, county, and national levels to the impacts of disasters and climate change. e. Enhance the effectiveness and coordination of anticipation, prevention, mitigation, pre- paredness, response, and recovery efforts for disasters. 4.3. Pillars for Action The following strategic pillars will guide the at- tainment of the objective of the DRM Strategy: a. Pillar 1: Establishment of an Institutional and Legal Framework for DRM in Kenya Action Points: (1) Seek approval and adoption of the DRM Bill by the National Assembly and Sen- ate. (2) Seek approval and adoption of the DRM Policy by the National Assembly and Senate. b. Pillar 2: Customization of Institutional and Legal Framework for DRM at County Level Action Points: (1) Support county governments to align with national DRM laws and policies. (2) Facilitate development of county-spe- cific DRM legislation and frameworks. c. Pillar 3: Enhancing the DRM Capacities of In- stitutions in Kenya Action Points: (1) Mainstream DRM across all sectoral in- stitutions. (2) Strengthen skills and capacities of DRM personnel and stakeholders. (3) Strengthen the coordination capacities of DRM institutions. d. Pillar 4: Information and Knowledge Man- agement for DRM Action Points: (1) Identify information needs and create platforms for sharing DRM information. 21NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 (2) Strengthen DRM data management and accessibility. (3) Promote interdisciplinary collaboration in research. (4) Document, manage, and share local and indigenous knowledge through a dedicated repository. e. Pillar 5: Enhancing Resilience at Local, Coun- ty, and National Levels Action Points: (1) Prepare National Sectoral Disaster Risk Profiles and Management Plans for all key sectors. (2) Prepare County Multi-Hazard Risk Pro- files for all counties. (3) Ensure development programs are risk-in- formed to reduce vulnerability. f. Pillar 6: Mainstreaming DRM into Sustain- able Development Policies, Strategies, and Plans Action Points: (1) Raise awareness on DRM, including re- search findings and initiatives. (2) Collect and generate data on at-risk populations to inform equitable access to DRM interventions. g. Pillar 7: Scaling Up and Mainstreaming An- ticipatory Action Action Points: (1) Operationalize the Kenya Anticipatory Action (AA) Roadmap. (2) Integrate anticipatory action into sec- toral and county disaster management plans. h. Pillar 8: Information and Knowledge Man- agement of Local and Indigenous Knowledge Action Points: (1) Establish a comprehensive repository of local and indigenous knowledge for DRM. (2) Promote community-driven disaster risk reduction practices. (3) Integrate traditional knowledge into DRM policies and practices. The five national DRM priorities for Kenya are guided by the Sendai Framework for Disaster Risk Reduction (SFDRR) 2015–2030. These pri- orities are: understanding disaster risk; strength- ening disaster risk governance to manage disas- ter risk; investing in disaster risk reduction for resilience; enhancing disaster preparedness for effective response; and promoting “Build Back Better” in recovery, rehabilitation, and reconstruc- tion. 4.4. Anticipatory Action Humanitarian actors in Kenya are applying the Anticipatory Action (AA) approach to mitigate the adverse effects of disasters by implement- ing early interventions to prevent humanitarian crises. With the increasing frequency and in- tensity of disasters, largely attributed to climate change, the adoption of AA has become more critical than ever. For sustainability, AA initiatives require strong collaboration among stakehold- ers to ensure disaster impact data is properly archived and shared, hazards are consistently monitored and reliably forecasted, capacities for AA are strengthened across all actors and poli- cymakers, sustainable funding mechanisms are established, and a clear coordination structure is in place to prevent overlapping mandates. A comprehensive five-year roadmap (2024– 2029) has been developed to strengthen Antic- ipatory Action (AA) by fostering an enabling en- vironment in Kenya. This interagency roadmap is organized around seven guiding pillars, each outlining clear outcomes supported by priority activities aimed at achieving those outcomes. It is envisioned that the roadmap will be adopted and operationalized within National and County Government development plans, policies, strate- gies, and legislative frameworks. 22 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 4.4.1. Pillar 1: Early Warning - Data, Trig- gers and Thresholds Develop a synchronized national framework for hazard triggers and thresholds. This pillar focuses on enhancing the quality and quantity of data to support robust impact-based forecasting (IbF) and anticipatory action (AA) protocols. It aims to promote a culture of data sharing, strengthen joint capacity building among forecasting stakeholders, and harmonize trigger development, thereby improving coordination and the effectiveness of anticipatory actions. 4.2.2. Pillar 2: Early Action (Planning and Operations) Develop a National Catalog for Anticipatory Ac- tion. There is a growing need in Kenya to shift from reactive disaster response to proactive anticipa- tory action (AA) within the DRM cycle. Historical- ly, many lives have been lost due to delayed re- sponses after disasters strike. Institutions must prioritize and allocate more resources toward AA. Current AA plans and Early Action Protocols (EAPs) cover only a small fraction of at-risk popu- lations, highlighting the urgent need for expanded and inclusive planning. 4.2.3. Pillar 3: Coordination and Governance Establish a structured National and County coor- dination mechanism for Anticipatory Action. Currently, the coordination of anticipatory action (AA) in Kenya is fragmented, with implementa- tion knowledge confined to specific sectors. To enhance synergies and effective implementation, a comprehensive and integrated coordination mechanism is essential at both the national and county levels. 4.2.4. Pillar 4: Research, Innovation and Learning (Capacity building) Publish evidence-based National Anticipatory Ac- tion status. This pillar focuses on strengthening the evidence base for supporting anticipatory action (AA) in Kenya. It emphasizes the role of research, inno- vation, and continuous learning to enhance the capacity for effective AA implementation. 4.2.5. Pillar 5: Policy and Advocacy Adopt a policy framework for the mainstreaming of Anticipatory Action at national and county lev- els. Kenya’s current disaster response approach is largely reactive and faces significant challenges due to gaps in the legal, institutional, and financial frameworks necessary for efficient disaster risk management. This pillar aims to address these gaps by advocating for the adoption of a compre- hensive policy framework to integrate anticipato- ry action (AA) into national and county disaster management systems. 4.2.6. Pillar 6: Financing of Anticipatory Action (AA) Establish partnerships for resource pooling for AA. Anticipatory Action (AA) initiatives in Kenya have predominantly relied on funding sources accessi- ble only to humanitarian actors and their donors. This pillar aims to diversify funding mechanisms by establishing partnerships for resource pooling, ensuring sustainable financial support for AA ini- tiatives across all sectors involved in disaster risk management. 4.2.7. Pillar 7: Monitoring and Evaluation Develop a comprehensive M&E Framework. The AA roadmap aims to invest in documenting evidence and learning from each initiative, sup- ported by a robust monitoring and evaluation (M&E) framework. This will ensure continuous improvement, accountability, and the integration of lessons learned into future anticipatory ac- tions. 23NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 This chapter highlights the crucial role of data and knowledge management in Disaster Risk Management (DRM). It underscores the importance of efficient data collection, storage, aggregation, sharing, and information exchange. Additionally, it emphasizes the need for establishing sectoral linkages to strengthen DRM efforts. The chapter outlines the strategies and mechanisms required to ensure that accurate, timely, and relevant information is readily available to all stakeholders involved in DRM. 5.1. Evidence-based Decision- Making Data and Knowledge Management is a critical requirement in the DRM sector, as decisions at all levels must be grounded in factual information. Effective decision-making in DRM relies on accurate, timely, and relevant data. This approach minimizes delays, improves the quality of decisions, and ensures that the most appropriate actions are taken in response to disasters. Proper data management reduces the time needed to gather and analyze information, enabling quicker and more effective responses to emerging situations. It also supports the optimal allocation of resources and ensures that qualified personnel are appointed to manage those resources. Evidence-based decision-making requires the application of principles and standards for information and knowledge management, including: • Accessibility: Ensuring that data and information are readily available to all relevant stakeholders, including government agencies, NGOs, and the public. • Inclusivity: Involving all relevant stakeholders in the data management process to ensure that diverse perspectives are represented. • Compatibility: Ensuring that data systems and platforms are interoperable, allowing seamless data sharing and integration across different agencies and sectors. • Transparency: Maintaining openness in data collection, analysis, and sharing processes to build trust among stakeholders and the public. • Collaborative Partnerships: Promoting collaboration among government bodies, NGOs, international organizations, and other entities to enhance data sharing and support joint decision-making. • Data Protection: Upholding the right to privacy for data subjects by implementing appropriate safeguards. • Data Quality: Prioritizing the accuracy, completeness, and timeliness of data. • Data Sustainability: Ensuring the long- term preservation, accessibility, and usability of data resources. The Kenya Information and Communication Act, Rev. 2012 (Cap. 411A. VIA) governs the collection, sharing, and exchange of data and information within Kenya. This Act provides the legal framework for effective data management practices, ensuring that data is handled responsibly and in compliance with national standards. 5.2. Data and Knowledge Management There is a need to systematically improve data management and knowledge among public offi- cers, vulnerable communities, and stakeholders to enhance the effectiveness of DRM. A system- CHAPTER FIVE: DATA AND KNOWLEDGE MANAGEMENT 24 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 atic approach will ensure that DRM practices are grounded in an understanding of existing haz- ards, vulnerabilities, and the exposure of people and assets to disaster and climate change risks, as well as data on their impacts. 5.2.1. Data Collection Effective disaster risk management depends on the systematic collection of accurate and comprehensive data. This section outlines the following key aspects: • Hazard Mapping and Risk Assessment: Collecting data on various hazards, including their frequency and intensity, while assessing the vulnerability and exposure of communities to these hazards. This data is essential for identifying high-risk areas and prioritizing DRM efforts. • Monitoring and Surveillance Systems: Establishing systems to monitor potential disaster triggers, such as weather patterns, seismic activity, and disease outbreaks. Continuous data collection enables early detection and timely intervention. • Community-Based Data Collection: Engaging local communities in data collection to ensure that grassroots- level information is captured, particularly regarding local vulnerabilities, coping strategies, and indigenous knowledge. • Kenya Inter-Agency Rapid Assessment (KIRA) Tool: A multi-sector, multi-agency tool designed to provide a rapid overview of humanitarian situations, supporting evidence-based decision-making in the early stages of a humanitarian response and helping to understand how needs vary across different affected groups. • Integration of Technological Tools: Leveraging advanced technologies such as Geographic Information Systems (GIS), remote sensing, and drones for more precise data collection, storage, and analysis. 5.2.2. Data and Knowledge Generation This includes the collection and compilation of major groups/types of data and information required for the implementation of National/ County level programs for the sectors, as outlined in the Vision 2030 MTP IV (2023–2027). Communities and stakeholders will be actively engaged and consulted to harness information and lessons learned on DRM from the grassroots to the national level, generating knowledge that is essential for shared learning and the adoption of best practices. Historical data will provide a valuable foundation and analysis for driving improved actions. Moreover, joint efforts from all relevant Ministries, Departments, and Agencies involved in Disaster Risk Management are essential to develop a national Loss and Damage Tracking System. This system will aim to harmonize all disaster risk data into a single National Tracking System, enabling DRM partners to freely share data without reservations or bureaucratic barriers. Data standards—including format, classification, standardization, and acceptable levels of data quality—will be determined by the National/ County level DRM committees, in accordance with the relevant provisions of the Kenya Information and Communication Act, Rev. 2012 (Cap. 411A). The National/County level DRM committees will strive to provide, on a case-by- case basis, the historical data required for the implementation of activities. Communication will occur through the respective National/ County level DRM committees. 5.2.3. Data and Knowledge Processing This involves transforming raw data by building capacity in data and knowledge processing methods at both the National and County levels, converting it into meaningful and usable products for consumers. This includes presenting or visualizing the data in a way that makes it easy to use. Information, including content applicable for knowledge sharing, will be synthesized and packaged in a manner that is easily accessible to specific audiences, such 25NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 as the County Assembly for prioritization of programs and projects funding, and the National Government for national use. It is important to ensure that the processed information is relevant for knowledge sharing and learning on DRM. Critical questions, such as applicability and relevance, will guide the processing of data and knowledge. This section aligns with the Kenya Data Protection Act, including data sharing protocols. The data processing cycle will comprehensively address systems, storage, and platforms for sharing and utilization. 5.2.4. Data and Knowledge Sharing and Exchange Sharing data and information across various stakeholders is essential for coordinated and effective DRM. This section focuses on involving: Establishing Data Sharing Protocols: Creating standardized procedures and agreements for reporting to the affected populations and sharing data between government agencies, NGOs, international partners, and the private sector. These protocols ensure that data is shared in a timely and secure manner. Interoperability of Information Systems: Ensuring that data management systems used by various stakeholders are compatible and can communicate with each other seamlessly. This interoperability is essential for effective information exchange during disasters. Data Accessibility: Ensuring that relevant data is accessible to all stakeholders, including local communities, through open data platforms, mobile apps, and other user-friendly tools. Transparency and accessibility of data are crucial for informed decision-making at all levels. Real-Time Information Exchange: Developing mechanisms for the real-time exchange of information during emergencies, such as early warning messages, situation reports, and response coordination updates. This can be facilitated through dedicated communication networks and platforms. Creating/Strengthening Platforms: For the dissemination of DRM data/information and knowledge exchange. Engagement and Communication: Ensuring dialogue among all stakeholders, with special attention given to local leaders, indigenous peoples, and vulnerable groups. Unpacking Scientific Information: Presenting scientific data in simplified language to ensure effective communication that influences decision-making in DRM. 5.3. Knowledge Management Knowledge Management is about capturing, sharing, and applying insights and lessons learned from DRM activities. This section highlights: 5.3.1. Documentation of Best Practices: Systematically documenting successful DRM strategies and lessons learned from past experiences to ensure this knowledge is available for future use. 5.3.2 Knowledge Sharing Platforms: Establishing platforms where stakeholders can exchange knowledge, such as online databases, workshops, conferences, and community forums, in alignment with the Data Protection Act. These platforms facilitate continuous learning and the adaptation of best practices, including translating information into local dialects. 5.3.3. Capacity Building for Knowledge Management: Developing the skills and capacities of stakeholders to manage and utilize knowledge effectively, including the ability to interpret data, generate insights, and apply them to decision- making processes. 5.3.4. Learning from Communities: Recognizing and incorporating local knowledge and traditional coping strategies into formal DRM knowledge systems. Communities often possess valuable insights that can significantly enhance the effectiveness of DRM efforts. 26 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 The implementation of the Disaster Risk Man- agement (DRM) Strategy in Kenya from 2024 to 2030 is structured around several key priorities, supported by a comprehensive governance and financial framework. The implementation will also be guided by the roadmap for the DRM Strategy (See Annex A). The critical compo- nents include: • Institutional and Legal Framework: Estab- lishing a robust institutional and legal foun- dation for DRM activities across the country, ensuring that all related initiatives are legally grounded and effectively governed. • Capacity Building: Enhancing the capabili- ties of institutions involved in DRM to ensure they are adequately prepared to manage various disaster scenarios. This includes training, resource allocation, and infrastruc- ture development. • Disaster Information Management: Im- proving the management and dissemina- tion of disaster-related information to en- sure timely and accurate communication during all phases of a disaster. • Resilience Enhancement: Implementing strategies to strengthen resilience at the local, county, and national levels, focusing on preventing, minimizing, and mitigating disasters, especially those linked to climate change. • Mainstreaming DRM: Integrating DRM into sustainable development policies, strate- gies, and plans across all sectors to ensure a holistic approach to disaster manage- ment. 6.1. Governance and Implementation Structure • Two-Tier Government System: The governance and implementation framework outlined in the Kenya Constitution 2010 establishes a two-tier government system, consisting of the National Government and the forty-seven (47) County Governments, with specific disaster management roles assigned to each. Schedule Four (4) of the Constitution defines the responsibilities of both the National and County Governments. Part 1, No. 24 assigns disaster management functions to the National Government, while Part 2, No. 12 grants firefighting services and disaster management responsibilities to the County Governments. • Coordination by NDOC: The Ministry of Interior and National Administration, through the National Disaster Operation Centre (NDOC), coordinates the implementation of DRM programs, projects, policies, strategies, and plans in the country, as outlined in Executive Order Number 2 of 2023. The NDOC works in close collaboration with the Kenya Red Cross Society (KRCS), which serves as the lead response agency and auxiliary to the Government, alongside UN agencies, research institutions, and civil society organizations (CSOs). • Collaborative Approach: The NDOC collaborates with various ministries, state departments, agencies, and non- state actors across all aspects of disaster management, including risk reduction, prevention, preparedness, mitigation, response, recovery, building back better, and enhancing resilience. Focal points have been established within stakeholder groups, state departments, and institutions such as CHAPTER SIX: IMPLEMENTATION OF THE DRM STRATEGY 27NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 the National Drought Management Authority (NDMA), National Disaster Management Unit (NDMU), Kenya Meteorological Department (KMD), and relevant line ministries. • The National Platform for Disaster Risk Reduction: Established in 2004, the National Platform for Disaster Risk Reduction meets biannually. It serves as a coordination mechanism for the harmonized implementation and monitoring of DRM efforts in the country. The platform influences the development of DRM policies and legislation, harmonizes DRM coordination, provides advocacy and technical support for the synergized implementation of DRM, and serves as a forum for sharing experiences and best practices. Stakeholders involved include MDAs, UN system partners, the Kenya Red Cross Society (KRCS), CSOs, academia, the private sector, and development partners. • County-Level Implementation: The structure at the national level is mirrored at the county level through County Disaster Risk Management Committees (CDRMCs), guided by the National Disaster Risk Management Policy. Volunteerism and County Emergency Operation Centers (EOCs) (or, when necessary, Situation Rooms) play a crucial role in coordinating and linking with the National Government, ensuring synchronized efforts across the country. 6.2. Partnerships and Financial Resources The strategy emphasizes the critical role of fi- nancial resources for effective Disaster Risk Management (DRM). Every US$1 invested in risk reduction and prevention can save up to US$15 in post-disaster recovery. Similarly, every US$1 invested in making infrastructure disaster-resil- ient saves US$4 in reconstruction.1 Therefore, the cost-benefit analysis clearly demonstrates the advantages of investing in prevention and resilience. The availability of financial resources across all stages of the DRM continuum—pre- 1 https://www.undrr.org/our-work/our-impact vention, preparedness, mitigation, response, re- covery, and building back better—is essential. This strategy advocates for the development of a comprehensive National Disaster Risk Management Financing Strategy, aligned with the findings of the Political Declaration of the high-level meeting on the midterm review of the Sendai Framework for Disaster Risk Reduction 2015–2030. This strategy is for the purpose of2: a. Finance disaster prevention, risk reduc- tion, preparedness, response, and recovery through an integrated approach; b. Leverage the full spectrum of pre- and post-di- saster financial resources from public, pri- vate, domestic, and international sources, including existing disaster-related funds; c. Identify gaps in public spending on disaster risk management; d. Mainstream disaster risk management into public budgeting, financial planning, expendi- ture, investment, and procurement process- es across all relevant sectors and govern- ment levels; e. Guide risk-informed development invest- ments by both the private and public sectors; f. Promote the integration of DRM into the work of national financial authorities; g. Enhance financing for early and anticipatory approaches to reduce disaster impacts, in- cluding through the United Nations system and other relevant organizations; and h. Promote the development of innovative in- struments and tools to finance disaster risk reduction, such as resilience bonds, partic- ularly in developing countries, to build resil- ience against current and future shocks and hazards. To ensure adequate resources are available at each phase of the DRM cycle, a mix of disaster risk financing instruments must be in place, as 2 Political declaration of the high-level meeting on the mid- term review of the Sendai Framework for Disaster Risk Re- duction 2015–2030 https://www.undrr.org/media/88061/ download?startDownload=20240718 28 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 outlined in the Kenya Disaster Risk Financing Strategy 2018-2022. This approach will protect citizens’ wellbeing, maintain fiscal stability, and support the achievement of development goals, while advancing the Sendai Framework for Di- saster Risk Reduction. The disaster risk financing instruments include: • Annual Budget Allocations/Appropriations • Contingencies/Reserve Funds • Contingent Credit Lines • Program-based Risk Transfer Instruments • National and County Level Disaster/Emer- gency Management Funds These financing instruments must be system- atically applied across the DRM cycle, as out- lined below: 6.2.1. Budget Allocations/ Appropriations a. Annual budget allocations and appropria- tions in the implementation matrix of the DRM sector plans and County Integrated Development Plans (CIDPs), as outlined in the Fourth Medium Term Plan (MTP IV) at both National and County levels. These allo- cations should cover mainstreamed invest- ments in disaster prevention, preparedness, mitigation, response, and recovery. b. Financial provisions for DRM interventions in the annual budgets of Ministries, Depart- ments, and Agencies (MDAs), in respective DRM sector areas, to support mainstreamed investments in disaster-related activities. c. Financial provisions for DRM interventions in the annual budgets of County Govern- ments, addressing mainstreamed invest- ments for disaster prevention, prepared- ness, mitigation, response, and recovery. d. Annual budgetary provisions in the imple- mentation matrix of Outcome 2.8 of the United Nations Sustainable Development Coordination Framework (UNSDCF). These provisions support mainstreamed interven- tions in disaster prevention, preparedness, and mitigation, with some provisions also directed towards response and recovery ef- forts at both National and County levels. 6.2.2. Reserve Funds a. Contingency Fund established by the Con- stitution of Kenya 2010, designed for urgent and unforeseen expenditures lacking legis- lative authority. b. National Drought Emergency Fund, es- tablished under the Public Finance Man- agement Act, 2012, and National Drought Emergency Fund Regulations, 2021 (L.N. No. 27 of 2021), dedicated to drought inter- ventions, including resilience, preparedness, mitigation, response, and recovery. c. County Emergency Funds, provided for un- der the Public Finance Management Act, 2012, designed to address disasters at lev- els 1 and 2. d. National Disaster Management Fund, which can be established under the Public Finance Management Act. This fund primarily ap- plies to response and recovery in the DRM cycle, with some allocations for prepared- ness and mitigation efforts. It is designed to address disasters at levels 3 and 4. 6.2.3. Contingent Financing Project Contingent Financing is a financial ar- rangement where funding is provided based on the successful achievement of specific proj- ect milestones or outcomes. This financing in- cludes shock-responsive safety nets, such as the Hunger Safety Net Program, supporting vul- nerable communities in arid counties. Sovereign Contingent Financing refers to fi- nancial arrangements provided to sovereign states under specific conditions, such as nat- ural disasters or economic crises. An example is the Disaster Risk Management Development Policy Credit with a Catastrophe Deferred Draw- down Option (Cat DDO), which helps countries manage unexpected financial shocks while strengthening institutional, technical, and finan- cial disaster management capacities. 29NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 6.2.4. Programme-based Risk Transfer Livestock Insurance Programs, like the Kenya Livestock Insurance Program, protect pastoralists in 8 arid and semi-arid counties from the impacts of drought. Crop Insurance Programs, such as the Kenya Agricultural Insurance and Risk Management Program and Agriculture and Climate Risk Enterprise Ltd (ACRE) Africa Weather Index Crop and Area Yield Index Insurance, provide coverage for over 35 crop-growing counties. 6.2.5. Other Sources of Funding Funding for DRM activities may come from diverse sources, including: • United Nations Sustainable Development Cooperation Framework (UNSDCF) • International Government Organizations (IGOs) • International Non-Governmental Organizations (INGOs) • Non-Governmental Organizations (NGOs) • Civil Society Organizations (CSOs) • Faith-Based Organizations (FBOs) • Community-Based Organizations (CBOs) • Private Sector • Public-Private Partnerships • Development Partners • Foundations and Philanthropic Entities • Other Benefactors This table offers a clear overview of the funding sources associated with each stage of the Disaster Risk Management (DRM) process, highlighting the contributions of both government and development partners, as well as other key entities. Budgetary allocation procedures will be guided by the approved regulations currently in force, as applicable to the Government of Kenya, development partners, and other non-state actors. 6.3. Communication An integrated approach that leverages various communication channels is crucial for enhancing preparedness, prevention, mitigation, response, and recovery, aiming to reduce vulnerabilities and minimize the impact of disasters on communities. The key components of communication include: Table 6. Summary of DRM Continuum and Sources of Funds DRM Continuum Source of Fund Prevention Annual Budget Allocations and Development Partner funding for the Mainstreamed interventions and investments at National and County Government. Preparedness Mitigation Response Reserve Funds Contingent Financing instruments Program-based Risk Transfer Instruments Development Partners including Humanitarian Partners Funding Recovery Building Back Better Annual Budget Allocations and Development Partner funding for the mainstreamed interventions and investments at National and County Government. Other Sources of Funding UNSDCF, IGOs, INGOs, NGOs, CSOs, FBOs, CBOs, Private Sector, Private-Public Partnerships, Development Partners, Foundations and Philanthropic Entities, Other Benefactors 30 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Early Warning Systems Effective communication mechanisms, including mass media, will be utilized to disseminate early warnings and alerts to at-risk populations, enabling timely action. Awareness and Education Campaigns will be designed to raise awareness about disaster risks, educate communities on preparedness measures, and promote resilience- building activities. Information Sharing and Coordination Information will be shared among stakeholders, including government agencies, NGOs, and communities, to enhance coordination and collaboration in disaster prevention, mitigation, preparedness, response, and recovery efforts, utilizing appropriate communication channels. Community Engagement Two-way communication channels will be promoted between authorities and communities, facilitating active participation and contribution to the DRM agenda. Risk Communication Risk information will be translated into languages and accessible formats tailored to diverse audiences, enhancing understanding and facilitating informed decision-making. Civic Education Relevant communication channels will be used to raise public awareness on DRM, mobilize support for policy initiatives, and hold governments and individuals accountable for safer practices and risk reduction measures. 6.4. Whole-of-Society Engagement Article 10 of the Constitution recognizes public participation as one of the national values and principles of governance. This principle binds all state organs, state and public officers, and all individuals in Kenya whenever they apply or interpret the Constitution, enact, apply, or interpret laws, or make or implement public policy decisions. Public participation, community engagement, and accountability are increasingly essential for the efficient prevention, preparedness, mitigation, response, recovery, and the building of community resilience in the event of disasters. The Government of Kenya is committed to placing local communities at the heart of change, ensuring that it’s DRR and DRM actions are effective, inclusive, and sustainable. 6.5. International Cooperation and Global Partnership International cooperation and global partnerships play a critical role in enhancing Disaster Risk Management (DRM) efforts. By collaborating with regional, international, and multilateral organizations, the Government of Kenya can access technical expertise, financial resources, and innovative solutions to strengthen disaster preparedness, response, and recovery. These partnerships foster knowledge exchange, promote capacity- building, and ensure a coordinated approach to managing transboundary risks. Through strengthened global cooperation, Kenya can contribute to global DRM frameworks while ensuring resilience and sustainability at the national and community levels. 6.5.1. Sendai Framework for Disaster Risk Reduction (SFDRR) In Kenya, the implementation of the Sendai Framework for Disaster Risk Reduction (SF- DRR) is guided by various national documents, policies, and strategies. Below are some key documents and their relationship to the Sendai Framework: National Disaster Risk Management Poli- cy (NDRMP): Kenya’s National Disaster Risk Management Policy provides a comprehen- sive framework for disaster risk reduction and management in the country. It aligns with the priorities and principles outlined in the Sendai Framework, such as enhancing disaster pre- paredness, strengthening risk governance, and mainstreaming DRR into development planning. 31NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 National Climate Change Action Plan (NC- CAP): Climate change is a significant driver of disaster risk in Kenya. The NCCAP addresses climate-related risks and vulnerabilities, includ- ing those related to extreme weather events and changes in precipitation patterns. By mit- igating climate change impacts, the NCCAP contributes to reducing disaster risk in line with the Sendai Framework’s objectives. Kenya National Adaptation Plan (NAP): The vision of this NAP is to enhance climate resil- ience toward the attainment of Vision 2030. Enhanced climate resilience includes strong economic growth, resilient ecosystems, and sustainable livelihoods for Kenyans. It also results in reduced climate-induced loss and damage, mainstreamed disaster risk reduction approaches in various sectors, reduced human- itarian aid costs, and improved knowledge and learning for future adaptation and protection. Kenya Vision 2030: Kenya’s long-term devel- opment blueprint, Vision 2030, emphasizes the importance of sustainable development and resilience-building. It integrates disaster risk reduction considerations into various sectors, such as development, urban planning, and envi- ronmental conservation, aligning with the Sen- dai Framework’s approach of mainstreaming DRR into development processes. County Integrated Development Plans (CI- DPs): Kenya’s devolved system of governance empowers counties to develop their own devel- opment plans. Many counties incorporate di- saster risk reduction priorities into their CIDPs, reflecting the decentralized approach advocat- ed by the Sendai Framework. These plans ad- dress local risk profiles and vulnerabilities, pro- moting community resilience and preparedness as informed by the County spatial plans. National Drought Management Authority (NDMA) Strategic Plan: Drought is a recurrent hazard in Kenya, leading to food insecurity and other socio-economic challenges. The NDMA’s strategic plan focuses on drought risk manage- ment and resilience-building measures, aligning with the Sendai Framework’s emphasis on ad- dressing underlying risk factors and enhancing preparedness for drought-related disasters. National Policy on Disaster Risk Reduction and Management for Kenya’s Education Sec- tor: This policy aims to enhance disaster resil- ience in the education sector by promoting safe school infrastructure, integrating DRR into the curriculum, and strengthening emergency pre- paredness and response mechanisms. It con- tributes to achieving the Sendai Framework’s goal of protecting critical infrastructure and en- suring the safety of vulnerable populations. Overall, Kenya’s national documents and pol- icies related to disaster risk reduction reflect the country’s commitment to implementing the Sendai Framework and building resilience to di- sasters at all levels of governance and across various sectors. Through strategic planning, policy development, and institutional coordina- tion, Kenya strives to reduce disaster risk, mini- mize loss of life and property, and promote sus- tainable development in line with the objectives of the SFDRR. 6.5.2. The Paris Agreement The Paris Agreement builds upon the Convention and – for the first time – brings all nations into a common cause to undertake ambitious efforts to combat climate change and adapt to its effects, with enhanced support to assist developing countries to do so. As such, it charts a new course in the global climate effort. Disaster risk reduction and climate change adaptation have the common objective of reducing vulnerability and enhancing capacity and resilience. This is reflected in the overall goals and objectives of the United Nations Framework Climate Change Convention (UNFCCC), the Paris Agreement, and the Sendai Framework for Disaster Risk Reduction, among other international agreements. The convening of Parties to the UNFCCC (COP 27) and the Paris Agreement (CMA 4) identified mitigation, adaptation, financing and loss and damage as priority areas, all of which are mutually shared across all domains. 32 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 6.5.3. African Union Commission (AUC) Disaster risk reduction in Africa over the past decade has been guided by the Africa Regional Strategy for Disaster Risk Reduction (ARSDRR) which was adopted by African Union (AU) Heads of State and Government in 2004. The implemen- tation of the Strategy has been through the Pro- gramme of Action (PoA) for the Implementation of the ARSDRR (2006-2015) developed in 2005 and subsequently from 2011 through the Extend- ed Programme of Action for the Implementation of the Africa Regional Strategy for Disaster Risk Reduction (2005-2015). The PoA was aligned with the Hyogo Framework for Action (HFA) 2005-2015. The AU Heads of State and Govern- ment have expressed their strong commitment to the implementation of the SFDRR as a means of sustaining the momentum generated by the Extended Programme of Action (PoA). It is note- worthy that the Africa Regional Strategy (2004) was developed before the HFA was adopted as the global framework on disaster risk reduction. The Sendai Framework for Disaster Risk Re- duction 2015-2030 provides the opportunity to focus disaster risk management (DRM) on im- plementation of the new global framework for disaster risk reduction (DRR) in Africa, based on a revised Programme of Action (PoA) that strengthens efforts to increase resilience which will drive poverty reduction, sustainable devel- opment in line with Sustainable Development Goals (SDGs), Agenda 2063 and other develop- ment frameworks and processes. The PoA applies to the AUC, RECs, Regional Im- plementation Centers (RICs) and national minis- tries, agencies and departments responsible for DRM, as well as their sub-national structures. It provides elements of and guidance for national DRR programs of countries which are aligned with and complement the PoA. Non-government organisations, partners and stakeholders, includ- ing the private sector, are encouraged to align their DRM strategies and programs to the PoA for coherence of DRM in Africa. The implementation of the PoA will be guided by the following key principles that make efforts to implement the SFDRR in Africa more systematic and effective: a. DRR is about protecting life, health, assets, livelihoods and rights; b. DRR is a shared responsibility of all and re- quires coordinated involvement of all seg- ments and institutions of society; c. DRR requires contextualized and local mea- sures through flexible and adaptable imple- mentation of programs; d. Reducing risk requires a systematic, sus- tained and comprehensive approach; e. Local community action is critical for effec- tive; and f. DRR depends on cooperation and partner- ships. 6.5.4. Intergovernmental Authority on Development (IGAD) The IGAD has put in place a Disaster Risk Man- agement Programme. The Programme was launched in 2004 and since then, it has con- tributed to Disaster Risk Reduction (DRR) in the IGAD region through the development of nation- al policies and strategies, providing a regional platform to discuss the DRM Agendas and de- veloping capacity of Member States to prepare and respond to disasters. The DRM Programme aims at developing re- gional and national disasters preparedness and response capacity. It supports the elaboration of policies, legislation and agreements for di- saster management. It strengthens regional col- laboration, educates for disaster management and mobilizes resources. Among others, it has developed the regional framework for integrat- ing DRM and Climate Change Adaptation in the IGAD region and a regional framework for Flood Risk Management with a special focus on flood early warning systems. The Key outputs of the IGAD DRM Strategy include successful development of three regional frameworks for DRM, mainstreaming DRM and Climate Change Adaptation into school curricula, development of a regional flood risk management strategy and a framework for integrating DRM and Climate Change Adaptation in the region. 33NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 In addition, The IGAD region has developed the IGAD Drought Disaster Resilience and Sustain- ability Initiative (IDDRSI) for its member states. The IDDRSI focuses on drought resilience and conflict management to ensure a “resilient IGAD Region.” 6.5.5. East African Community (EAC) At the East Africa Community (EAC) level, Arti- cle 111 of the EAC Treaty requires that Member States take necessary steps towards disaster preparedness, management, protection and mitigation specially to control hazards (natural and man-made). In a bid to realize this commit- ment, EAC Member States enacted the EAC Di- saster Risk Reduction Act, 2016 to strengthen disaster management in the region. The Com- munity is emphasizing integration of Disaster Risk Reduction (DRR) and management into the sustainable development agenda to help create safer and more resilient communities in social, economic and environmental terms and encouraging Partner States to domesticate and mainstream policy on the aforementioned to ensure that ownership of the responses are made national, and at all levels of governance. The areas of focus include DRR Policy and Coordination; Risk Information, Monitoring and Reporting; DRR Advocacy and Communication; Collaboration with Partner States in response to complex emergencies; and Resource Mobilization. 34 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 This Strategy emphasizes the importance of establishing effective monitoring, evaluation, re- search, and the application of lessons learned to manage all hazards—both natural and man- made—disasters. The Monitoring, Evaluation, and Learning (ME&L) framework is designed to ensure sustainability, transparency, accountabili- ty, professionalism, and informed decision-mak- ing at all levels. The ME&L process will include the following key components: 1. Regular Review and Update of Early Warning Systems (EWS): a) Ensuring Preparedness by Continu- ously Updating Early Warning Systems (EWS): Regular updates to Early Warn- ing Systems will be implemented to en- sure timely and accurate information, enabling effective preparedness and re- sponse actions. 2. Ongoing Assessment of Goals and Strategic Interventions for DRM: b) Regular Evaluation of Disaster Risk Man- agement (DRM) Goals and Strategies: Ongoing evaluation of DRM goals and strategies will be conducted at all levels across the country to assess effective- ness, identify gaps, and ensure continu- ous improvement. 3. Evaluation of DRM Interventions and Anticipatory Action: c) Assessing the Efficiency, Effectiveness, and Overall Outcomes of DRM Interven- tions: The efficiency and effectiveness of DRM interventions will be evaluated, with a particular focus on vulnerable groups, their livelihoods, socio-economic sys- tems, and the environment, to ensure that outcomes contribute to resilience and sustainable development. The ME&L system adopted for the Disaster Risk Management Strategy will provide critical feed- back to stakeholders. Additionally, it will measure the results and impacts of disaster management activities, helping to identify lessons learned and promote best practices. The Government, through the National Disaster Operations Center (NDOC), will periodically con- duct ME&L activities at various phases of DRM. This Strategy will be integrated with the Nation- al and County Integrated Monitoring and Evalu- ation Systems (NIMES & CIMES), ensuring that disaster management efforts align with broader national frameworks and are effectively coordi- nated across different levels of government. CHAPTER SEVEN: MONITORING, EVALUATION AND LEARNING 35NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Annex A. Road Map for Implementation of DRM Strategy ANNEXES 2025 2030 Priority 1 Establishment of an Institutional and Legal Framework for DRM in Kenya Priority 2 Enhancing DRM capacities of Institutions in Kenya Priority 3 Disaster Information Management Priority 4 Enhancing Resilience at Local and National level to the effects of disasters and Climate change Priority 5 Mainstreaming DRM in Sustainable Development Policies, Strategies, and Plans, at all levels within and across all Sectors 36 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 NATIONAL DRM PRIORITIES ACTION POINTS PERFORMANCE INDICATORS IMPLEMENTING INSTITUTION TIME (FYs) ESTIMATED COST (Kes M)A B C D E Pillar 1. Establishment of an Institutional and legal Framework for DRM in Kenya Seek approval of the DRM Policy by Parliament DRM Policy approved by Parliament MoDA TNT &P MoINA 50 Seek approval of the DRM Bill by Parliament DRM Bill approved by Parliament MoDA TNT &P MoINA 50 Priority 2. Enhancing DRM capacities of Institutions in Kenya Equipping the DRM Institutions One Institution equipped per year MoINA 55 Build Capacity of personnel in the Institutions One officer per Insti- tution trained per year MoINA MoEF MoDA MoALD CoG 100 Strengthening co-ordination capacity of the Institutions Four virtual meetings held per year MoINA 50 Priority 3. Disaster Information Management Set up a DRM data base and identify Institutions in Kenya DRM data base developed MoINA 75 DRM data management DRM data available and accessible on need to know MoINA 75 Enhancing inter-disciplinary collaboration on research National Symposium on DRR held once a year MoINA 75 Annex B Implementation Matrix, 2025 –2030 37NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 NATIONAL DRM PRIORITIES ACTION POINTS PERFORMANCE INDICATORS IMPLEMENTING INSTITUTION TIME (FYs) ESTIMATED COST (Kes M)A B C D E Priority 4. Enhancing Resilience at Local and National Level to the effects of Disasters and Climate Change Enhancing preparation of National Sectoral Disaster Risk Profiles and Management Plans for all productive/ economic Sectors in Kenya National Sectoral Disaster Risk Profiles and Management Plans for all pro- ductive/ec-onomic Sectors in Kenya prepared MoINA All Ministries respon- sible for specific Sectoral areas 60 Enhancing the preparation of County Multi- Hazard Risk Profiles for all Counties in Kenya Three County multi-Hazard Risk Profiles prepared per year MoINA MoDA CoG 120 Development programmes and DRR – Strive to ensure all development plans are risk- informed TNT &P engaged to make it a prerequisite for approval that all development plans should be risk-in- formed MoINA 60 Priority 5. Mainstreaming DRM in Sustainable Development policies, Strategies and plans at all levels within and across all sectors Awareness creation for DRM in Kenya, including the Research activities done, ongoing, and planned. Four Virtual and/ or Face-to-Face meetings held with stakeholders per year MoINA Ministry of ICT 150 Generate and collect data for disadvantaged groups to respond to inequalities in access to disaster management and risk reduction activities equitably Data for disadvan- taged groups generat- ed and collected MoINA MoDA 50 Identify Institutions that offer training on DRM Data on Institutions that offer training on DRM collected MoINA MoDA MoALD 5 Overall Comments 1. Include capacity building of com- munities. 2. Include an action point on AA Legend FYs – Fiscal Years; A - FY 2024/2025; B - FY 2025/2026; C - FY 2026/2027; D - FY 2027/2028; E - FY 2028/2029; F - FY 2029/2030; Source of Funds: GoK Annex B Implementation Matrix, 2025 –2030 38 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Summary of Estimated Costs (Kes Millions) SER No. NATIONAL DRM PRIORITIES ESTIMATED COST (Kes MILLIONS) 1 Priority 1. Establishment of an Institutional and Legal Framework for DRM In Kenya 100 2 Priority 2. Enhancing DRM capacities of Institutions in Kenya 205 3 Priority 3. Disaster Information Management 225 4 Priority 4. Enhancing Resilience alt Local and National Levels to the effects of disasters and climate change 240 5 Priority 5. Mainstreaming DRM in Sustainable Development policies, strategies, and plans at all levels within and across all sectors 205 GRAND TOTAL 975 Source of Funds: GoK Annex C Implementation Matrix, 2025 –2030 39NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 SFDRR 2015-2030 PRIORITIES NATIONAL DRM PRIORITIES 2021-2031 P1. Understanding disaster risk P1. Establishment of an Institutional and Legal Framework for DRM in Kenya P2. Strengthening disaster risk governance to manage disaster risk P2. Enhancing the DRM capacities of Institutions in Kenya P3. Investing in disaster risk reduction for resil- ience P3. Disaster Information Management P4. Enhancing disaster preparedness for effec- tive response and to “Build Back Better” in recovery, rehabilitation and reconstruction P4. Enhancing Resilience at Local and National Lev- els to the effects of disasters and climate change P5. Mainstreaming DRM in Sustainable Development Policies, Strategies, and Plans at all levels, within and across all Sectors Legend Similar colors indicate the linkage between the various parts. Annex D LINKAGE BETWEEN SFDRR 2015-2030 PRIORITIES AND NATIONAL DRM PRIORITIES 40 NATIONAL DISASTER RISK MANAGEMENT STRATEGY | 2025-2030 Carter N. (1992). Identifying Policy, Legal and Institutional arrangement. Retrieved on 14 August 2021 from: www.adpc.net/UDRM/ primer/web/floodprimer/02fp.pdf Blaike P, Cannon T, Davis I, Wisner B. (1994). At Risk: natural hazards, people’s vulnerability, and disasters. London; Routledge. Retrieved on 15 August 2021 from: https://www.researchgate. net/publication/323368943 The Ministry of Interior and Co-ordination of National Government. (2017). Disaster Risk Management Policy, 2017. REFERENCES The Ministry of Interior and Co-ordination of National Government. (2021). Institutional Framework. The National Treasury and Planning. (2018). Disaster Risk Financing Strategy, 2018-2022. Loganathan N. (2010). Thesis– Knowledge management as a strategic tool for HRM. University of KWZ, pg. 37. Retrieved on 14 August 2021 from: https://www.researchgate. net/publication/326722556 UNDRR (2019). Words into Actions: Developing National DRR Strategies. UNDRR. MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION Ministry of Interior & National Administration Harambee House P.O. Box 30510 – 00100 Harambee Avenue Nairobi, Kenya Tel: +254 20 222 741 Mail: info@interior.go.ke National Disaster Operations Centre 3rd Floor North Wing, Nyayo House P.O. Box 37300 – 00100 Nairobi, Kenya Tel: 0800 721 571 Mail: info@ndoc.go.ke